1、Raymond-MHP版雇员培训与开发(英文版第6版)课件IPPTChap001Learning Objectives Discuss the forces influencing the workplace and learning,and explain how training can help companies deal with these forces Draw a figure or diagram and explain how training,development,informal learning,and knowledge management contribute
2、 to business success Discuss various aspects of the training design processLearning ObjectivesDescribe the amount and types of training occurring in U.S.companiesDiscuss the key roles for training professionalsIdentify appropriate resources(e.g.,journals,websites)for learning about training research
3、 and practiceIntroductionCompetitiveness:Ability to maintain and gain market share in an industryHuman resource management:Policies,practices,and systems that influence employees behaviour,attitudes,and performanceStakeholders:All parties that have an interest in seeing that the company succeedsTrai
4、ning and Development:Key Components of LearningLearning:Acquiring knowledge,skills,competencies,attitudes,or behaviorsHuman capital:Refers to:Knowledge(know what)Advanced skills(know how)System understanding and creativity(know why)Motivation to deliver high-quality products and services(care why)Fi
5、gure 1.1-The Business Role of Training and DevelopmentInformal LearningLearningHuman CapitalPerformance Improvement Reach Business GoalsTraining and Development:Key Components of LearningTraining:Facilitates learning job-related competencies,knowledge,skills or behaviorDevelopmentFuture focusedInclu
6、des:Formal education,job experiences,relationshipAssessments of personality,skills,and abilitiesFormal training and developmentPrograms,courses,and events that are developed and organized by the companyTraining and Development:Key Components of LearningInformal learningLearner initiatedOccurs withou
7、t a trainer or instructor Motivated by an intent to developDoes not occur in a formal learning settingBreadth,depth,and timing is controlled by the employeeExplicit knowledgeWell documented,easily articulated,and easily transferred from person-to-personTraining and Development:Key Components of Lear
8、ningPrimary focus of formal training and developmentTacit knowledgePersonal knowledge based on individual experiences that is difficult to codifyResult of informal learningKnowledge managementProcess of enhancing company performance by designing and implementing:Tools,processes,systems,structures,an
9、d cultures to improve the creation,sharing,and use of knowledgeDesigning Effective TrainingTraining design processSystematic approach for developing training programsBased on the principles of Instructional System Design(ISD)ADDIE model-Analysis,design,development,implementation,and evaluationShould
10、 be systematic yet flexible to adapt to business needsFigure 1.2-Training Design Process1.Conducting Needs AssessmentOrganizational AnalysisPersonal AnalysisTask Analysis2.Ensuring Employees Readiness for TrainingAttitudes and MotivationBasic Skills3.Creating a Learning EnvironmentLearning Objective
11、sMeaningful MaterialPracticeFeedbackCommunity of LearningModelingProgram Administration4.Ensuring Transfer of TrainingSelf-ManagementPeer and Manger Support5.Developing an Evaluation PlanIdentify Learning OutcomesChoose Evaluation DesignPlan Cost-Benefit Analysis6.Selecting Training MethodTraditiona
12、lE-Learning7.Monitoring and Evaluating the ProgramConduct EvaluationMake Changes to Improve the ProgramDesigning Effective TrainingFlaws of the ISD modelStep by-step approach is rarely followed in real life organizationsNecessary requirement of trainers adds time and cost to developing a training pr
13、ogramImplies an end point:evaluationMay lead to assumption that training is the best solutionTable 1.1-Forces Influencing Working and LearningEconomic cyclesGlobalizationIncreased value placed on intangible assets and human capitalFocus on link to business strategyChanging demographics and diversity
14、 of the workforceTalent managementCustomer service and quality emphasisNew technologyHigh-performance work systemsGlobalizationOffshoring:Process of moving jobs from the United States to other locations in the worldAdvantage-Lower labor costsDisadvantage Low standards of health and safetyLack of nec
15、essary skills to perform the jobTable 1.2-Examples of Intangible AssetsHuman Capital Tacit knowledge Education Work-related know-how Work-related competenceCustomer Capital Customer relationships Brands Customer loyalty Distribution channelsSocial Capital Corporate culture Management philosophy Mana
16、gement practices Informal networking systems Coaching/mentoring relationshipsIntellectual Capital Patents Copyrights Trade secrets Intellectual propertyIncreased Value Placed on Intangible Assets and Human CapitalHuman capital:Refers to employeesAttributesLife experiencesKnowledgeInventivenessEnergy
17、 and enthusiasmIntellectual capital:Codified knowledge that exists in a companySocial capital:Relationships in the companyIncreased Value Placed on Intangible Assets and Human CapitalCustomer capital:Value of relationships with persons or other organizationsImplications of intangible assets and huma
18、n capitalFocus on knowledge workerEmployees who contribute to the company not through specialized body of knowledgeEmployee engagement Degree to which employees are fully involved in their work Strength of employee engagementAttitude or opinion surveys measure level of engagementIncreased Value Plac
19、ed on Intangible Assets and Human Capital Change and continuous learning Change:Adoption of a new idea or behavior by a company Learning organization Culture of lifelong learning Enables all employees to continually acquire and share knowledge Requires financial,time,and content resourcesChanging De
