HND员工培训与开发4
人力资源管理hnd Outcome4 原文+翻译
Outcome 4: Assessment task 2Supplement to the case studyThe mergerDavid and Neil had their usual Friday meeting. This week the main area for discussion was the business’s need to re-structure. This issue had increased in priority when Neil explained that John Colbert Civil Engineering Contractors had approached him about a merger. John Colbert Senior was about to retire and the firm believed that continued success and growth could best be accomplished by creating a business that would cater fully for both the design and development of civil and structural engineering projects. One main reason behind this was that more and more clients wanted cost savings that could be derived from the synergy that would result from dealing with one organisation for design and development. Although both firms had reputations for high quality work, increasing competition and the need to make efficiency savings was making it more and more important that the two businesses looked to new possibilities for managing and developing. Over the past four years the two firms had worked together on a number of projects and they were about to start work on two major developments: the new leisure complex and the office block for the Scottish Executive, the latter of which was only secured as a result of the close working arrangement of the two firms. John and Neil were also aware that successful completion of this project could lead to more Scottish Executive projects.Currently John, a chartered civil engineer, employed two teams. Each team comprised a team leader, digger driver and three qualified builders. When working on large developments the two teams would work on site together, but be responsible for different aspects of the site development. For instance, in road development, one team would concentrate on road production whilst the other team concentrated on bridges or pathways, depending on the design specification.Neil agreed with John that, from a business perspective, a merger of the two companies could be beneficial in a number of ways:The merger would primarily be beneficial because the engineers would have the formal authority to manage the construction staff. At the moment, as designers, there was an informal acceptance that the design engineer was in charge of a given project on site. A merger would help clarify this relationship.John’s firm was based out of town and, in addition to the space for his equipment, he had a large office that would cope with the additional staff from Barbour Brown. In the past, engineering consultants had always preferred to be based in town centres. This was mainly to allow clients easy access to the engineers. As a result of new technology and computer networks, design communication tended to be done through phone calls and email. It was very rarely that clients visited the offices. When meetings were essential, these tended to take place either on site or at the client’s main office. The building that housed the offices of Barbour Brown was in a prime town location that could beredeveloped. Aware of this potential, Neil was eager to give the merger his full consideration.In addition to the re-location, John also has a small, but efficient, administration team that handles reception, secretarial support, accounts and wages. Again, savings could be made by reducing the administration costs currently incurred by having two administration sections. Neil was aware that the merger, should it go ahead, would create some redundancies.Although not always keen to make major changes, David did agree that, since their business needed re-structured, the merger would provide the ideal reason for making changes to the current method of working, and the proposal to merge should go ahead.David and Neil星期五都有例会。
HND员工培训与开发
Individual ReportA6HC34 Training and Developing the workforceOutcome 3NAME:SCN:CLASS:ContentsIntroductory Preamble⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯..3a. Theories of Learning⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯4b. The Learning Cycle ⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯..4c. Learning Style ⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯ (5)Howto conduct a Selection Interview⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯..5 a. Preparing for theinterview⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯..6b. Conducting the interview⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯..7c. Advantages and disadvantages of theinterview⋯⋯⋯⋯⋯⋯.8d. Discrimination and how to avoidit⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯..9Training Costs Session Plan ⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯of Preparing and Delivering.10forCourse⋯⋯⋯⋯⋯⋯⋯⋯ .10Evaluation⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯12Introductory PreambleThe report includes human resource managers to prepare for training activities, and the training time is 2 to 3 hours. The report includesthe resources used by humanresources managers in training and the content of the interview. The theme of the training is“Howto conduct a selection interview 〞 . The report first introduces the learning method, a goodlearning method can support the training. The methods of study includetheories of learning the learning cycle and learning style.The second part introduces the process of the interview. The content andprocess of the interview include Preparing for the interviewconducting the interview advantages and disadvantages of the interview and discrimination and how to avoid it. Training interview must followthe principle of equality and respect, so the place must be carefullychosen and makechoice.Reflect the importance of business professionals, as much as possible to ease the pressure, to create an equal, warm and harmonious atmosphere. The report in the form reflects the training arrangements and resources used in the training, interview with whatresources,training and training of the specific arrangements and resources used.The training program mainly consists of four parts:Preparing for the interviewConducting the interviewAdvantages and disadvantages of the interviewDiscrimination and how to avoid itTraining program is supported by three theories:Theories of learningThe learning cycleLearning style.Theories of learningLearning is a process of active engagement with experience. It is whatpeople do when they want to make sense of the world. It may involve anincrease in skills,knowledge or understanding, a deepening of values or the capacity to reflect.Effective learning will lead to change, development and a desire to learn more.The learning cycle:One theory of learning suggests that the process by which people learnis through the learning cycle. There are four main elements of the cycle and it is important to note that a learning process can begin at any point. It is also important for us to be aware that to complete the learningprocess learners need to work all the way around the cycle.Concrete experiencesTesting the implication ofObservations and reflections concepts in new situationsFormation of abstract conceptsand generalizationLearning styleThere are four sessions in the learning style include activists, reflector, theorist ，pragmatists. Learning styles refer to a range of competing and contested theories that aim to account for differences in individuals'learning.These theories propose that all people can be classifiedaccording to their 'style' of learning, although the various theoriespresent differing views on how the styles should be