培训评估研讨手册.pdf

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1、中国人力资源开发网（简称中国人力资源开发网（简称:中人网中人网 ）培训评估研讨PDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称中国人力资源开发网（简称:中人网中人网 ）培训评估分享内容1.培训评估的作用2.柯氏培训评估模型3.培训评估流程4.培训评估的瓶颈PDF 文件使用 pdfFactory Pro 试用版本创建 楸Y 中国人力资源开发网（简称中国人力资源开发网（简称:中人网中人网 ）培训评估的作用o 了解讲师及讲课内容是否合适o 了解学员掌握知识和技能的程度o 了解培训投入和产出o 明确今后培训改进的方向PDF 文件使用 pdfFactory Pro

2、试用版本创建 中国人力资源开发网（简称中国人力资源开发网（简称:中人网中人网 ）柯氏培训评估模型o 反应层面评估：参训人员对培训的印象o 学习层面评估：评估参训人员学的如何，学了多少o 行为层面评估：评估参训人员在实际工作岗位工作中行为的变化，以判断所学知识、技能对实际工作的影响o 结果层面评估：上升到组织的高度，即判断培训是否对企业经营成果具有具体而直接的贡献。PDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称中国人力资源开发网（简称:中人网中人网 ）反应层面评估环境设施教材问卷调查讲师评估常用工具评估范围PDF 文件使用 pdfFactory Pro 试

3、用版本创建 中国人力资源开发网（简称中国人力资源开发网（简称:中人网中人网 ）学习层评估工作模似心得报告现场操作技能笔试知识评估常用工具评估范围PDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称中国人力资源开发网（简称:中人网中人网 ）行为层评估技能的运用绩效考核实地考察知识的运用评估常用工具评估范围PDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称中国人力资源开发网（简称:中人网中人网 ）案例某银行一客户主任，在分行工作了5年，平日工作态度散漫，主动性不强，所跟踪的客户资料不详，在分行极不得人心。工作态度散漫是判断性的描

4、述，其行为表现可能是n 不回复客户电话n 不检查工作中存在的问题n 将工作拖延到原来该完成时间的3倍主动性不强也是判断性的描述，其行为表现可能是n 经常要上司提醒多次，才能完成份内的工作n 看到客户进入银行，从不先行打招呼，有时甚至不理睬客户客户资料不详也是判断性的描述，其行为表现可能是n 客户申请信用时，没有要求客户提交资产证明n 为客户办理开户时，忘记复印客户的身份证留作副件PDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称中国人力资源开发网（简称:中人网中人网 ）结果层评估生产率不良率无固定工具事故率评估常用工具评估范围PDF 文件使用 pdfFact

5、ory Pro 试用版本创建 中国人力资源开发网（简称中国人力资源开发网（简称:中人网中人网 ）培训效果评估流程o 培训需求分析o 确定评估对象o 确定评估层次PDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称中国人力资源开发网（简称:中人网中人网 ）培训需求分析组织需组织需求分析求分析工作任务工作任务务需求分析务需求分析个人需求分析个人需求分析分析企业的发展方向和竞争战略，所希望达到分析企业的发展方向和竞争战略，所希望达到的目标。考虑与此相关的管理思路、管理观念的目标。考虑与此相关的管理思路、管理观念和工作重点的转移，组织流程的改造及涉及新和工作重点的转移

6、，组织流程的改造及涉及新的技术领域、工艺技术，并与此确定培训课的技术领域、工艺技术，并与此确定培训课程。程。分析各类、各级岗位所需掌握的知分析各类、各级岗位所需掌握的知和技能，并与此确定培训课程和技能，并与此确定培训课程分析员工是否达到工作任分析员工是否达到工作任务要求，由此确定培训课务要求，由此确定培训课程程PDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称中国人力资源开发网（简称:中人网中人网 ）组织需求分析增加增加25%的收的收入入（新（新产品产品的收的收入提入提高高到到总总收收入入的的40%）为为新新产品产品B开开发发10个新个新客户客户销售销售X吨

7、产品吨产品A满足客户满足客户的的售后服售后服务务期期望望缩短缩短50%的新的新产品产品开发开发时间时间改改进服进服务流程，务流程，满足客户期满足客户期望望理理解客户对解客户对产品产品的需求的需求为为新新品制品制定定筛选筛选标标准准和和决策决策流程流程提高提高定定义客义客户户需求的能力需求的能力开发开发客户服客户服务培训务培训项项目目财财务务客户客户流程流程学习学习PDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称中国人力资源开发网（简称:中人网中人网 ）工作任务需求分析类别分类级别分类专专业类技术类管理类业类技术类管理类高高中中低低PDF 文件使用 pdfF

