訓(xùn)練和開發(fā)的雇員英文

TrainingandDevelopingEmployees9031522劉又菁9031525陳聖傑ChapterOutlineOrientingEmployeesTheTrainingprocessTrainingTechniquesTrainingforSpecialPurposesManagerialDevelopmentandTrainingTechniquesEvaluatingtheTrainingEffortOrientingEmployeesEmployeeorientation

Aprocedureforprovidingnewemployeeswithbasicbackgroundinformationaboutthefirm.Socialization?OrientationPrograms(Figure7-1)?Orientation1.HRspecialist2.Newsupervisor

TheTrainingProcessIntroductionTheFive-StepTrainingandDevelopmentProcessTrainingandLearningLegalAspectsofTrainingTrainingNeedsAnalysisIntroductionTrainingThemethodsusedtogiveneworpresentemployeestheskillstheyneedtoperformtheirjobs.?WhythetrainingbusinessisboomingTheFive-StepTrainingandDevelopmentProcess1.NEEDSANALYSIS(需求分析)2.INSTRUCTIONALDESIGN(教材設(shè)計(jì))3.VALIDATION(確認(rèn))4.IMPLEMENTATION(執(zhí)行)5.EVALUATIONANDFOLLOW-UP(評估及追蹤)

?REACTION?LEARNING?BEHAVIOR?RESULTSTrainingandLearningTrainingisalearningprocess.Suggestion1.Meaningful2.Easytotransfer3.Motivatethetrainee4.EffectivelypreparethetraineesLegalAspectsofTrainingEqualemploymentlaws?Negligenttraining

1.情形2.預(yù)防措施?確定應(yīng)徵者是否真的具備其宣稱的技能與經(jīng)驗(yàn)?多方面訓(xùn)練?有保護(hù)第三人健康安全的程序?評估訓(xùn)練活動TrainingNeedsAnalysisTodeterminewhattrainingisrequired

Twomainwaystoidentifytrainingneeds1.Taskanalysis(特別適用於決定新進(jìn)職者的訓(xùn)練需求)2.Performanceanalysis(評估在職員工績效)?Othertechniqueex:observations,questionnairesurveys

TaskAnalysis:AssessingtheTrainingNeedsofNewEmployees用途:todeterminethetrainingneedsofemployeeswhoarenewtotheirjobs目的:todeterminewhatspecificskillsthejobrequires(ex:主管應(yīng)具備面試技巧)方法:jobdescriptionsandjobspecifications協(xié)助:TaskAnalysisRecordFormTaskAnalysisRecordFormTaskList

:maintasksandsubtasksHowOftenPerformed

:

frequencyQuantity,QualityStandards

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standardsPerformanceConditions

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conditionsSkillsRequired

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theskillsorknowledgerequiredWhereBestLearned

:

onoroffthejobPerformanceAnalysis:DeterminingtheTrainingNeedsofCurrentEmployees目的:評估在職員工的績效,以決定是否要經(jīng)由訓(xùn)練或其他方法加以改正(若有顯著績效不佳)重點(diǎn):區(qū)別“can’tdo”與“won’tdo”?Can’tdo(做不到)

--->

原因ex:don’tknowwhattodo,poorselection?Won’tdo(不願意做)--->coulddoagoodjobifemployeeswantedto--->changethesystem

TrainingTechniquesOn-the-JobTrainingApprenticeshipTrainingInformalLearningJobInstructionTrainingLecturesProgrammedLearningAudiovisualTechniquesVestibuleorSimulatedTrainingComputer-BasedTrainingTrainingViaCD-ROMandtheInternetOn-the-JobTraining意義:learnajobbyactuallyperformingit.型式:1.coachingorunderstudymethod(教練法)2.Jobrotation(工作輪調(diào))?優(yōu)點(diǎn):1.inexpensive2.learnwhileproducing3.noneedforexpensiveoff-jobfacilities4.facilitatelearning?注意事項(xiàng):1.訓(xùn)練者本身應(yīng)受過嚴(yán)格的訓(xùn)練2.訓(xùn)練者應(yīng)接受教學(xué)方法的訓(xùn)練(jobinstructiontechnique)Jobinstructiontechnique?STEP1:PREPARATIONOFTHELEARNER(學(xué)習(xí)者的準(zhǔn)備)STEP2:PRESENTATIONOFTHEOPERATION(操作示範(fàn))STEP3:PERFORMANCETRYOUT(績效測試)STEP4:FOLLOW-UP(追蹤)ApprenticeshipTrainingAstructuredprocessbywhichindividualsbecomeskilledworkersthroughacombinationofclassroominstructionandon-the-jobtraining.Ex:inGermanyInformalLearningAnylearningthatoccursinwhichthelearningprocessisn’tdeterminedordesignedbytheorganization.JobInstructionTraining?意義:Step-by-stepprocess?內(nèi)容:1.以適當(dāng)?shù)捻樞蛄谐龉ぷ髦兴斜匾牟襟E(指示該做些什麼)2.在每個步驟旁列出重點(diǎn)(指示要如何做以及為什麼這麼做)?範(fàn)例:howtooperatealargemotorizedpapercutterLectures優(yōu)點(diǎn):可以迅速且簡單的方式提供知識給一大群受訓(xùn)者實(shí)用原則:

