chapter_09_Training_Human_Resources__人力资源培训

nullChapter 9 Training Human Resources 孙志婕Chapter 9 Training Human Resources 孙志婕ContentContentThe Nature of Training 培训 焊锡培训资料ppt免费下载焊接培训教程 ppt 下载特设培训下载班长管理培训下载培训时间表下载 的本质 Strategic Training 战略性培训 Training Needs Assessment 培训需求评估 Training Design 培训 设计 领导形象设计圆作业设计ao工艺污水处理厂设计附属工程施工组织设计清扫机器人结构设计 Training Delivery 培训实施 Evaluation of Training 培训评估The Nature of TrainingThe Nature of Training Training: It is a process whereby people acquire capabilities to aid in the achievement of organizatioanl goals. The Context of Training: (1) Training as organizational competitiveness (2) Training as a revenue source (3) Training must be integrated with job performance and learning Training and Performance Consulting Integrating Training Responsibilities Chief Learing Officers(CLO) or Chief Konewledge Officer(CKO) Training and Performance ConsultingTraining and Performance ConsultingPerformance consulting(绩效咨询): it is a process in which a trainer and the organizational client work together to boost workplace performance in support of business goals.(培训人员和员工共同工作，通过提升工作绩效来完成组织目标） Approaches of performance consulting: （1）Focusing on identifying and addressing root causes of performance problems. (强调识别和处理绩效问题的根本原因) （2）Recognizing that the interaction of individual and organizational factors influences employee performance.(认识到个人和组织因素的相互作用对员工绩效造成影响) （3）Documenting the actions and accomplishments of high performers and comparing them with actions of more typical performers.( 记录 混凝土 养护记录下载土方回填监理旁站记录免费下载集备记录下载集备记录下载集备记录下载 高绩效员工的行为和成就，并将其与普通员工的行为进行对比) Integrating Training ResponsibilitiesIntegrating Training ResponsibilitiesHR staff members and trainers work as partners with operating managers to integrate training that bolsters both individual employee and organizational performance. The HR unit serves as a source of expert training assistance and coordination. Managers are likely to be the best source of technical information used in skills training. Typical Division of HR Responsibilities: TrainTypical Division of HR Responsibilities: TrainHR Unit Prepares skill-training materials Coordinates training efforts Conducts or arranges for off-the-job training Coordinates career plans and employee development efforts Provides input and expertise for organizational development Managers Provide technical information Monitor training needs Conduct and monitor continuing on-the-job training Continually discuss employees’ growth and future potential Participate in organizational change effortsChief Learning Officers (CLO)Chief Learning Officers (CLO)Chief Learning Officer (CLO) functions as a strategic leader who links learning and knowledge through training for individual employees and the organization to strategic business capabilities needed throughout the organization.(CLO作为战略性领导，其职能是通过为员工个 人和组织提供培训，把学习、知识与企业所需的战略经营能 力结合起来)Strategic TrainingStrategic TrainingStrategic training focuses on efforts that develop competencies, value, and competitive advantages for the organization. Linking Business and Training Strategies Business StrategiesTraining Strategies and Activities Strategic Training Develops employee capabilities Encourages change Promotes continuous learning Creates\shares new knowledge Facilitates communication Strategic TrainingStrategic TrainingDeveloping a strategic training plan contains four major stages: Strategize(制定战略): HR and training managers determine how training will link strategically to the strategic business plan, with employee an organizational performance improvement. Plan（ 计划 项目进度计划表范例计划下载计划下载计划下载课程教学计划下载 ）: to deliver training that will provide positive results for the organization and its employee. Organize（组织）: the training must be organized by deciding how training will occur, obtaining the resources needed, and developing the training interventions. Justify（论证）: measuring and evaluating the extent to which training meets the objectives set will legitimize training efforts.Benefits of strategic trainingBenefits of strategic trainingEnables HR and training professionals to get intimately involved with the business, partner with operating managers to help solve their problems, and make significant contributions to organizational results. Prevent HR professionals and trainers from chasing fads or the hottest of latest type of training gimmick. Reduces