defined and categorized. A common concept is that individuals differ in how they learn.Activists:Although these people do not have learning experience, theirlearning style is modest, take action and consider the future impact.They are active learning.Reflectors:Their learning style is to observe the situation from different angles. They like to collect data and think about any conclusions before.Theorists: They think the problem through step by step. They considerlearning new knowledge through logical observation.Pragmatists: They acquire new knowledge by practice and practice. Theytake the initiative to acquire new ideas, theories and techniques. Theypositively search out new ideas and take the first opportunity to experiment with applications. They tend to be impatient with ruminating and open-ended discussions.Training Session PlanTraining of conducting a selection interviewOverall objective: Interviewing people for people customer servicerolesTraining Session Plan 1Subject1: Preparing for the interview Length of Session:40 minutesObjective:To establish a fair atmosphere and an efficient working environment.Time Title Duration Method Resources 1:20pm-Arrange a10Trainer lecture Pens;1:30 pm final minutes Handouts;interview Waterenvironment.1:30pm-1:40Ready to use10Trainer lecture Pens;pm hardware and minutes Handouts;software Water;facilities1:40pm-List the10Trainer lecture Pens;1:50pm questions in minutes Handouts;the interview Water;1:50pm-Determine the10Trainer lecture Pens;2:00pm number of minutes Handouts;people who Water;need to beinterviewed.Training Session Plan 2Subject2: Conducting an interview Length of Session:40 minutes Objective:Ask questions about the participants, listen carefully totheir answers, and record the key points.Time Title Duration Method Resources 2:00pm-2:10Question10Case study PC;PPT; pm minutes Projection; Desks;2:10pm-2:20Listening10Case study PC;PPT; pm minutes Projection; Desks;2:20pm-2:40Observing10Case study PC;PPT; pm minutes Projection; Desks;Training Session Plan 3Subject3:Advantages and Length of Session:20 minutes disadvantages of the interviewObjective:By understanding the participants to understand the interviewto choose what advantage and disadvantage.Time Title Duration Method Resources 2:40pm-2:50Analysis10Lecture Meetingpm Advantage of minutes room;interview Handouts;PC;PPT;Projection;2:50pm-Analysis10Lecture Meeting3:00pm disadvantage minutes room;of interview Handouts;PC;PPT;Projection;Training Session Plan 4Subject 4: Discrimination and how to Length of Session:30 hoursavoid itObjective:Interviewers and participants should avoid the occurrence of discrimination.Time Title Duration Method Resources 3:00pm-3:20Training20Lecture PPT;pm instructors minutes Projection tell the;Desks;interviewer Recordingto avoid pen;discriminati Conferenceon.The roominterviewerrespects theinterviewer.3:20pm-3:40 The20Lecture PPT;pm interviewer minutes Projection ask;Desks;questions.Recordingpen;Conferenceroom3:40pm-4:00 Trainer20Trainer PPT;pm summary minutes Projection;Desks;Recordingpen;Conferenceroom EvaluationEvaluation significance,is a systematicusing criteriadetermination of a subject's merit,governed by a set of standards. Itworth andcan assistan organization, program, project or any other intervention or initiative to assess any aim, realizable concept/proposal, or any alternative, tohelp in decision-making; or to ascertain the degree of achievement orvalue in regard to the aim and objectives and results of any such actionthat has been completed. The primary purpose of evaluation, inaddition to gaining insight into prior or existing initiatives, is to enablereflection and assist in the identification of future change.Level 1 Reaction: This level is assessed by the learner's perception ofthe training course. In the case, AGBell Ltd. ’s managers should observe how learners feel. This level can assess the course response to company representatives.Level 2 Learning: The degree to which the participants in the trainingprogram got the knowledge and skills. In the case, the trainer of AGBell Ltd. ’s can learn the skills of the trainees through the test.Level 3 Behavior:Training in the work of the training,the trainers with their training in what they have learned to carry out training.In this case,this level can assess AG Bell Ltd.'s goals,which can assess financial progress.Level 4 Results: As a result of the training to what extent the resultsreflect the established objectives. In this case, it can measure employee turnover and customer satisfaction. At the same time. The company can understand the company's advantages and disadvantages.Evaluation refers to the evaluation and demonstration of the program to determine whether or not to take. In the process of designing a trainingprogrammer, humanresource managers should assess whether it is the goal of achieving the future.Costs of Preparing and Delivering for CourseList of appropriate cost (preparing part)Resource CostCost of buying relevant books￡ 100Brochures￡ 100Cost of Questionnaire￡ 200Total cost￡ 400List of appropriate cost(delivery part)Resource CostComputer￡ 900Interactive whiteboards￡ 100Handout￡ 100Pen￡ 50Paper￡ 50Questionnaires￡ 50Conference Room￡ 200PC￡ 300Trainer￡ 600Total cost￡ 2350EvaluationEvaluation is a systematic determination of a subject's merit,worth and significance,using criteria governed by a set of standards.It can assist an organization,program,project or any other intervention or initiativeto assess any aim, realizable concept/proposal, or any alternative, tohelp in decision-making; or to ascertain the degree of achievement orvalue in regard to the aim and objectives and results of any such actionthat has been completed. The primary purpose of evaluation, inaddition to gaining insight into prior or existing initiatives, is to enablereflection and assist in the identification of future change.Level 1 Reaction: This level is assessed by the learner's perception ofthe training course.Level 2 Learning: The degree to which the participants in thetraining program got the knowledge and skills.Level 3 Behavior: Training in the work of the training,the trainers with their training in what they have learned to carry out training.Level 4 Results: As a result of the training to what extent theresults reflect the established objectives.Evaluation refers to the evaluation and demonstration of the program to determine whether or not to take. In the process of designing a training programmer, humanresource managers should assess whether it is the goal of achieving the future.ReferenceHalli er, J. and Butts, S. (2000) ‘Attempts to advance the role of training: process and context’, Employee Relations , Vol. 22, No. 4, pp. 375-402.King, N. (1994),‘The qualitative research interview’, in Cassell,G., Symon, G. (Eds), Qualitative Methods in Organisational Research, Sage Publications, London.。
HND员工培训与开发4