1.Giveyourlistenerssignals2.Don’tstartoutonthewrongfoot3.Keepyourconclusionsshort4.Bealerttoyouraudience5.Maintaineyecontactwiththetraineesintheprogram6.Makesureeveryoneintheroomcanhear7.Controlyourhands8.Talkfromnotesratherthanfromascript9.Eliminatebadhabits10.PracticeProgrammedLearning功能:1.Presentingquestions,facts,orproblemstothelearner2.Allowingthepersontorespond3.Providingfeedbackontheaccuracyofhisorheranswers範(fàn)例:學(xué)習(xí)微積分的程式化教材優(yōu)點(diǎn):1.Reducetrainingtimebyaboutone-third2.FacilitatelearningAudiovisualTechniques視聽技術(shù):ex影片,錄影帶,錄音帶以下情況可考慮使用(因成本較高)1.當(dāng)需要加以對特定順序說明(ex:焊接鐵線)2.當(dāng)有需要讓受訓(xùn)者認(rèn)識在現(xiàn)場講授中不易示範(fàn)的情境(ex:心藏手術(shù))3.當(dāng)整個組織都將施行訓(xùn)練,及訓(xùn)練者從某地至另一地的成本太高?Teletraining&VideoconferencedistancelearningTeletrainingAtrainerinacentrallocationcantraingroupsofemployeesatremotelocationsviatelevisionhookups.Ex:AMP公司VideoconferencedistancelearningAmeansofjoiningtwoormoredistantgroupsusingacombinationofaudioandvisualequipment.建議:1.避免閃亮的珠寶或花樣繁多的衣物2.至少提早20分鐘到達(dá)3.測試將用到的所有設(shè)備4.調(diào)整燈光VestibuleorSimulatedTraining意義:讓受訓(xùn)者藉由工作上所使用的模擬設(shè)備來學(xué)習(xí)目的:能獲得在職訓(xùn)練的好處,而不用把受訓(xùn)者置於實(shí)際工作中適用情形:當(dāng)在職訓(xùn)練過於昂貴或危險時範(fàn)例:飛行模擬器(飛行員訓(xùn)練)1.Safety2.Learningefficiency3.CostsavingsComputer-BasedTrainingThetraineeusesacomputer-basedsystemtointeractivelyincreaseknowledgeorskills.例子:西北公司訓(xùn)練面試人員優(yōu)點(diǎn):1.reducelearningtimebyanaverageof50%2.costeffective3.instructionalconsistency4.increasedtraineemotivationTrainingViaCD-ROMandtheInternet網(wǎng)際網(wǎng)路訓(xùn)練課程的目標(biāo):教導(dǎo)網(wǎng)際網(wǎng)路使用者如何使用網(wǎng)際網(wǎng)路Ex:Roadmap?利用公司內(nèi)部網(wǎng)路(intranets)幫助computer-basedtrainingEx:SiliconGraphicsTrainingViaCD-ROMandtheInternet對提升technology-baseddistancelearningprograms之教學(xué)效率的建議:1.maintaineyecontact2.usethevarietyofmediaavailable3.emphasizetechnologythatisreliableandhighquality?訓(xùn)練軟體的製造者TrainingforSpecialPurposeLiteracyTrainingTechniqueToattainanalyticalskills,itisimpossiblewithoutthebasicability!Testemployees’basicskillsInstitutebasicskillsandliteracyprograms SupervisorsfocusonbasicskillsbygivingemployeeswritingandspeakingexercisesButinfact,isthisonlyatrainingproblem??TrainingforSpecialPurposeAIDSEducation＞1,000,000Americansareinfected!!!Formoralandlegalreasons,theymustbeallowedtoremainontheirjobsAndothercoworkers’feelings??InstituteAIDSeducationprograms,but….Resistance!Althoughtheseprograms….Infact,whatdopeoplethink??TrainingforSpecialPurposeDiversityTrainingWanttocreatebettercross-culturesensitivitywiththeaimofcreatingmoreharmoniousworkingrelationship,but….Thestructureoftrainingprogramisimportant!!Theaccuratemeaning--“diversity-basedtrainingprograms”Still,canthisproblemsolvebytraining??TrainingforSpecialPurposeCustomerServiceTrainingCustomerserviceplaysanimportantroleeverywhere!Include2/3U.S.workers,andincreasethepowercompetitionofcompanies.Thebasicaimistotrainallemployeestotreatthecompany’scustomersinagoodmanner!Thisisaneffectiveway,butinTaiwan…..TrainingforSpecialPurposeTrainingforTeamworkandEmpowermentTobeagoodteammember!