the likelihood of thinking that training can solve most employee or organizational problems.Training ProcessTraining Process Assessment Analyze training needs Identify training objectives and criteria Evaluation Measure training outcomes Compare outcomes to objectives\criteria Design Pretest trainees Select training methods Plan training content Delivery Schedule training Conduct training Monitor trainingTraining Needs AssessmentTraining Needs AssessmentTraining is designed to help the organization accomplish its objectives. Assessing organizational training needs represents the diagnostic phase of setting training objectives. (企业培训需求评估就是设立培训目标的诊断阶段)Source of Training Needs AssessmentSource of Training Needs AssessmentOrganizational-wide sources (organizational analyses) Grievances Observations Accidents Complaints Waste\Scrap Exit interviews Training observations Equipment useJob-based sources (job\task analyses) Employee KSAs Job specificationsIndividual employee sources (individual analyses) Tests Questionnaires Records Attitude surveys Assessment centers Performance appraisalsTraining DesignTraining DesignThree primary considerations of training design Determining learning readiness Understanding different learning styles Designing training for transferTraining DesignTraining DesignLearner Readiness（学前准备）: Ability to Learn（学习能力） Motivation to Learn（学习动机） Self-Efficacy（自我效能感） Learning Styles（学习方式）: Adult Learning（员工学习） Behavior Modeling（行为模拟） Reinforcement and Immediate Confirmation（强化和及时肯定） Transfer of training（培训转移） Adult LearningAdult LearningFive principles for designing training for adults: Have the need to know why they are learning something. Have a need to be self-directed. Bring more work-related experiences into the learning process. Enter into a learning experience with a problem-centered approach to learning. Are motivated to learn by both extrinsic and intrinsic factors.Adult LearningAdult LearningActive practice（主动练习）: the performance of job-related tasks and duties by trainees during training. Spaced practice（分段练习）: several practice sessions spaced over a period of hours or days. Massed practice（集中练习）: the performance of all of the practice at once.Learning StylesLearning StylesBehavior modeling: copying someone else’s behavior. It is used extensively as the primary means for training supervisors and managers in interpersonal skills.（行为模拟法是对主管和经理进行人际交往能力培训的主要方法） Reinforcement: people tend to repeat responses that give them some type of positive reward and avoid actions associated with negative consequences.（人们倾向于重复表现有利于他们获得奖励的行为，避免做导致不利结果的事情） Immediate confirmation: the concept that people learn best if reinforcement and feedback is given after training.（在培训后进行强化和反馈，人们的学习效果最好）Transfer of TrainingTransfer of TrainingTwo conditions for effective transfer of training: (1) The trainees can take the material learned in training and apply it to the job context in which they work (2) Employees maintain their use of the learned material over time. Methods of increasing the transfer of training: (1) Offering trainees an overview of the training content and process prior to the actual training seems to help with both short-term and longer-term training transfer. (2) Aiding transfer of training to job situations is to ensuring that the training mirrors the job context as much as possible.Types of TrainingTypes of TrainingRequired and regular training(必须培训及常规培训) Job/ technical training(工作/技术培训) Interpersonal and problem-solving training(人际关系和问题解决方面的培训) Developmental and innovative training(开发性和创造性培训) Orientation: Training for New EmployeesOrientation: Training for New EmployeesOrientation: the planned introduction of new employees to their jobs, co-workers, and the organization. Effective orientation achieves several key purposes: (1) Established a favorable employee impression of the organization and the job (2) Provides organization and job information (3) Enhances interpersonal acceptance by co-workers (4) Accelerates socialization and integration of the new employee into organization (5) Ensures employee performance and productivity begin more quickly Training DeliveryTraining DeliveryCommon variable considered: Nature of training Subject matter Number of trainees Individual vs. team Self-paced vs. guided Training resources Costs Geographic locations Time allotted Completion timeline Internal TrainingInternal TrainingUsually, skills-based, technical training is conducted inside organizations. Informal training：Training that occurs through interactions and feedback among employees. On-the-job Training: the most common type of training at all levels in an organization. Stages for on-the-job training Prepare the learnersPresent the informationDo follow-upTrainees practiceExternal TrainingExternal Training External training for several reasons: It may be less expensive for an employer to have an outside trainer conduct training in areas where internal training resources are limited.