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1、Training,1,The nature of training2,Strategic training3,training needs assessment4,Training design5,Training delivery6,Evaluation of training,training,The nature of training P272,Definition The context of trainingTraining and performance consultingIntegrating training responsibilities,Definition:,Tra
2、ining:a process whereby people acquire capabilities to aid in the achievement of organizational goals,The context of training,Organizational competitiveness and trainingTraining as a revenue sourceIntegration of job performance,training,and learning,Organizational competitiveness and training,Mainta
3、ining and updating employees capabilities and equipping them with the KSAs needed to compete eficiently.Facilitating the retention of employees,Training as a revenue source,Can training only be seen as an expenditure?,Training as a revenue source,No!,Costs verse benefits,成本：培训人员的薪水培训用材料培训与被培训者的生活开支辅
4、助设备的费用交通费被培训者的薪水减少的产量（机会成本）,收益：产量的提高错误的减少资金周转率的降低必须的监督的减少进步的能力的提高新的技能的增加观念的转变,Training as a revenue source,Some firms bundle training as part of sales packages of products and services for customers,Customer satisfaction and loyalty increased,Customer retention and enhance future sales revenues,Inte
5、gration of job performance,training,and learning,Linkage between training and job performance is vital-air line undergo regular safety trainingSeeking more authentic training experience,using real business problem-GE management training,Training and performance consulting(培训与绩效评估)P274,Performance co
6、nsulting definition:a process in which a trainer(internal or external)and the organizational client work together to boost workplace performance in support of business goals,Performance consulting,Actual organizational results,Desired organizational results,Desired employee performance,Actual employ
7、ee performance,Performance consulting needs analysis,Non-training actions,Training actions,Integrating training responsibilities(培训责任的分工)P275,HR staffs or trainers,Operating managers,Bolster both individual employee and organizational performance,培训搭档关系,Integrating training responsibilities(培训责任的分工)
8、P275,HR units；Prepares skill-training materialsCoordinates training effortsConducts or arranges for off-the-job training（脱产培训）Coordinates career plans and employee development effortsProvides input and expertise for organizational developments,Integrating training responsibilities(培训责任的分工)P275,Manag
9、ers:Provide technical informationMonitor training needs Conduct and monitor continuing on-the-job trainingContinually discuss employees growth and future potentialParticipate in organizational change efforts,Strategic training(战略培训)P276,Focus on efforts that develop competencies,value and competitiv
10、e advantages for the organization.,Strategic training(战略培训),Training is strategic when it:1,develops essential worker capabilities 2,encourages adaptability to change 3,promotes ongoing learning in the organization4,creates and disseminates new knowledge throughout the organization5,facilitate commu
11、nication and focus,Linking business and training strategies,Developing a strategic training plan,Strategize(制定策略)Plan（计划）-明确培训目标和预期成果，量化目标Organize（组织）Justify（检验）,TrainingProcess,Training process(P278),Assessment估测,Design设计,Delivery执行,Evaluation 评估,Assessment:,Analyze training needs（确定培训需要）Identify t
12、raining objective and criteria（确定培训目标）,Design:,Pretest trainees（测试受训者）Select training methods（挑选培训方法）Plan training content（安排培训内容）,Delivery,Schedule training Conduct trainingMonitor training,Evaluation:,Measure training outcomes（量化培训结果）Compare outcomes to objectives/criteria（将培训结果与标准相比较）,Training ne
13、eds assessment P279,估测阶段,Sources used for training assessment:P279,雇员个人资料测试，记录，估测中心，问卷，绩效评价，态度调查,Needs Assessment（培训需要估测）,Process of evaluating the organization,individual employee,and employees tasks to determine what kinds of training,if any,are necessary Conditions that prompt a needs assessment:
14、Some employees lack basic skills or are performing poorlyNew products,technology,or jobs are plannedOutside forces e.g.customer requests or legal requirementsOutcome of needs assessment:Decisions about how to address the issues that prompted the needs assessment.,Needs Assessment,Usual first stepEva
15、luates characteristics of organization to determine appropriateness of trainingConsiders organizations strategy,resources,and management support,Needs Assessment,Identifies the tasks and competencies that training should emphasizeLooks at conditions:Job environmentDeadlinesPerformance standards,Orga
16、nization Analysis,Needs Assessment,Determines if performance issues result from competency gapsDetermines who needs trainingDetermines if employees are ready for training,Organization Analysis,Task Analysis,工作分析和工作描述,能力与激励,绩效标准,工作绩效水平,比较和绩效评价,确定弱势领域,挑选针对弱势领域的方法和计划,思索衡量方法，成本，时间,实施培训,工作,个人,分析,绩效,评估,培训
17、,Establish training objectives and priorities(分清轻重缓急)P281,Must be established by identifying a gap analysisTraining objectives and priorities are set to close the gap,3 types of training objectives,Knowledge:impart cognitive information and details to traineesSkill:develop behavior changes in how jo
18、bs and task requirements are performedAttitude:create interest in and awareness of the importance of training,Training Design,Effective training design considers learning concepts,legal issues,and different approaches to training.,Learning:The Focus of Training,Learning,Learning Styles,Learner Readi