8、actory Pro 试用版本创建 中国人力资源开发网（简称中国人力资源开发网（简称:中人网中人网 ）工作任务需求分析任务任务范围来范围来考虑考虑任务任务内容内容组组成部成部分分任务展开的任务展开的内在逻辑内在逻辑关关系系工作任务工作任务需求分析需求分析工作任务需求分析的工作任务需求分析的三种三种思路思路PDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称中国人力资源开发网（简称:中人网中人网 ）案例o 逻辑关系工作任务管理1、制定工作计划2、组织与实施计划3、指导与监控计划实施过程o 任务范围团队气氛建设1、建立与维护部门内的良好工作关系2、与相关部门建立良

9、好的o 任务内容的组成工作环境管理1、硬环境（设备、卫生等）管理2、软环境（培训等）管理PDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称中国人力资源开发网（简称:中人网中人网 ）个人需求分析1、个人面谈法，与单个员工进行面对面的交 流，从而了解员工的培训需求。2、小组讨论法，与一个团队、小组集体进行交流、讨论了解集体共同的培训需求。3、观察法，通过观察，分析员工日常工作中经常出现的问题开不足，从而确定相应的培训课程。4、调查问卷PDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称中国人力资源开发网（简称:中人网中人网 ）需

10、求分析的层次和方法的关系组织分析组织分析工作任工作任务分析务分析个人需个人需求分析求分析因果分析法因果分析法个人面谈法个人面谈法小组讨论法小组讨论法观察法观察法问卷调查法问卷调查法工作任务工作任务的逻辑关系的逻辑关系工作任务工作任务的范围的范围工作内容工作内容的组成的组成培训需求培训需求层次层次分析，分析，结果结果是是形形成成培训课程培训课程体系体系。培训需求方析方培训需求方析方法法，结果结果是是形形成年度成年度培训培训计划表计划表培训课程培训课程体系体系是培训是培训计划表计划表的的依据依据PDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称中国人力资源开发网

11、（简称:中人网中人网 ）确定培训评估对象和层次结果层评估学习层评估行为层评估反应层评估外请培训机构的培训课程新讲师的课程本职岗位必备的知识和技能培训技能、技巧及实务类培训新开发的课程技术等级培训、授权技巧、有效的招聘面试技巧、采购管理实务SPC、6西格玛PDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称中国人力资源开发网（简称:中人网中人网 ）培训评估瓶颈1、体制功能上的缺陷。培训评估体系求是一个开放的系统要和HR的其他功能对接。但是我们在设计体系和制度时往往是封闭的。2、评估技术的难题。1）如何确定经营绩效是由培训因素产生2）信息系统要求非常高，有专门部门

12、进行收集、统计和分析资料3、培训评估的尴尬。PDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称:中人网 ）Welcome to this Workshop on“Coaching For High Performance”in the New MillenniumPDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称:中人网 ）What do you know about“Coaching”?Me,the ManagerWhat kind of manager am I?Coaching-What does it mean?C

13、ore Caching Skill-Asking QuestionsGROW-The Tool of CoachingG-Goal SettingR-Reality CheckO-OptionsW-What,When,Who and WillRole Play-You are the CoachAgenda Of The Workshop PDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称:中人网 ）Lets BrainstormPlease write down what you know about“Coaching”PDF 文件使用 pdfFactor

14、y Pro 试用版本创建 中国人力资源开发网（简称:中人网 ）The Manager as CoachCoachingin ActionLearnerLearnerCoachCoachOrganisational FactorsThe Coaching RelationshipCoachingFor HighPerformanceIn The New MillenniumPDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称:中人网 ）What kind of Manager am I?does as much as possible himselffocuse

15、s on tasks rather than peopledelegates work focuses on people rather than tasksPlease chose():A DoerA DeveloperPDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称:中人网 ）Reasons for being Doer(1)Traditional Manager ConceptThe traditional concept of management:managing=Giving Ordersmanaging=controllingmanaging

16、=solving problems yourselfMost managers do rather belong to the group of“Doers”.Reasons are as follows:PDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称:中人网 ）Reasons for being Doer(2)Internal/Personal reasonsTrustRiskControlSatisfactionPDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称:中人网 ）TimeSkillsReasons for

17、 being a Doer(3)Time and SkillsThere are two main reasons,why they Do so:PDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称:中人网 ）Is being/becoming a developer worth the effort?Individual performances?The teams performance?Your performance as manager?The performance of the organisation?Your career within th

18、e organisation?If you invested more time in developing,would there be significant benefit to be gained in terms of:PDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称:中人网 ）Do they live up to their potential?Do you agree to the following statement?“There is a gap between the actual performance and the potent