(在企业内部培训资源有限的领域，由企业外部的培训者开展培训可以节约企业成本) The organization may have insufficient time to develop internal training materials.(企业可能没有足够的时间来筹备内部培训所需的材料) The HR stuff may not have the necessary level of expertise for the subject matter in which training is needed.(人力资源部的员工不是所需培训方面的专家，没有足够的专业水平开展培训) There are advantages to having employees interact with managers and peers in other companies in training programs held externally.(外部培训使员工有机会与其他企业的经理和同行接触) External TrainingExternal TrainingOutsourcing of Training: many employers of all sizes outsource training to external training firms, consultants, and other entities. A poular route for some employers is to use vendors and suppliers to train employees. Government-supported Job Training: Federal, state, and local governments provide a wide range of external training assistance.E-Learning: Training On-lineE-Learning: Training On-lineE-learning: the use of the internet or an organizational intranet to conduct training on-line. Certain criteria to consider before adopting e-learning: Sufficient top management support and funding are committed to developing and implementing e-learning. Managers and HR professionals must be “retained” accept the idea that training is being decentralized and individualized. Current training methods (compared to e-learning) are not adequately meeting organizational training needs. Potential learners are adequately computer literate and have ready access to computers and the internet. Trainees attending pre-scheduled training programs are geographically separated, and travel time and costs are concerns. Sufficient numbers of trainees exist and many trainees are self-motivated enough to direct their own learning. Developing E-LearningDeveloping E-LearningWeb-enable Course contentIdentify e-learning measurement meansModularize contentLink module content to training objectivesCustomize for “learner centric” useTraining MethodsTraining MethodsCooperative training(合作培训) Instructor-led classroom and conference training（导师引导的课堂和会议培训） Distance training\learning（远程培训\学习） Technology and training（技术和培训）Evaluation of TrainingEvaluation of TrainingEvaluation of training： compares the post-training results to the objectives expected by managers, trainers, and trainees. Levels of Training Evaluation High Low Easy DifficultReactionLearningBehaviorResultsEvaluation of TrainingEvaluation of TrainingReaction: evaluated by conducting interviews or by administering questionnaires to the trainees. Learning: evaluated by measuring how well trainees have learned facts, ideas, concepts, theories, and attitudes. Behavior: evaluated by measuring the effect of training on job performance through interviews of trainees and their co-workers or by observing job performance. Results: evaluated by measuring the effect of training on the achievement of organizational objectives. Cost-Benefit AnalysesCost-Benefit Analyses Typical costs Trainer’s salary and time Trainees’ salaries and time Materials for training Expenses for trainer and trainees Cost of facilities and equipment Lost productivity (opportunity cost) Typical benefits Increase in production Reduction in errors and accidents Reduction in turnover Less supervision necessary Ability to use new capabilities Attitude changesEvaluation of TrainingEvaluation of TrainingCost-benefit analyses（成本-收益分析）: comparison of costs and benefits associated with training. Return on Investment (ROI)（投资回报率） Benchmarking Training（标杆培训）: HR professionals in an organization gather data on training and compare them to data on training at other organizations in the industry and of their size. Evaluation DesignsEvaluation DesignsPost-Measure 后期测量设计 Pre-\Post-Measure 前\后期测量设计 Pre-\Post-Measure with Control Group 带有控制组的前\后期测量设计null The End