第七讲雇员培训与开发Chapter 7 Training and Developing Employees.ppt

第七讲 雇员培训与开发Chapter 7Training and Developing Employees Opening case:施乐公司获取竞争优势Gaining competitive advantage at Xerox The problem: 市场份额严重下滑A severe drop in market share The solution: 通过质量来领导的五年计划Five-year program entitled “Leadership through quality.” 培训课程目的是在质量改进方案中能够完成他们的新任务Training courses: Helping to fulfill their new roles 引导培训-----针对团队有效性和解决问题的技能培训----在工作中实践并反馈Orientation-------Training focused on effective teamwork and problem-solving skills.-----------practice and feedback The result: 消费者的满意度增加了40%，同时有关质量的 投诉下降了60%Employees were now working together as teams to identify and correct quality production and service problems. Chapter outline 7.1 把培训开发与竞争优势联系起来Linking training and development to competitive advantage 7.2 有效培训的指导过程The instructional process to training How companies assess their training needs Present training programs to maximize learning Methods of training Ensure training is transferred to the job Training evaluation 7. 3基层经理与人力资源部门的角色 line manages and HRM department’s roles 7.1 Linking training and development to competitive advantage 1.提高工人的能力 2 减少不希望人员的流动率 3培训和开发的成本效益 Training and Development Practices and Links to worker competence 提高新雇员能力的培训Training That Increases the Competence of New Employees 引导培训Orientation 技术培训Technical 文化培训Literacy 提高现有雇员能力的培训Training That Increases the Competence of Current Employees 纠正性培训Remedial 与变革有关的培训Change-related 开发性培训Developmental instruction 美国90%的公司有正式的培训预算 美国雇员每年平均接受15小时的培训，每年美国用于培训的小时数总计为150亿小时 摩托罗拉1992年职工教育经费增加400万美圆，新增课程100余种，公司获利5亿美圆，培训回报是30：1，投入一美圆，三年内生产率方面收回30美圆。 许多美国组织的培训效果令人沮丧。在有代表性的公司中，约有一半公司的培训成本被浪费了，仅有10%的培训学习材料被真正用于工作。 7.2 培训方案的有效指导过程The Instructional Process 7.2.1决定教什么Deciding what to teach 7.2.2决定怎样使参加培训者的学习效果达到最大Deciding how to maximize participant learning 7.2.3选择恰当的培训方法Choosing the appropriate training methods 7.2.4保证培训所学被用在工作上Ensuring that training is used on the job 7.2. 5确定培训方案是否有效Determining whether training programs are effective 7.2.1决定教什么Deciding What to Teach 评估培训需要