19、ial of the employees I manage.”YesNoPlease chose():PDF 文件使用 pdfFactory Pro 试用版本创建 晦 中国人力资源开发网（简称:中人网 ）What Coaching can do?to help you to get a(better)developer.to narrow the gap between performance and potential of your staff.The most important aim of coaching is:Improve PerformanceCoaching is an i

20、mportant tool:PDF 文件使用 pdfFactory Pro 试用版本创建 晦 中国人力资源开发网（简称:中人网 ）Definition Of CoachingCoaching is helping people to develop and perform to their highest potential.CoachingFor HighPerformanceIn The New MillenniumPDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称:中人网 ）Why Coach?What does it mean to?To help

21、someone to change their behavior in a way that they will be able to sustain,because it enables them to build on what they already know and doA response to to be leaner,flatter,faster,better etcAs standards keep rising,managing to improve performance is the key to profitability and to achieving your

22、business goals in an increasingly competitive worldCoachingFor HighPerformanceIn The New MillenniumPDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称:中人网 ）SectionCore Skill of CoachingCoachingFor HighPerformanceIn The New MillenniumPDF 文件使用 pdfFactory Pro 试用版本创建 鏉:中国人力资源开发网（简称:中人网 ）Questions?Please write d

23、own,when and why you use questions.PDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称:中人网 ）Why Ask Questions?NOT4 TO GET INFORMATION FOR THE QUESTIONERBUT4 TO DEVELOP THE LEARNERS AWARENESS4 TO SHARPEN THE LEARNERS FOCUS4 TO STIMULATE LEARNERS RESPONSIBILITY4 TO HELP THE LEARNER FIND THEIR OWN ANSWERS4 TO

24、GET LEARNER TO TAKE OWNERSHIP OF THE PROCESSPDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称:中人网 ）Coaching:the art of asking questionsSpontaneousRaising coachees awareness Open Questions PDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称:中人网 ）When and What can you coach?You can coach in basically every situatio

25、nYou can coach yourself and/or your employeesSome opportunities for coaching *making a plan or decision*solving a problem*meetings with staff*problematic relations between employeesA very good way of finding out if coaching is possible is this:Every time someone comes to you and has a question:Ask y

26、ourself:“Do I have to answer it,or could they answer it themselves?”But be aware that sometimes staff just needs your quick help and information.Overdoing it will not help.A very good way of finding out if coaching is possible is this:A very good way of finding out if coaching is possible is this:Ev

27、ery time someone comes to you and has a question:Ask yourself:“Do I have to answer it,or could they answer it themselves?”But be aware that sometimes staff just needs your quick help and information.Overdoing it will not help.PDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称:中人网 ）As We Go Along Keep Think

28、ing About One of Your Associates and Any Related Live Coaching Issues for Real Role Play Later OnRemember!Remember!PDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称:中人网 ）PDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称:中人网 ）G GR RO OWW-Asking What questions When and What forG Goal setting(mid-and long-term)R R

29、eality Check-clarify the current situationO Options:discussing and settling on alternatives/ways/actions to reach the goalW What?When?Who?Will?What should be done?When by whom and does the will exist to do it?GROWPDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称:中人网 ）G GR RO OWW-Some hints for asking the

30、right questions(1)THE FOLLOWING HINTS MAY HELP YOU TO SUCCEEDIts about-helping,NOT telling Its about-letting it out,NOT hammering it inIts about-unlocking peoples potentialsIts about-helping someone to get the best performance out of themselvesIts about-stepping back,and handing over the responsibil

31、ity for improvement to the Learner Its about-turning problems into guided learning experiencesDo not impose your solution on the coacheeGROWPDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称:中人网 ）Follow the train of thought of the coacheePay attention to the answers Questions must be spontaneousShow real i

32、nterest in the case of the coacheeUnderstand,Summarise and take notesDont try to solve all the problems in one sessionGROWG GR RO OWW-Some hints for asking the right questions(2)PDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称:中人网 ）GROW:Goal Setting:What typeof Goal?Long-Term Goals/Visionary Goals 1.Char

33、acteristic:they are really big and ambitious,e.g.:become the market leader(corporate level),become Chief Rep.(personal level),winning a gold medal.2.Characteristic:External factors may be crucial:for achieving them factors matter,which you CANNOTcontrol,e.g.:performance of competitors/corporate leve

34、l helpful relations of competitors for the Chief Rep.Position/personal levelA long-term goal is desirable:Having one is motivating.It can be the inspiration for our mid-term/performance related goals.Types of Goals:Long-Term and Mid-Term(1)GROWPDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称:中人网 ）GROW:Go