A Briefing Note of AG Bell LtdThis briefing note is for the Managing Director to outline why there is a need to promote and support continuous development activity at AG Bell Ltd.The concept of the learning organization and the relevance of this concept to AG Bell LtdA learning organization is the organization where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together. The concept of the learning organization, it is an organization that learns and encourages learning among its people. It promotes exchange of information between employees hence creating a more knowledgeable workforce. This produces a very flexible organization where people will accept and adapt to new ideas and changes through a shared vision.The relevance to AG Bell Ltd is the following:For the staffs in the company, learning Organization encourages its members to improve their personal skills and qualities, so that they can learn and develop. It can get greater motivation and the workforce become flexible, people are more creative. For the organization Learning Organizations provide the perfect environment for high performing teams to learn, grow and develop. On the other hand these teams will perform efficiently for the organization to produce positive results. An activity learning organization in the AG Bell Ltd, can help the company achieve the objective easily and will have at its heart the concept of continuous learning. Therefore it will always be improving in its techniques, methods and technology. The concept of continuous development and the objectives of introducing it at AG Bell LtdContinuous development is an approach to the management of learning. It’s about developing skills in reflection and inquiry -- it's about learning how to learn so that your life's experiences become your own learning lab. The concept of continuous learning has become important because it places priority on noticing, adapting and learning from change.For AG Bell Ltd, it aims at the management of learning on an ongoing basis through the promotion of learning as an integral part of work itself.For the individuals at AG Bell Ltd, it means self-directed, lifelong learning, with a strong element of self-direction and self-management.The benefits to the organization of the continuous development approach to learning 1.In general, the organization can expect fewer mistakes, fewer accidents, less waste,higher productivity, higher morale, lower staff turnover, better employee relations, better customer service, and hence greater returns to the organization.2.By enabling employees to make the most of their talents, the organization will be in aposition to deploy individuals most effectively.3.Everyone in the organization will recognize the need for learning effort on their part ifthe organization is to succeed in its endeavors and thereby their jobs be made more secure.4.Change is constructive, welcomed and enjoyed, not forced and resisted.5.Members of teams do not just swap information. They tackle problems and createopportunities.The principal strategies recommended for implementation to embed continuous development at AG Bell LtdSide-by-side training: It can be known as ‘on-the-job training’ or ‘sitting by Nellie’ or even supervised practice. For AG Bell, a more experienced colleague takes on the role of trainer and helps the learner to develop new skills or knowledge under the trainer’s supervision. Work experience: It can be used to give an employee a better understanding of the work which an organization undertakes. It may take the following forms. Job rotation: where a number of staff learns to perform one another’s roles. Secondments: Generally involve the temporary transfer of an employee either from one department to another or from one organization to others.Self-development programmes It generally enable development of individuals by identifying individual training needs and then planning how these needs will be met. Formal training: It is often seen as the only solution to meeting an employee’s training needs. In the case, the employees of AG Bell are different; some are disadvantaged people, some are criminals and so on. Because AG Bell is pay a great attention to customer service, so the formal training is necessary.Performance assessment: It is more focused on the employee’s ability to do something. Now let’s look at some advantages and disadvantages of thes e strategies.The roles and responsibilities that should be assumed by individuals and groups Everyone in the organization should be encouraged to view the day-to-day operation of the organization as a continuous learning process. Everyone should have some responsibility for this.Senior executives: They have the responsibility to ensure that policy statements and practices promote continuous development. They should take into account the impact of key changes in legal requirements, technology, work patterns and ideas. They should encourage managers to plan learning activities to facilitate the process of change.Managers: They must give regular attention to subordinates’ continuous development. There should be regular discussion of development needs, planning for meeting the needs, coaching, mentoring and counseling. Managers should also introduce changes that make learning easier and/or more effective. For AG Bell, there are many staffs to management, so they should ensure that continuous development review discussions with senior managers and consultative groups, and in order to improve their own performance and the service. Personnel professionals: They should provide an information service on resources, and continuously monitor the extent and quality of learning activity in the organization. If they feel that the learning activity is inadequate to support the operational needs of the business, they should lead initiatives which generate strategic discussions about continuous development and recommend appropriate action as necessary. They should ensure that continuous development review discussions with senior managers and consultative groups happen at least once a year. Internal personnel department review discussions should take place frequently, and personnel professionals must constantly seek to improve their own performance and the service they provide to their organizations. They should also act as role models for continuous development in the organization.All learners: All learners in AG Bell must appreciate that they are responsible for clarifying their own learning goals. And Seek new information without waiting for it to be delivered.The overall summary describing the key benefits to AG Bell Ltd of implementing the learning organization and continuous development strategyThe major benefits of implementing the learning organization and continuous developmentstrategy are:1. Improved operational performance.2. The simultaneous development of people and work.3. Staffs in the company will develop. They will have more useful skills and they will satisfy with the AG Bell Ltd.The note has stated the information of learning organization and continuous development strategy. It will be helpful for AG Bell Ltd. Meanwhile, AG Bell Ltd is just benefit from it.。
员工培训与开发
郑州大学现代远程教育《员工培训与开发》课程学习指导书⏹课程内容与基本要求1、《员工培训与开发》得课程内容：《员工培训与开发》就是一门系统地阐述企业员工培训与开发理论与方法得课程，它就是人力资源管理专业得必修课程，就是一门实践性很强得学科。
课程得主要内容总体上分为四个主要部分：（1）员工培训需求分析。
员工培训需求分析就是员工培训与开发得起点，刻成主要介绍培训需求分析得主要内容、层次以及分析方法（2）培训计划得设计与制订。
课程主要介绍培训课程得设计程序、培训课程得设计方法、培训师得选择、培训方法设计、培训系统构建、培训制度保证等。
（3）培训计划得实施。
课程主要介绍培训计划实施得组织工作、实施过程中得管理工作、常用得培训方法等。
（4）培训效果评估。
课程主要介绍培训效果评估得内容、层次以及具体得评估方法。
2、学习基本要求：《员工培训与开发》课程注重专业性与实践性。
通过学习，使学生能够掌握员工培训与开发得基本理论、基本原理与操作方法，并能够运用于实践，通过练习与实践，具备组织与从事人力资源管理培训与开发工作得能力，为所在部门得人力资源管理工作做出一定得贡献。
⏹课程学习进度与指导章节课程内容学时分配学习指导第一章员工培训与开发概述一、学习目标与要求1、理解员工培训与开发得含义2、明确员工培训与开发得分类3、熟知员工培训与开发得原则4、掌握企业员工培训与开发工作存在得误区二、本章重点、难点：1、员工培训与开发得涵义2、员工培训与开发得分类3、员工培训与开发得意义4、员工培训与开发得原则5、企业员工培训与开发工作存在得认识误区三、本章练习判断正误：1、培训与开发没有什么区别（）2、流行什么就应该培训什么（）3、后勤管理人员没有进行培训得必要（）4、培训与开发得主要任务就是帮助员工增加知识与专业技能（）5、员工开发得过程，既就是发现员工潜能得过程，也就是发现员工业绩问题得过程（）6、从企业得角度瞧,培训得意义在于留住人才,为企业带来良好得经济效益（）答案：1、× 2、× 3、×4、×5、√6、√第二章员工培训与开发系统得构建一、学习目标与要求1、理解员工培训与开发系统得构成2、明确企业员工培训与开发得发展趋势3、掌握员工培训与开发系统得构建方法二、本章重点、难点：1、员工培训与开发得设计程序2、员工培训与开发得系统构成3、现代企业员工培训发展得新趋势三、本章练习简答：1、员工培训与开发项目得设计程序有哪些？2、员工培训与开发系统得内容有哪些？3、如何建立适宜得企业培训文化？1、答案要点：（1）第一阶段需求分析，主要涉及组织分析、任务分析、工作分析；（2）第二阶段确定培训目标，主要涉及知识目标、行为目标与结果目标；（3）第三阶段制定培训计划并组织实施，包括：编制培训计划、选择培训师、培训成本得审批、培训课程与方法得确认等（4）第四阶段就是对培训进行评估。