--JapanOutdoortrainingisa“omoshiroi”way.Butnotallemployeesareeagertothese!So….Yes!!Givereward!But…..Trainingforempowerment--teamtrainingTrainingforSpecialPurposeProvidingEmployeeswithLifelongLearningProvidecontinuingtrainingfrombasicremedialskillstoadvanceddecision-makingtechniquethroughoutemployees’careersHavemoreconfidencetofacechallengesItshouldbeanextensivetrainingprogramForexample,gotouniversityManagerialDevelopmentAnyattempttoimprovemanagerialperformancebyimpartingknowledge,changingattitude,orincreaseskills.ToenhancethefutureperformanceoforganizationAssessthecompany’sneedsAppraisethemanagers’performanceDevelopthemanagersthemselvesInvolveallormostnewmanagementrecruitsSuccessionPlanningAprocessthoughwhichsenior-levelopeningsareplannedforandeventuallyfilledAnorganizationprojectionismadeTheHRdepartmentreviewsitsmanagementskillsinventorytoidentifythemanagementtalentnowemployedManagementreplacementchartsaredrawnManagerialon-the-jobTrainingJobRotationMovingmanagementtraineesfromdepartmenttodepartmenttobroadentheirunderstandingofallpartsofthebusiness--oftenarecentgraduateJustbeanobserver,butmorecommonlygetfullyinvolvedinitsoperationsThelengthoftrainingtimeshouldbedeterminedbyhowfasttraineesarelearningItmaybethebesteffectivewayManagerialon-the-jobTrainingCoaching/UnderstudyApproachThetraineeworksdirectlywithaseniormanagerorwiththepersonthetraineeistoreplaceButthelatterhassomeproblem…Cantransferthejobcompletely??Managerialon-the-jobTrainingActionLearningAllowmanagementtraineestoworkfull-timeonprojects,analyzingandsolvingproblemsinotherdepartments.CanoffertraineesasmallprojecttodoManagerialoff-the-jobTrainingTheCaseStudyMethodPresentatraineewithawrittendescriptionofanorganizationalproblemThecaseshouldbeactualsituationsfromthetrainees’ownfirmNotice：Don’tdominatethecaseanalysis!!Managerialoff-the-jobTrainingManagementGameLikestrategicgameTraineeslearnbestbygettinginvolvedintheactivityitself,andthegamescanbeusefulforgainingsuchinvolvement.Butwhatkindofgamesdoeswork?Managerialoff-the-jobTrainingOutsideSeminarsToomany….University-RelatedProgramsProvidethelatestmanagementskillsHaveperiodsoftimeofftolearnCooperateinvideo-linkManagerialoff-the-jobTrainingRolePlayingCreatearealisticsituationandhavetraineesassumetherolesofspecificpersonsinthissituationInordertosolvetheproblemathandanddeveloptrainees’skillsinareas,likeleadership.Butisthischildish?Maybe….Managerialoff-the-jobTrainingBehaviorModelingShowtraineestherightwayofdoingsomethingLeteachpersonpracticetherightwaytodoitProvidefeedbackregardingeachtrainee’sperformanceTrainfirst-linesupervisorstohandlecommonsupervisor-employeeinteractionbetterTrainmiddlemanagerstobetterhandleinterpersonalsituationManagerialoff-the-jobTrainingBehaviormodelingprocedureModelingRoleplayingSocialreinforcementTransferoftrainingMaybeitcanbeaveryeffectiveway,but…Differentpeoplehavedifferentpreferredlearningstyles!!Like制約Managerialoff-the-jobTrainingIn-HouseDevelopmentCentersAcompany-basedmethodforexposingtraineestorealisticexercisestodevelopimprovedmanagementskillsInpractice,thesecentersneedn’tproducealloftheirowntrainingprograms.

Managerialoff-the-jobTrainingExecutiveDevelopmentinGlobalCompaniesAppropriateselectionandrichpreplacementdevelopmentareveryimportant!!EducationbackgroundandexperiencesPersonalityandfamilysituationBriefcandidatesfullyandclearlyGiveadviseaboutculture,language,emotionMonitorEstablisharepatriationprogramEvaluatingtheTrainingEffortControlledExperimentationMethodsfortestingtheeffecti