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1、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 shareThe 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 fu
2、lfill 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 feedbackThe 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 probl
3、ems.,Chapter outline,7.1 把培训开发与竞争优势联系起来Linking training and development to competitive advantage7.2 有效培训的指导过程The instructional process to training How companies assess their training needsPresent training programs to maximize learningMethods of training Ensure training is transferred to the jobTrain
4、ing evaluation7.3基层经理与人力资源部门的角色 line manages and HRM departments 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,TrainEmployees,CompetitiveAdvantage,Permanent ChangeIn KSAs Of NewE
5、mployees,Permanent ChangeIn KSAs Of CurrentEmployees,Improved Employee 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
6、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 teach7.2.2决定怎样
7、使参加培训者的学习效果达到最大Deciding how to maximize participant learning7.2.3选择恰当的培训方法Choosing the appropriate training methods7.2.4保证培训所学被用在工作上Ensuring that training is used on the job7.2.5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Assessing training ne
8、eds确定培训目标Determining training objectives,Training Need,工作行为不恰当Job behavior inappropriate or知识技能水平不足Knowledge or skill level inadequate and问题能通过培训纠正Problems can be corrected through training,评价培训需求的重要性Assessing Training Needs,技术不足的雇员的数目Number of employees experiencing skill deficiency技术不足的严重程度Severit
9、y of skill deficiency某种技能对达到组织目标的重要性Importance of skill技能能通过培训得到提高的程度Extent to which skill can be improved with training,确定培训需求的方法Methods for Determining Training Needs,自我评价Self-assessments公司记录Company records顾客投诉Customer complaints平等就业机会指控EEO charges雇员不满Employee grievances,与部门经理面谈Interviews with man
10、agers顾客满意度调查Customer satisfaction surveys观察Observation,确定培训目标Determining Training Objectives,在本节培训之后，受训者能够在*条件下做*事。达到*标准By the end of this session the trainee will be able to_(an action word)_(item)_(condition)_(standard)_,Training Objective Example,By the end of this session the trainee will be abl
11、e todesign(action word)an integrated circuit(item)given an engineering specification(condition)The design must be efficient and work.(standard),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,赢得和保持学员的关注Gain and maintain trainees attention.提供学员实践的机会Provide trainees opportunity t
12、o practice.提供反馈Provide trainees feedback on performance.,如何赢得和保持学员的关注To Gain and Maintain Trainees Attention,阐述培训的重要性和相关性Demonstrate training importance and relevance.变化展示材料的速度和种类Vary pace and kind of material presented.将培训内容分成小块讲解，并经常留出机会让听众参与Use short segments involving frequent opportunities for
13、audience involvement.,记忆力Remembering,Hear 25%Hear&see 45%Hear,see,&do 70%,Improves remembering,实践Practice,分散式实践Distributed practicesegments or sessionsleads to better long-term retention集中式实践Massed practiceone longer session整体法Whole taskwhen material is simple部分法Part taskwhen material is complex,反馈F
14、eedback,积极的反馈：对于正确的任务执行Positive:for correct task performance纠正性反馈：使其了解错在那。如何改正Corrective:what is wrong and how it can be corrected,7.2.3.选折合适的培训方法Choosing Appropriate Instructional Methods,在职培训On-the-job training工作指导培训Job instruction training讲授法Lecture案例方法Case method角色扮演Role playing行为模仿Behavior mode
15、ling电脑化指导Computer-based视频培训Video training,设计成功的在职培训方案Designing On-The-Job Training,列出需要学习的技能List skills trainees need to learn.设定学习目标Set learning objectives.让受训者有机会观察称职的员工执行任务Have trainee observe competent worker.展示任务并解释如何，为何Demonstrate tasks explaining“hows”and“whys.”给受训者机会实践任务Give trainee opportun
16、ity to practice task.给予反馈Give trainee feedback.,设计工作指导培训Designing Job Instruction Training,确定工作步骤Identify job breakdown(step-by-step).描述每一步的关键点Describe key points for each step:make or break?potential dangers?Poi分nters?解释并演示任务Explain and demonstrate task.允许受训者一次一步骤执行任务，给予 反馈Allow trainee to perform
17、task,one step at a time.,讲授法Lecture,最适合于以简单获取知识为目的的情形Most appropriate for situations where simple acquisition of knowledge is the goal必须使材料变得Must be meaningful鼓励提问和讨论Must promote questions and discussions,讲授法的不足Lecture:Disadvantages,单向交流One-way communication较少机会解释Less opportunity to clarify,案例分析Case