HND员工培训与开发outcome
I ntroductionThe main content of this report describes the difficulties faced by the A G Bell Ltd. in High town and the solutions. How to solve the problem of human resource management.This report is divided into three main parts. The three main parts are policy statement the main body of the training and strategy responsibilities for training at AG Bell Ltd Training and developing the workforce is important in company.Section 1: policy statement1.Policy StatementA G Bell Ltd. is provide 24/7 call center services. The company provides services to customers by high level of service and high technology applications. The company’s structure is flat organization structure. The department of the company is made up of teams. The company's less hierarchy is conducive to communication between organizations, Inter Organizational Communication is conducive to the development of the company and to avoid mistakes in the work.The company’s organization wants to recruit 40 new employees in High Town. The company will relocate to larger premises for the next two months. The recruitment and training of employees is very important. The company carries on the personalized training to the staff, to be trained by the company staff to improve work efficiency to meet the needs of the company. The company recruitment is diversified. The company recruiting vulnerable groups. The company give attention to vulnerable group of employees. Employees contribute to the organization through training.2.The main body of the Training StrategyA.the nature of AG Bell LtdAG Bell Ltd.’s vision is provides services to customers by high level of service andhigh technology applications. Customers are satisfied with the service from AG Bell Ltd. AG Bell Ltd development to get more market share. The company’s structure is flat organization structure. The company’s recruitment is distinctively, Ltd. AG Bell Ltd. will recruits staff from a disadvanged group, it is very important for the company to train the staff from a disadvanged group.B.the commitment and the contributionCommitment:AG Bell Ltd. come to High Town to face a lot of difficulties. The difficulties includes local economic decline, local employment rate is low and laborer’s skills is low. But AG Bell Ltd. to overcome these difficulties. The company training staff to improve skills and work efficiency. The company is committed to the fair treatment of each employee. The company encourage every employee to work better. The good performance of the staff is good for the organization to achieve the goal and profit maximization.Contribution: The AG Bell Ltd. has made a lot of contributions to the society. AG Bell Ltd. will recruits staff from a disadvanged group. AG Bell Ltd. helped High Town down the unemployment rate. The company helped d isadvanged group’s ease the burden on the family. Companies can open lectures and psychological counseling to help disadvanged group overcome psychological barriers. The Company can strengthen exchanges and cooperation between employees. The company's good reputation is good for the company to get the customer's satisfaction and more market share.Section 2: The main body of the training strategyA.the major issues of AG Bell Ltd.AG Bell Ltd. will face a lot of difficulties in the next two years. AG Bell Ltd. wants to recruit 40 new employees in High Town. High proportion of traditional industries in High Town, so High Town employee has no experience in call center services.AG Bell Ltd. concerned about disadvantage groups. AG Bell Ltd. recruitment has a characteristic, recruit staff from disadvantage groups. They may have psychological barriers. Staff from disadvantage groups may have an inferiority complex and they may not be willing to communicate with their colleagues. They need equal treatment and training.High Town’s local economic downturn. The unemployment rate of High Town’s traditional manufacturing industry is low. So the skills of the unemployed workers are low. The company takes a long time to train the staff.B.Training needsAG Bell Ltd. moved to High Town five years ago. AG Bell Ltd. needs to have a familiar process in High Town. The contents of AG Bell Ltd. training staff include personal team leadership; information technology; safety and health knowledge; Fluent communication skills.C.Resource implication of training needsAbout health and safety training and customers service training both of training for organizational group and individual. The organizational short-term training includes to understand the local cultural environment and lecture of employee psychological enlighten, organizational medium to long-term training includes cultivate customer loyalty and to update employee benefits policy. Group’s short-term training includes familiar with work flow training and the training of the employees are familiar with each other. Group’s medium to long-term training includes training for group leader; and improve the training of group work efficiency. Individual short-term training includes job skills training and mental health training Individual medium to long-term training includes the training of employees' loyalty to the company and training of employees' benefits and features.Section 3: responsibilities for training at AG Bell LtdA.ManagerManager analyzed the company's performance and achievements. Managersupports an employee who works hard.B.Team leaderTeam leader has different training for different job roles.C.Training professionalsTraining professional’s organization design training and development strategy.Training professionals designed and produced materials for training.D.IndividualDetermine individual training needs.ConclusionWith the help of human resource management, the company has solved many problems about training. A G Bell Ltd. has a good social reputation. A G Bell Ltd. is concerned about the vulnerable groups. A G Bell Ltd. helped to lighten the burden of society. Wish A G Bell Ltd. a better and better development.R eferenceHallier, J. and Butts, S. (2000) ‘Attempts to advance the role of training: process and context’, Employee Relations, Vol. 22, No. 4, pp. 375-402.King, N. (1994), ‘The qualitative research interview’, in Cassell, G., Symon, G. (Eds), Qualitative Methods in Organisational Research, Sage Publications, London.。
员工培训与开发教学大纲
《员工培训与开发》教学大纲课程代码：010104206课程英文名称：Employee Training and Development课程性质：专业课适用专业：人力资源管理总学时数：54 其中：讲课学时：50 实验学时： 4 总学分数：3.5 编写人：审定人：一、课程简介（一）课程教学目的与任务《员工培训与开发》是人力资源管理专业的一门主干专业方向课，是一门系统地阐述企业员工培训与开发的理论和方法的学科。
通过本课程的学习，学生应具备培训与开发的基本知识，具有分析培训需求、制定培训计划、管理开发的基本技能，具备从事企业人力资源管理中培训与开发管理工作职能的初步能力。
（二）课程教学的总体要求通过本课程的学习，学生必须重点掌握人力资源培训与开发过程中各个阶段的工作、各种类型培训的方法，掌握培训与开发中的学习原理、培训与开发的需要评估，了解人力资源培训与开发学科研究的主要内容、性质和研究方法。
（三）课程的基本内容课程的主要内容包括：现代培训与开发的基本概念和原理、培训与开发中的学习原理、培训与开发的需要评估、各种类型培训的方法、培训有效性评估等。
（四）先修课程及后续课程先修课程：管理学、经济学后续课程：《培训课件制作》、《实用软件与新技术》二、课程教学总体安排（一）学时分配建议表学时分配建议表（二）推荐教材及参考书目1、教材：石金涛主编，培训与开发，北京：中国人民大学出版，20032、参考书目(1)颜世富主编，培训与开发，北京：北京师范大学出版，2007(2)曹荣、孙宗虎编，员工培训与开发管理，北京：世界知识出版社，2003(3)众行管理资讯研发中心，培训为什么，广州：广东经济出版社，2003(4)腾宝红，如何进行员工培训，北京：北京大学出版社，2004(5)[美]唐纳德•L•柯克帕特里克著，张大伟，李洁译，修炼主管：一线管理人员的培训与开发，北京：邮电出版社，2004(6)汪群、王全蓉主编，培训管理，上海：上海交通大学出版社，2006（三）课程考核方式1、考核方式：考试（笔试）2、成绩构成：课堂（10%）+课设（20%）+考试（70%）三、课程教学内容及基本要求第一章现代培训与开发导论（4学时）1、教学目的与要求熟练掌握现代培训与开发对人力资源管理部门的要求；掌握现代培训技术；了解现代培训与开发与传统培训的区别及国外一些大公司的培训与开发概况。
员工培训与开发
2、培训效果评估的四个领域： （1）反应：受训者在多大程度上喜欢这项
计划? （2）学习：在培训计划中学到了什么原理、
事实和概念? （3）行为：受训者的工作行为因计划而改变 了吗? （4）结果：计划的结果是什么，如成本或流 动率是否有所降低?
