培训与开发课件lec2(revised)幻灯片.ppt

2 - * Implication of business strategy for training Strategy Emphasis How achieved Key issues Training implication Disinvestment Retrenchment Turnaround Divestiture Liquidation Reduce cost Reduce assets Generate revenue Redefine goals Sell off all assets Efficiency Motivation, goal setting, time management, stress management, cross-training Leadership training Interpersonal communications Outplacement assistance Job-search skills training 2 - * Models of Organizing the Training Department Faculty Model Customer Model Matrix Model Corporate University Model Virtual Model 2 - * The Faculty Model Training Specialty Areas 2 - * The Customer Model Business Functions 2 - * The Matrix Model Business Functions Marketing Production and Operations Training Specialty Areas 2 - * The Corporate University Model Training Advantages Dissemination of Best Practices Align Training with Business Needs Integrate Training Initiatives Effectively Utilize New Training Methods and Technology Historical Training Problems Excess Costs Poor Delivery and Focus Inconsistent Use of Common Training Practices Best Training Practices Not Shared Training Not Integrated or Coordinated Leadership Development Programs New Employee Programs Product Development Operations Sales and Marketing Human Resources Virtual Training Organizations 2 - * Virtual Training Organizations Virtual training organizations operate according to three principles: Employees (not the company) have primary responsibility for learning The most effective learning takes place on the job, not in the classroom For training to translate into improved job performance, the manager-employee relationship (not employee-trainer relationship) is critical. 2 - * Virtual Training Organizations (continued) A virtual training organization is customer focused Takes more responsibility for learning and evaluating training effectiveness Provides customized training solutions based on customer needs Determines when and how to deliver