19、ness,Design forTransfer,Ability to Learn,Self-Efficacy(自我效能感）,Learner Readiness,Motivation to Learn,A persons desire to learn training,A persons belief that he/she can successfully learn the training program content,1.Offer remedial training to people in their current workforce who need it.2.Hire wo
20、rkers they know are deficient and then implement specific workplace training.3.Work with schools to help better educate people for jobs.,What employers should do?,Ability to Learn,Self-Efficacy(自我效能感）,Learner Readiness,Motivation to Learn,A persons desire to learn training,A persons belief that he/s
21、he can successfully learn the training program content,Learning Styles,Adult Learning,Behavior Modeling,Reinforcement and Immediate Confirmation,Copying someone elses behavior.,1.Have the need to know why they are learning something.2.Have a need to be self-directed.3.Bring more work-related experie
22、nces into the learning process.4.Enter into a learning experience with a problem-centered approach to learning.5.Are motivated to learn by both extrinsic and intrinsic factors.,Five Principles,brain dump,whole learning or Gestalt learning,simply reading or listening,active practice,spaced practicema
23、ssed practice,Learning Styles,Adult Learning,Behavior Modeling,Reinforcement and Immediate Confirmation,Reinforcement is based on the law of effect.Immediate confirmation:The concept that people learn best if reinforcement and feedback is given after training.,Transfer of Training,Effective transfer
24、 of training meets two conditions,The trainees can take the material learned in training and apply it to the job.Employees maintain their use of the learned material over time.,One specific way to aid transfer of training to job situations is to ensure that the training mirrors the job context as mu
25、ch as possible.,Types of Training,Required and regular training,Job/technical training,Interpersonal and problem-solving training,Developmental and innovative training,Technical processes&procedures Professional skills Information technology skills New employee orientation Interpersonal communicatio
26、n Occupational safety Customer relations Quality and business practices Managerial/Supervisory skills Product knowledge Sales&dealer Basic skills Executive development,Percentage of Training Expenditures,Type of Training,13%,11%,9%,7%,6%,5%,4%,0%,2%,8%,10%,12%,14%,9%,9%,7%,7%,6%,6%,4%,6%,Orientation
27、:Training for New Employees,Purposes:Establishes a favorable employee impression of the organization and the job.Provides organization and job information.Enhances interpersonal acceptance by co-workers.Accelerates socialization and integration of the new employee into the organization.Ensures emplo
28、yee performance and productivity begin more quickly.,Use of electronic orientation,Legal Issues and Training,EEO Lawsuits,Training Delivery,Internal Training,External Training,E-learning,Training Methods,Internal Training,Informal training,On-the-job training,Training Delivery,Stages for on-the-job
29、training,Training Delivery,External Training,Outsourcing of trainingGovernment supported job training,less expensive,an alternative against insufficient time,the necessary level of expertise,interact with managers and peers,Training Delivery,E-learning:Training On-line,Developing E-learning,Sufficie
30、nt top management support and fundingTraining being decentralized and individualized Meeting organizational training needs Computer literacy and ready access to computers and the Internet,Training Delivery,Concept and Features,Characteristics of E-learning,Training Delivery,E-learning:Training On-li
31、ne,Developing E-learning,Web-enable course content,Link module content to training objectives,Identifying e-learning measurement means,Modularize content,Customize for“learner centric”use,Training Delivery,Advantages and disadvantages,E-learning:Training On-line,Advantages,Disadvantages,Self-paced:t
32、rainees can proceed on their own time;Interactive,taping multiple trainee sensesAllows for consistency in the delivery of training Scoring of exercise/assessments and feedback Incorporates built-in guidance and help for trainees to use Is relatively easy for trainers to update content Enhance instru
33、ctor-led training,Trainee anxiety;Not all trainees may be ready for e-learningNot all trainees may have easy and uninterrupted access to computers Not appropriate for all training content(leadership,cultural change)Requires significant upfront cost and investment No significantly greater learning ev
34、idenced in research studies Requires significant top management support to be successful,Training Delivery,Training Methods,Cooperative traininginternships,apprentice training,etc.Instructor-led classroom and conference trainingDistance training/learningTechnology,Training Delivery,Evaluation of Tra
35、ining,Levels of EvaluationCost-Benefit AnalysisReturn on InvestmentBenchmarking TrainingEvaluation Designs,Levels of Evaluation,High,Low,Easy,Difficult,Basic of Evaluation,Value to Organization,Reaction,Learning,Behavior,Results,Evaluation,Cost-Benefit Analysis,Balancing Costs and Benefits of Training,Evaluation,Evaluation Design,Post-MeasurePre/Post-MeasurePre/Post-Measure with Control Group,Evaluation,The End,