二、员工培训的方法
（一）在职培训
在职培训(on—the—job training，OJT)：
组织与员工的双赢
通过培训（沟通），使员工个人才能发 挥及自我追求与组织的发展有机地结合起来， 使员工的发展寓于组织的繁荣发达之中。
第二节 上岗引导
一、相关概念
1、上岗引导（职业导向活动，迎新介绍，新雇
员上岗培训）：有计划地向新员工介绍组织、 工作部门和职位、即将开始的工作等相关情 况。
2、组织（整体）上岗引导：向新员工介绍相关
本章作业：
1、在实际管理工作过程中，大多数培训效果 没有被评估，请分析导致这种情形出现的可 能原因。
2、如果某出租车公司请你制订出租车司机培 训计划，请陈述你的工作思路？
3、培训需求分析的思路
3、培训需求分析的思路
（1）组织分析 对组织未来的发展方向进行分析，确定今后
的培训重点和方向；对企业的整体绩效进行分 析，找出存在的问题并分析问题产生的原因， 以确定企业目前的培训重点。
3、培训需求分析的思路
（2）工作分析 工作分析的结果明确了员工有效完成工作的 各种条件，有助于界定员工个人层面需要培 训的内容，这是设计培训课程的重要依据。
三、上岗引导计划
1、目的：帮助新员工迅速融入到组织中。
2、内容：以组织和员工两方面关注的需要为基
础。
组织关注：新员工正确的工作态度、观念和技
能，满足员工健康需求和生活需求，以及承 担社会责任等。
员工训练与开发(4)
2、培训与开发方式选择
1）正规培训（OFF-JT）
*一般传授：由学习者单方面的学习方式，包 括阅读、函授、影带、课堂讲授及专家讨论。 侧重知识的传授。
*单元教学：由学习者按自己的能力和进度， 学习规定的课程，以回答预先设定的问题。
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*讨论会：由组织者（组长）带领学习者一起 进行讨论，寻求解决问题的方案，着重参与者 学习知识的能力
定所属人员的培训和职业计划； 6）对企业文化、培训政策和策略、以及对培训
制度、程序和资源（时间、权利）方面的支持 等。
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第二部分
培训与开发的程序
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一、培训与开发需求的确认
1、基本程序
第一种情况：以提高员工工作业绩与工作执行 能力为基准的评估程序
第一步：确认员工工作行为和绩效差异的存在
培训方法配合
适应的学习风格
个案研究、角色扮演、实地观察
行动型
实地观察、研讨会
反省型
讲授、派发指导、阅读、书面汇报 理论型
公文处理、模拟操演、实地操作
实际型45
1）行动型：喜欢寻找新鲜的工作活动，乐于 接受新事物，喜欢与人一起工作。
2）反省型：倾向收集资料和数据来分析问题 ，喜欢观察别人工作，但甚少立即参与气质。
3）理论型：做事有条不紊，要求完美，喜欢 用理性和逻辑来思考问题。
4）实践型：喜欢从实践中证实新鲜意念，讨 厌反复和冗长的讨论，要看得见的实际效益。
*工作轮换：根据有系统的工作轮换，培养和 储备后备具有比较全面的人才或管理人才。但 必须进行工作中的指导。也可以用于新员工对 企业情况的迅速了解
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3、培训与开发的转移效果
要想使培训和开发结果有效地转移 到实际工作上，必须考虑企业的总体目 标、政策、组织结构、工作程序、方法 和企业文化的配合，确保一致性。
《员工培训与开发》ppt课件(2024)
培训与开发应根据员工的不同 特点和需求，采用个性化的培 训方式和内容，确保培训效果
最大化。
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员工培训需求分析
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组织层面的需求分析
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组织战略
分析组织的发展战略，确 定员工培训与开发的重点 和方向。
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组织文化
了解组织的核心价值观和 期望的员工行为，以便制 定相应的培训计划。
组织变革
识别组织变革对员工能力 的新要求，通过培训帮助 员工适应变革。
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任务层面的需求分析
工作任务
分析员工所在岗位的工作 任务，确定员工需要掌握 的知识、技能和态度。
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工作流程
了解员工所在岗位的工作 流程，以便制定针对性的 培训计划。
工作绩效
评估员工的工作绩效，识 别员工的绩效差距和培训 需求。
激发员工潜能
通过培训与开发，可以激发员工的创造力和潜能，使员工 更加积极、主动地投入工作。
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提高员工素质
培训与开发可以帮助员工提高知识、技能和能力水平，增 强员工的综合素质和竞争力。
促进企业创新
培训与开发可以促进企业知识、技术的更新和升级，推动 企业不断创新和发展。
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培训与开发的原则
《员工培训与开发》ppt课 件
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contents
目录
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• 员工培训与开发概述 • 员工培训需求分析 • 员工培训计划制定与实施 • 员工培训效果评估与反馈 • 员工培训中的常见问题及解决策略 • 员工培训与开发的未来趋势
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01
人力资源管理师考试四级培训与开发
知识要求 一、企业员工培训计划的基本原理 二、培训计划的层次和类型 能力要求 一、培训计划设计内容 二、制定员工培训计划的依据
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第一节 培训体系开发体系与计划设计
知识层面
一、企业员工培训计划的基本原理 一个完整的培训流程可用PDCA循环图来
概括：P（plan）即培训计划；D（do）即 培训实施；C（check）即培训评估；A （action）即培训改进。
知识层面
一、企业员工培训计划的基本原理 （三）培训计划设计的要求
1、系统性 2、标准化 3、有效性 （1）可靠性；（2）针对性；（3）相关性；（4）
高效性。 4、普遍性 普遍性就是要求培训计划制定必须适应不同的工
作任务、不同的培训对象和不同的培训需要。
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第一节 培训体系开发体系与计划设计
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第一节 培训体系开发体系与计划设计
能力层面
一.企业员工培训系统的结构设计 （三）培训组织实施 首先根据培训计划组织师资，确定培训
资料、培训时间、地点和参加人员； 接着实施培训，并为整个培训过程提供
后勤保障； 最后实行培训考核。
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第一节 培训体系开发体系与计划设计
能力层面
一.企业员工培训系统的结构设计 (四)培训效果评估 该子系统的主要功能是：收集与培训相关的
培训计划
培训改进
培训评估
培训实施
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第一节 培训体系开发体系与计划设计
知识层面
一、企业员工培训计划的基本原理 （一）员工培训计划的概念
培训计划是根据企业的近、中、远期的发展目标， 对企业员工培训需求进行预测，然后制定培训活 动方案的过程。它是一个系统工程，包括确定组 织目标、分析现阶段差距、确定培训范围、拟定 培训内容、选择培训方式、确认培训时间以及培 训计划的调整方式和组织管理等工作。
第三章--培训与开发(四级)
第三章培训与开发第一节入职教育学习目标：能够开展员工入职教育的资料准备工作和会务准备工作。
基本框架：一、员工入职教育的资料准备〔7〕〔1〕员工上岗培训的计划；〔2〕员工上岗培训通知；〔3〕受训员工基本情况表；〔4〕受训员工上岗培训安排表;〔5〕受训员工上岗培训提纲;〔6〕按培训内容编写的培训资料或提纲；〔7〕员工手册。
二、员工入职教育的会务准备〔一〕准备员工入职教育会议议程1 .由高层经理人员致欢迎词。
介绍公司的信念和期望、公司历史与概要、公司的传统、规X与标准、公司的组织指挥系统、公司的方针和理想、同业中的地位、经营思想、公司的发展趋势与目标、组织具备的优势和面临的问题，以与员工可以对公司具有的期望和公司对雇员的要求。
2. 由人力资源部进行一般性的指导。
包括介绍组织的概况、各种人事管理与各项规定、就职规则、薪酬制度、工作时数、员工福利、劳资关系、就职合同等等。
所需要介绍的各种政策与规定包括加班制度、轮班制度、工作费用报销规定、节日工资标准、发薪方式和纳税方法等。
3. 由直属上司执行特定性的指导，包括公司的经营活动、经营网络、商品构成、部门功能、新员工的工作职责、工作的地点、安全规定、绩效检查标准以与一起合作的同事等。
4 .举行新员工座谈会。
进一步使员工了解公司和工作的各种信息。
〔二〕入职教育的内容主要有：规章制度、企业概况、产品知识、行为规X和共同价值观。
〔三〕入职培训的专业内容1、业务知识。
2、技能。
3、管理实务。
管理实务是指某项管理工作的程序、方法、标准等。
〔四〕入职培训会场安排负责培训人员应提前到位检查地点确保培训的各项准备的顺利进行。
具体的事项有：〔1〕座位的排定;〔2〕温度的调节;〔3〕设备的检查与调试；〔4〕资料、学习用品的准备;〔5〕后勤服务与保障;〔6〕其他后备计划。
[相关知识]一、入职培训的特点1、基础性培训。
人职培训的目的是使任职者具备一名合格员工的基本条件。
作为企业的一员，任职者必须具有该企业产品的知识，熟悉企业的规章制度。
《员工培训与开发》课件
培训实施
确定培训师
根据培训计划和目标，选择适合的培训师，可以来自企业内部或外部。
确定培训时间和地点
根据培训计划和资源情况，确定培训时间和地点，并提前通知员工。
实施培训
根据培训计划和目标，采用合适的培训方法和手段，如讲座、案例分析、角色扮演等，确保培训效果。
培训效果评估
制定评估标准
根据培训目标和计划，制定具 体的评估标准，包括员工表现 、培训质量、培训效果等方面
《员工培训与开发》课件
xx年xx月xx日
contents
目录
• 员工培训与开发概述 • 员工培训与开发的流程 • 员工培训与开发的方法和技术 • 员工培训与开发的实践案例
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员工培训与开发概述
员工培训与开发的概念
员工培训与开发是指企业为提高员工素质、技能、工作绩效 和价值观，采用多种手段所进行的有计划、有系统的培养和 训练活动。
。
苹果公司的员工培训与开发
背景介绍
苹果公司是全球最具影响力的科 技企业之一，为了保持其竞争优 势和持续创新，苹果公司非常注 重员工培训与开发。
培训内容
苹果公司的员工培训内容包括设 计思维、项目管理、团队协作等 多个方面，注重培养员工的创新 能力和问题解决能力。
开发项目
苹果公司的员工开发项目包括 “Blueprint”领导力发展计划和 “Apple University”等，提供 高质量的领导力和管理培训以及 针对不同岗位的专业技能培训。
要点二
培训内容
IBM是一家全球知名的IT企业，为了 保持其领先地位，IBM非常重视员工 培训与开发。
IBM的员工培训内容包括领导力、销 售技巧、项目管理等多个方面，根据 员工不同的职业发展阶段，提供相应 的培训课程。
HND员工培训开发作业outcome
