人力资源管理第八章员工培训与开发ppt课件.ppt

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1、Chapter 8Training and Developing EmployeesPart Three | Training and DevelopmentCopyright 2011 Pearson Education, Inc. publishing as Prentice HallChapter 8Training and Developing EmployeesPart Three | Training and DevelopmentCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall第第8章章 员工培训

2、与开发员工培训与开发Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall43我们学到哪了第1,3章人力资源管理导论，公司战略规划我们处在什么样的行业中？我们的竞争基础是什么？为了实现我们的战略目标，我们的员工需要具备哪些特征和技能？第4章职位分析第第8章章员工培员工培训与开训与开发发第11,12,13章薪酬管理第17,18章全球化和创业型企业中的人力资源管理第9,10章绩效管理与绩效评价、教练辅导、职业生涯与人才管理第6,7章员工测试与甄选、面试第5章人员规划与招募第2,14,15,16章公平就业机会和相关法律、H

3、RM中的道德、公正和公平对待问题、劳资关系和集体谈判、员工安全与健康Introduction Case/ Video? What is the TypeCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall85Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall861. 概述新员工入职引导的目的及其过程。概述新员工入职引导的目的及其过程。2. 列出并简要解释培训过程中的四个步骤。列出并简要解释培训过程中的四个步骤。3. 描述并解释你将如何

4、确定培训需求。描述并解释你将如何确定培训需求。4. 解释说明培训技术解释说明培训技术（方法）（方法）。5.列出并简要讨论管理技能开发项目。列出并简要讨论管理技能开发项目。Key Point重点重点 培训过程中的四个步骤培训过程中的四个步骤 如何确定培训需求如何确定培训需求 培训技术培训技术（方法）（方法） 管理技能开发项目管理技能开发项目Difficult Point难点难点 培训技术培训技术（方法）（方法） 管理技能开发项目管理技能开发项目What is the purpose of orientation?Copyright 2011 Pearson Education, Inc. pub

5、lishing as Prentice Hall812Feel welcome Feel welcome and at easeand at easeBegin the Begin the socialization socialization processprocessUnderstand Understand the the organizationorganizationKnow what is Know what is expected in expected in work and work and behaviorbehaviorOrientation Helps New Emp

6、loyeesCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall813感觉受到欢感觉受到欢迎和轻松迎和轻松开始社会化开始社会化进程进程了解组织情了解组织情况况知道企业所知道企业所期望的工作期望的工作行为是什么行为是什么入职引导可以入职引导可以帮助新员工帮助新员工Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall814Company Company organization and organization and operations

7、operationsSafety measuresSafety measuresand regulationsand regulationsFacilities Facilities tourtourEmployee OrientationEmployee benefit Employee benefit informationinformationPersonnel Personnel policiespoliciesDaily Daily routineroutineCopyright 2011 Pearson Education, Inc. publishing as Prentice

8、Hall815公司组织结构和公司组织结构和运营运营安全标准和规定安全标准和规定熟悉工作设备熟悉工作设备员工入职引导员工入职引导员工福利信息员工福利信息人事政策人事政策日常工作日常工作Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall8161234The Four-Step Training ProcessInstructional designNeeds analysisProgram implementationEvaluationCopyright 2011 Pearson Education, Inc. p

9、ublishing as Prentice Hall8171234培训过程的四个步骤培训过程的四个步骤教学设计培训需求分析培训执行培训评估Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall818Task Analysis: Task Analysis: Assessing new employees Assessing new employees training needstraining needsPerformance Analysis: Performance Analysis: Assessing cu

10、rrent employees Assessing current employees training needstraining needsTraining Needs AnalysisTraining Needs AnalysisCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall819任务分析：评估新员工的任务分析：评估新员工的培训需求培训需求绩效分析：评估现有员工绩效分析：评估现有员工的培训需求的培训需求培训需求分析培训需求分析Copyright 2011 Pearson Education, Inc.

11、publishing as Prentice Hall820Performance Performance AppraisalsAppraisalsJob-Related Job-Related Performance DataPerformance DataObservationsObservationsInterviewsInterviewsAssessment Center Assessment Center ResultsResultsIndividual DiariesIndividual DiariesAttitude SurveysAttitude SurveysTestsTes

12、tsMethods for Identifying Training NeedsSpecialized SoftwareSpecialized SoftwareCant-do or Wont-do?Cant-do or Wont-do?Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall821绩效评价绩效评价与工作相关的绩效与工作相关的绩效数据数据观察观察访谈访谈评价中心提供的评价中心提供的结果结果个人日记个人日记态度调查态度调查测试测试确定培训需求确定培训需求的方法的方法专业化软件专业化软件会做还是不愿做？会做还

13、是不愿做？Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall822Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall823Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall824Job rotationCoaching and understudyManagerial On-the-Job TrainingAction learningCopyrigh

14、t 2011 Pearson Education, Inc. publishing as Prentice Hall825职位轮换职位轮换教练和顶岗教练和顶岗管理人员的在职培训管理人员的在职培训 行动学习行动学习Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall826University-related programsManagement gamesOff-the-Job Management Training Off-the-Job Management Training and Development Te

15、chniquesand Development TechniquesThe case study methodOutside seminarsExecutive coachesBehavior modelingRole playingCorporate universitiesCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall827大学提供的各种项目大学提供的各种项目管理游戏管理游戏脱产管理培训和开发技术脱产管理培训和开发技术案例研究法案例研究法外部研讨会外部研讨会高管教练高管教练行为模仿行为模仿角色扮演角色扮演

16、企业大学企业大学Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall831A Sample TrainingEvaluation FormCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall832K E Y T E R M Semployee orientation trainingnegligent trainingtask analysiscompetency modelperformance analysison-the-job

17、training (OJT)apprenticeship trainingjob instruction training (JIT)programmed learningelectronic performance support systems (EPSS)job aidvirtual classroomlifelong learningmanagement developmentjob rotationaction learningcase study methodmanagement gamerole playingbehavior modelingin-house developme

18、nt centerexecutive coachorganizational developmentcontrolled experimentationCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall833关键词新员工入职引导 培训疏忽培训 任务分析胜任能力模型 绩效分析在职培训 学徒制培训工作指导培训 程序化学习电子绩效支持系统 工作助手虚拟课堂 终身学习管理技能开发 职位轮换行动学习 案例研究法管理游戏 角色扮演行为模仿 内部开发中心高层管理人员教练组织发展 控制组实验Discussion ：BOOK P2

19、97Discussion Question: Discussion Question: 5. 5.Practice :BOOK P298Individual and Group Activities:Individual and Group Activities:6. and 8.6. and 8.Discussion :BOOK P298Application Case:Application Case:Reinventing the Wheel at Reinventing the Wheel at Apex Door CompanyApex Door CompanyDiscussion :BOOK P299Continuing Case:Continuing Case:Carter Cleaning CompanyCarter Cleaning CompanyConclusionsHomeworkBOOK P298Flying the Friendlier SkiesFlying the Friendlier SkiesOr （任选其一）（任选其一）BOOK P300The Hotel Paris CaseThe Hotel Paris Case