20、mographics and Diversity of the Work ForceIncrease in racial and ethnic diversityEthnically and racially diverse labor forceIncreased participation of minorities in the work forceAging labor forceIncreased work-force participation of individuals 55 years or greater Generational differencesChanging D
21、emographics and Diversity of the Work ForceTo manage diversity managers and employees must be trained in:Communicating effectivelyCoaching,training,and developingProviding performance feedback that is free of stereo typesRecognizing and responding to generational differencesAllowing employees of all
22、 backgrounds to be creative and innovativeTalent ManagementSystematic,planned,and strategic effort by a companyTo attract,retain,develop,and motivate highly skilled employees and managers Involvesacquiring and assessing employeeslearning and developmentperformance management,and compensationTalent M
23、anagementIs important due to:Changes in demand for certain occupations and jobsSkill requirementAnticipated retirement of baby boomer generationRequirement to develop managerial talentCustomer Service and Quality EmphasisTotal Quality Management(TQM)Companywide effort to continuously improve the way
24、s people,machines,and systems accomplish workCore values of TQMMethods and processes designed to meet the needs of internal and external customersEvery employee receives training in qualityErrors are prevented from occurring rather than being detected and correctedCustomer Service and Quality Emphas
25、isPromotes cooperation with vendors,suppliers,and customersMeasures progress with feedback based on dataQuality standardsMalcolm Baldrige National Quality Award ISO 9000Family of standards related to qualityAddress what the company does to meet regulatory requirementsCustomer Service and Quality Emp
26、hasisSix Sigma processMeasuring,analyzing,improving,and then controlling processes once:They have been brought within the narrow six sigma quality tolerances or standardsTraining helps by Teaching employees statistical process controlEngaging in“lean”processesCustomer Service and Quality EmphasisLea
27、n thinkingDoing more with less effort,equipment,space,and time,but satisfying consumer needs and wantsISO 10015 Ensures that training is linked to company needs and performanceNew TechnologyInfluence on trainingMakes training more realisticAllows flexibility of time and any placeReduces travel costs
28、Provides greater accessibility and consistencyIncreased ability to access experts and share learning with othersCreates a learning environment that provides feedback,self-pacing,and practice exercisesAllows greater use of alternative work arrangementsHigh performance models of work systemsWork teams
29、 Employees with various skills interact to assemble a product or provide a serviceCross training Training employees in a wide range of skills to fill any of the roles needed to be performedHigh performance models of work systemsVirtual teams Separated by time,geographic,cultural,and/or organizationa
30、l boundaries Rely on technology to interact and complete their projectsSnapshot of Training PracticesKey trends in learning initiative investments:Direct expenditures,has remained stable over the last several yearsIncreased demand for specialized learning thatUse of technology-based learning deliver
31、y increased from 11%in 2001 to 29%in 2010Self-paced online learning is the most popular technology-based learningSnapshot of Training PracticesTechnology-based learning Has improved learning efficiencyHas resulted in a larger employeelearning staff member ratioPercentage of services distributed by e
32、xternal providers dropped from 29%in 2004 to 23%in 2010.Table 1.8-Characteristics of BEST Award WinnersAlignment of business strategy with training and developmentVisible support from senior executivesEfficiency in training and development through internal process improvements,use of technology,and
33、outsourcingEffective practices by aligning training and development to business needs and providing all employees with access to training and development on an as-needed basisInvestment in training and developmentDifferent learning opportunities providedMeasurement of effectiveness and efficiency of
34、 training and development activitiesNon-training solutions for performance improvement used,including organization development and process improvementFigure 1.5-The 2011 ASTD Competency Model Learning Strategist Business partner Project manage Professional SpecialistWORKPLACE LEARNING&PERFORMANCE RO
35、LESCOACHINGDELIVERING TRAININGDESIGNING LEARNINGFACILITATING ORGANIZATIONAL CHANGEIMPROVING HUMAN PERFORMANCEMANAGING ORGANIZATIONAL KNOWLEDGE/SOCIAL LEARNINGMANAGING THE LEARNING FUNCTIONMEASURING&EVALUATINGAREAS OF EXPERTISEINTERPERSONAL BUSINESS/MANAGEMENTPERSONALBuilding Trust Analyzing Needs an
36、d Proposing SolutionsDemonstrating AdaptabilityCommunicating Effectively Applying Business AcumenModeling Personal DevelopmentInfluencing Stakeholders Driving ResultsLeveraging Diversity Planning and Implementing AssignmentsNetworking&Partnering Thinking StrategicallyFOUNDATION COMPETENCIESASTD COMP
37、ETENCY MODELDelivering learning and performance competencies with global,business,ad technological perspectives.Snapshot of Training Practices Who provides trainingTrainers,managers,in-house consultants,and employee expertsOutsourcing:Training and development activities provided by individuals outsi
38、de the companySnapshot of Training Practices Who is in charge of trainingProfessionals in human resources and human resource developmentHuman resource developmentIntegrated use of training and development,organizational development,and career development:To improve individual,group,and organizational effectiveness