1.Policy StatementA G Bell Ltd is a call center service company. The company prides itself on achieving exception service levels, and exploiting cutting edge technology. The company encourages a team based approach to meeting its demanding targets for response rates. And the company’s structure is flat organization structure, facilitates a supportive, enabling culture, where people are valued as a key resource and developed to meet business needs. And the company has 180 staff through the innovative way select.Training is very important for every company. In A G Bell Ltd training is to improve staff skills. Especial face with the disadvantage group. Training can motivate employees to improve work. Staff training can improve the efficiency of AG Bell Ltd. There has so many advantages so the company’s senior manager should pay more attention to it.The company mission: through the innvative apporach to select the staff. The person is most important captial to A G Bell Ltd. And it also using a unique technology company's sales and management to enable enterprises to increase market share.The company vision:is AG Bell Ltd want to increase market share, expand markets, and service more customers, sure at last make more profits. Make company develop more smoothly.For the training, company promise all employees has equal training opportunities. And every employee can get benefits from the training process. Staff training can improve their professional levels and responsibilities for the company goals.Training is a very necessary part for AG Bell Ltd. It has a lot of benefits for company.First of all, AG Bell Ltd select staff from a varity of disadvanged group. For improve employee’s skill the training is must be. It can helps employees make up the knowledge necessary and fulfill the performance gap between the actual operation and expected situation.Beside, and the training can let AG Bell Ltd to achieve goals more easily. If theorganization has the a lot of high levels employees, this can improve company’s working efficience. And help company achieve goals more quickly.Third, Training could help employees developing their problem solving abilities and enhance communication abilities these can support the mission of AG Bell Ltd .For employee also have many benefits. Through training, employee can feel organization pay a lot of attention to them, and then increase the loyalty. And this can make supervisor and staff has a good cooperation, know each other more, then increase the cohesion. Faced with the company vision, enlarge the market share, must improve the employee’s professional knowledge for meet the future needs.All of these can conclude training is a must be. For company to develop more good, AG Bell Ltd should be support training, and introduction the policy back the training.2.The Main Body of the Training Strategya.(1)Because A G Bell Ltd want to rapid expansion , the organization need to expand workforce by 40 employees.New employees, training can let them know their responsibilities, and improve their working skill. This is the basic for working in the future for company.(2)The Investors in People Standard, Investors in People award which is the national award for good practice of training, this project should make employee has a good knowledge about it.All staff should join in the project. To achieve this aim, training is a fastest way.(3)For AG Bell Ltd, one feature is them employ lots of disadvantaged employees.Faced with these staff, training can make them master the knowledge and equipment, health and safety knowledge and respond to questions using the techniques.b.For achieve the training purpose, there needs any resources.Foremost, the finance resource should satisfy the training.Before implement training, the financial resource should be calculate, make sure have enough budgets to meet the needs of training. This is the basic demand of training.Second, the training place is very important, before training implement must be confirmed. The size、condition、environment and so on, relevant items must be sure. This is the key factors of training.Then the training facility is also neccessory, such as the audio visuals、projector 、the site arrangement, the trainees need a plan outline and copy reading materials,and so on.Beside, the teacher of training should be arrangement proper. When training start everything should be taking their place.Next, about management training should be take decentralization of authority. To do so, let middle-level manager more loyalty for company. And also make staff can has a good know of their manager, can let the atmosphere in the workplace more harmonious. Contribute to a very high enthusiasm for work.All of these should be determine before training. For make sure that training be successful, every details should be embody.3.Responsibilities for Training at A G Bell LtdAccording to A G Bell Ltd’s organization chart, and the service it provide, about the responsibilities I affirm manager、team leader、training professional and individual should:。
HND员工培训与开发4