18、 Method,分析描述现实工作情形的案例Analyze cases depicting realistic job situations教如何发现潜在的问题并提出切合实际的行动方案Teach trainees how to identify potential problems and recommend realistic actions“Guided discovery”培训者的角色：向导Trainer role:guide/facilitator,案例分析的不足Case Method:Disadvantages,缺少指导Lack of direction缺少实践的机会Lack of o
19、pportunity to practice,角色扮演Role Playing,受训者自发地表演出涉及人际互动的问题A training method in which trainees spontaneously act out some problem involving human interaction.用于开发涉及任何人际互动领域的技能：Presents some problem involving human interaction反馈环节涉及的问题：Issues addressed during feedback有那些地方做得对What was correct?那些地方做得不对W
20、hat was incorrect?给其他人造成什么感受How did it make others feel?原本可以怎样更有效的处理How could it have been handled better?,Role Playing,用途：人际技能和推销技巧Uses:human relations skills;sales techniques实践的机会Opportunity to practice不足：Disadvantages:没有指导Little guidance引起尴尬和丧失自信Embarrassment;loss of self-confidence缺少改正的机会Lack of
21、 opportunity to do correctly,行为模仿的步骤Behavior Modeling Steps,对材料进行概览Present an overview of the material.2.描述实施步骤Describe the procedural steps.(the best way)3.模仿或演示过程的步骤Model or demonstrate the procedural steps.4.允许有指导的实践Allow guided practice.(feedback during the skill practice)进行在职强化Provide on-the-jo
22、b reinforcement.受训者看任务的执行过程，并带着反馈去实践任务直到熟练A training method in which trainees are shown how a task should be performed and then practice the task with feedback until they are competent.,电脑化指导Computer-Based Instruction,使用电脑，通过操练/辅导、游戏、和模拟过程对学员进行指导A training method that uses a computer to instruct stu
23、dents through drills/tutorials,games,and simulations.DrillsGamesComputer simulations,电脑化指导Computer-Based Instruction,优点Advantages交互性Interactivity自我调速式学习Self-paced无须承担拿实际设备做培训工具带来的相关成本和风险Consequences of mistakes less costly,缺点Disadvantages昂贵Expensive计算机恐惧症“Computer phobia”,在线的电脑化指导On-Line Computer-Ba
24、sed Instruction,Advantages节约成本Cost savings便利convenience,Disadvantages没有可见的指导者Instructor not present有些培训方法不可用Some training not feasible,视频培训Video Training,展示预先录制的内容以说明问题Present prerecorded content to demonstrate a point录制和重放受训者在课程中的表现Can record and play back trainees performance,互动性视频培训Interactive Vi
25、deo Training,结合计算机和录象的技术Combines computer and video technology如果犯错误会产生严重后果，运用尤为有效Useful when human error has grave consequences,7.2.4培训的转化Transfer of Training,From Classroom,To Job,为何通常只有10%的培训信息被转移到工作中？Why Transfer of Training Fails,工作环境Work environment,such as productivity pressures,lack of superv
26、isory support,and pressures to do the job just like everyone else.未能事先了解材料Dont learn material in the first place不懂得如何将培训信息运用于现实Dont understand“real life”applications缺少自信Lack of confidence忘记材料Forgetting the material总想恢复旧的行为Temptations to regress,确保培训转移到工作中Ensure That Training is Used on the Job,过度学习O
27、verlearning将课程内容与工作相结合Matching course content to the job行动计划Action plans多阶段培训方案Multiphase programming绩效辅助物Performance aids培训的后续资源Post-training follow-up resources营造支持性的工作环境Building a supportive work environment,7.2.5.确定培训方案是否有效 Determining Whether Training Programs are Effective,评价什么What to evaluate
28、评价设计Evaluation design,评价什么What to Evaluate,课程内容，课程介绍，培训转移，成本有效性Program content,program presentation,transfer of training,cost effectiveness培训测量工具Measuring instruments:受训人的反映Trainee reactions测试Testing绩效评估Performance appraisal组织绩效的记录Records of organizational performance,评价设计Evaluation Design,培训组Traine
29、e Group,前测试Pretest,后测试Post-test,控制组ControlGroup,Pretest,Post-test,7.3 一线经理的培训工作Line Managers and Training and Development,提供引导培训Provide employee orientation training.评价培训需求和规划开发战略Assess training needs and plan developmental strategies.提供在职培训Provide on-the-job training.确保培训转移Ensure transfer of traini
30、ng.,人力资源管理部门与培训The HRM Department and Training and Development,提供引导培训Provide employee orientation training.为管理开发方案做贡献Contribute to management development programs.提供培训和开发Provide training and development.评价培训Evaluate training.,课后作业：案例在“海尔顿烘烤食品公司“送面包,“海尔顿烘烤食品公司”(Helton)是由三兄弟在50年前共同组建的。自那时以来，海尔顿公司已经成为一
31、个非常大型的多元化公司，生产干种以上不同食品。海尔顿公司雇佣了10000多名工人，覆盖国内约23个州。海尔顿公司的主要工作之一是送面包。一旦被雇佣送货人就被分派到一个区域并且得到一份当地的客户名单，他们的工作就是送面包制品并签订新的订单。所有新雇员在进人工作前都要接受技能培训。这种持续一周的训练由地区经理一对一地进行。受训者随同经理一起去走将属于他或她的道路，期望受训者观察并记住该地区经理在这条路上各个停留站所完,成的活动。在每个停留站、受训者的主要责任是去观察并帮助经理完成必要的任务。在两个停留站之间有相当长的开车时间这使经理有机会回答受训者所提出的所有问题并且测验受训者必须记住的细节。如文书工作及停留站的顺序等。经理也利用这段时间与受训者一起回顾各种可能发生的情况并且说明他们将如何正确地处理。在第2周，受训者独立执行任务。他们被告之：如果他们在路上出现任何问题，就用电话通知经理。讨论：1分析这个培训方案的有效性，用何办法可以成功地遵循指导过程中的步骤？2你将如何重新设计该方案使其更为有效？具体谈谈你的建议，并说出你所提的每一个建议的基本原理。,