35、al Setting:What type of Goal?Mid-term Goals/Performance Goals 1.Characteristic:they are smaller and easier to achieve,e.g.:within 6 months,95%of our products will pass the quality test our group sells 10,000 more packages of medicine X by next month I will run 1,000 meters in 3 minutes by next Febru

36、ary.2.Characteristic:These goals CAN be influenced/controlled by us.They are measurable and we can help that they are met,e.g.:improve quality control circles improve marketing activities/employ more sales personnel trainingA mid-term/performance related goal is necessary:to do your work and to brin

37、g us closer to the long term goalTypes of Goals:Long-Term and Mid-Term(2)GROWPDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称:中人网 ）GROW:Goal Setting:How to set a Goal?SMART stands for:SSpecificM MeasurableA AchievableR RealisticT Time-boundHow to set a Goal?Be SMART!GROWPDF 文件使用 pdfFactory Pro 试用版本创建 中国人

38、力资源开发网（简称:中人网 ）GROW:Goal Setting:SMART questions to help the coachee set a GoalWhat is the aim of this discussion?What do you want to reach(long-term,mid-term)?Is this a long-or a mid-term goal?If it is a long-term goal,what mid-term goalsmight help you to reach it?When do you want to have achieved

39、this?Is it positively stated,challenging,realistic,measurable?Which problem is the most difficult for you?GOALIs it a SMART goal?REMEMBER:Coaching is done to help the coachee help him/herself to solve a problem.THEY should solve the problem,not YOU.Do not impose your solution on the coachee.Some goa

40、ls may have to be adjusted or changed,if the next step,the reality check shows that the goal is not realistic or solvable!GROWPDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称:中人网 ）GROW:Reality CheckA:“I have a longstanding problem.”B:“What have you done so far?”Raising awarenessWhy this step?GROWPDF 文件使用

41、 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称:中人网 ）GROW:Reality Check:Questions tohelp the coachee check realityGenerally speaking in this phase of coaching questions like What?Who?Where?When?How much?will be dominant.Some examples:What did you do in this matter until now?What were the results?What happens no

42、w?Whom does it concern?What happens internally and externally?What hinders you from making progress?REALITYDo you feel uneasy about something inthis project/plan?REMEMBER:Coaching is done to help the coachee help him/herself to solve a problem.THEY should solve the problem,not YOU.Do not impose your

43、 solution on the coachee.GROWPDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称:中人网 ）GROW:Options CheckEncourage them to speaking out“impossible”solutions(they might have the seed for a good solution in them).Breaking negative attitudesWhy this step,what is important?THE AIM IS:find as many solutions/as ma

44、ny alternatives as possible.GROWPDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称:中人网 ）GROW:Options CheckDont hide it.If you have something to contribute,do so.But be careful how you do it.A good way is the following:”I could think of some more options.Do you want to hear them?”They will be willing.Make s

45、ure that your options are NOT an order,are not necessarily the best.Do not go into every detail of your idea-it is not you who should solve the problem.Make sure that they are just a one point on the Option You have a good suggestion for the coachee?GROWPDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称:中人

46、网 ）GROW:Options CheckStep 1:Let the coachee note down ALL options an Option List.Step 2:Select the best options:Go through the list again.Look at every single option.Pick out the most likely(might be a combination of more than one item).Balance the options,the good and the bad,the disadvantages and

47、the advantages against each other,e.g.might be too time consuming,might not fit personality of the coachee,might lack certain hard skills to do it,etc.Step 3:Check options against the goal:Will this What to do with all the options?GROWPDF 文件使用 pdfFactory Pro 试用版本创建 中国人力资源开发网（简称:中人网 ）GROW:Options Che

48、ck:Questions to help the coachee find the a wide variety of optionsWhat options do you have?What else can you do?What else,any further options?What would be if,.?Do you want to hear another suggestion?OPTIONSWhat are the advantages and disadvantages of allthese optionsDo not hide your suggestions:sa

49、y:I have a suggestion.Do not try to direct the coachee to accept your suggestion through your questionsREMEMBER:Coaching is done to help the coachee help him/herself to solve a problem.THEY should solve the problem,not YOU.Do not impose your solution on the coachee.GROWPDF 文件使用 pdfFactory Pro 试用版本创建

50、 中国人力资源开发网（简称:中人网 ）GROW:What?When?Who?Will be achieved by them answering a lot of questions.The main ones are:”Which options will you chose?”“Who must be informed?”“When will you begin and when will you end?”What kind of support do you need?”Why this step?THE AIM IS:Sent them out with a clear plan o