Individual ReportA6HC34 Training and Developing the workforceOutcome 4NAME:SCN:CLASS:ContentsIntroduction (3)Section 1:Appropriate definition of learning organization (3)Section 2:Appropriate explanation of continuous development (4)Section 3:Benefits of continuous development (5)Section 4:Appropriate strategies for embedding continuous development (6)Section 5:appropriate roles and responsibility (7)Section 6:Summary (8)Conclusion (8)Reference (9)IntroductionThis report will be introduced promote and support learning organization and continuous development activities to Support the sustainable development of the company. Several types of learning are introduced in the report, and the benefits to theAG Bell Ltd. .Section 1: Appropriate definition of learning organizationA learning organization is the organization where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together.Learning organization’s Benefits:Maintaining levels of innovation and remaining competitive. Having the knowledge to better link resources to customer needs. Improving corporate image by becoming more people oriented.Learning organization’s Barriers:Favours individual and collective learning processes at all levels of the organization, but does not connect them properly to the organization's strategic objectives. Challenges in the transformation to a learning organization. Focuses mainly on the cultural dimension and does not adequately take into account the other dimensions of an organization.Relevance to AG Bell Ltd is the following:The AG Bell Ltd.’s employees can be improved through learning organization. AG Bell Ltd.’s employees having the knowledge to better link resources and to meet customer needs. Learning organization is a human centered learning activity. Learning organization to improve AG Bell's corporate image. Learning organization can keep the innovation level and keep the competitive power. AG Bell companies can be more longtermdevelopment. AG Bell Company have a certain challenge to the learning organization.Section 2: Appropriate explanation of continuous developmentContinuous development is an approach to the management of learning. Continuous development means that we can continue to update our knowledge in life and work. To do this we need to be able to identify development opportunities which happen as part of our work.For the Organisation：For the organisation the management of learning on an ongoing basis through the promotion of learning as an integral part of work itself. The AG Bell company's management is based on the continuous learning to enhance their own work essential components. Sustainable development can help AG Bell company on the basis of sustainable management, to help companies optimize human resources, good human resources is part of the company's sustainable development.For the Individual：For the Individual Self-directed, lifelong learning, with a strong element of selfdirection and self-management. AG Bell Ltd. has a large number of new employees, and these employees are some of the relatively low professional skills of vulnerable groups. AG Bell company allows employees to train self-guidance, lifelong learning, has a strong self-guidance and self-management elements. Personal ability improvement is conducive to the rapid realization of organizational goals, to ensure the sustainable development of organizations.Planned learning:Set a goal in learning knowledge or skills, and commit to a plan to understand what we need when we learn. Planned learning helps employees complete learning skills. Planning learning can help employees to plan and achieve sustainable development of individual goals. New employees need to master the basic skills of their jobs. Employeesneed to master their skills and need to improve their skills. Employees with skilled skills need to change jobs, they need to adapt to the new environment. Staff work fixed, employees need to plan learning. Program learning is conducive to the sustainable development of employees and enterprises.Section 3: Benefits of continuous development•Everyone in the organization understands and shares ownership of operational goals.AG Bell Company have a lot of organizations, the organization of each personshould be the target of the organization's operations goal to hard work. AG BellCompany’s employees who has completed the organization's operation objectives will lead to the company to achieve AG Bell Company’s goal.•Strategic plans are more likely to be achieved. Due to the rapid development of AG Bell company, so AG Bell company needs strategic plan. AG needs 40 newemployees. In order to achieve this goal, the company must be in two months after the re deployment of a larger plan. A company to develop strategic G Bell to ensure stable development.•New developments are promoted; change is constructive, welcomed and enjoyed, not forced and resisted. AG Bell Ltd. has a reputation throughout the industry for its innovative approach to HR Employing. The AG Bell Ltd. company is successful in developments.•By enabling employees to make the most of their talents, the organization will be ina position to deploy individuals most effectively. AG company's flat organizationalstructure, the company's employees are regarded as a key resource and development to meet business needs. Every employee's talent is found to meet the needs of the company's development.In general, the organization can expect fewer mistakes, fewer accidents, less waste, higher productivity, higher morale, lower staff turnover, better employee relations, better customer service, and hence greater returns to the organization. AG Bell Ltd.through the training of employees can improve the efficiency of staff and reduce the staff's mistakes. AG Bell Ltd. can be through the planning of employees, thecompany gives employees a better working environment can keep employees at the same time reduce the turnover rate of staff.Section 4: Appropriate strategies for embedding continuous developmentFormal training:Formal training is often seen as the only solution to meeting an employee’s training needs. AG Bell Ltd. recruitment of staff, including a variety of vulnerable groups. Vulnerable groups include black, minority workers, disabled workers, and workers with criminal records.Work experience:Work experience can be used to give an employee a better understanding of the work undertaken by an organization. It can take the following form. Job rotation: where a number of staff learns to perform one another’s roles. Secondments: Generally involve the temporary transfer of an employee either from one department to another or from one organization to another. AG Bell Ltd. in order to achieve the new goal, AG Bell Ltd. needs 40 new employees. New employees need to work experience. Experience in working with new employee. New employees through training and work experience of the people exchange and training of accumulated work experience.Section 5: appropriate roles and responsibilityResponsibilities and RolesEveryone in the organization should be encouraged to view the day-to-day operation of the organization as a continuous learning process. Everyone should have some responsibility for this. AG Bell Ltd.'s senior management should encourage employees to work in a planned and continuous learning, each employee should bear theresponsibility, each employee in the work to learn and accumulate work experience.ManagersManagers must give some attention to the sustainable development of subordinates. There should be a regular discussion of development needs, plans to meet demand, coaching, mentoring and coaching. Managers should also introduce changes to make learning easier and more effective. AG Bell Ltd. executives and employees need to communicate, and they should be regularly discussed. Employees are more likely to learn to learn more effectively through mentoring and coaching. The introduction of changes in the management of employees to get the opportunity to learn to keep the company's sustainable development.Personnel professionalsPersonnel professionals should provide a resource of information services, and continuously monitor the degree and quality of learning activities in the organization. If Personnel professionals believes that employee learning activities are not sufficient to support the business needs of the business, Personnel professionals should lead initiatives to generate sustained development strategies for discussion, and suggest appropriate actions. AG Bell Ltd. company's management staff should test the degree of learning. Management through the discovery of the problem of targeted training for employees.All learnersAll learners (including groups of three or more) must be aware that they are responsible for clarifying their learning goals and that these goals will be identified through the review and discussion of the management of the forward-looking plans and discussions. AG Bell Ltd. should communicate with the manager in a timely manner. Staff review your own performance without waiting for it to seek new information. When asked to explain, to solve the problems they do not understand. Employees should help and learn from each otherSection 6: SummaryThere are many advantages to learning organization and sustainable development strategy. Advantages include improved operating performance and the ability to promote the learning of employees at the same time the company has been developing. Employees get and learn a lot of useful skills, accumulated a lot of work experience. Employees through learning, improve their ability. Employee's technical progress and rich work experience can meet the needs of customers and promote the development of the company.ConclusionThis report gives a brief introduction to the learning organization and the composition of the structure and the composition of personnel to support the sustainable development of the company. Learning organization and structure of the composition and personnel composition is very important. The AG Bell Ltd. will have a long-term development in the future.ReferenceHallier, J. and Butts, S. (2000) ‘Attempts to advance the role of training: process and context’, Employee Relations, Vol. 22, No. 4, pp. 375-402.King, N. (1994), ‘The qualitative research interview’, in Cassell, G., Symon, G. (Eds), Qualitative Methods in Organisational Research, Sage Publications, London.。
HND员工培训与开发案例
Case studyAG Bell Ltd。
A.G. Bell Ltd.， is a private sector company specialising in 24/7 call centre services. Based in High Town， Scotland， the company prides itself on achieving exceptional service levels， and exploiting cutting edge technology， The company encourages a team based approach to meeting its demanding targets for response rates，When traditional manufacturing industries were at their peak， High Town experienced very little unemployment， With the downturn in traditional industry, unemployment rates reached an all time high. In addition to these high levels of unemployment， the potential workforce tends to be low skilled with higher than average representation among disadvantaged groups. AG Bell Ltd relocated to High Town five years ago attracted to the area by inward investment grants offered by the Government，AG Bell Ltd has a reputation throughout the industry for its innovative approach to HR Employing 180 staff， the flat organisation structure ，see diagram below， facilitates a supportive， enabling culture, where people are valued as a key resource and developed to meet business needs， The company’s approach to its workforce is reflected in its desire to achieve the Investors in People Standard over the next year， The workforce at AG Bell Ltd is diverse and the organisation benefits from the opportunity to recruit staff from a variety of disadvantaged groups， The workforce has above average representation of Black Minority Ethnic workers, disabled workers and workers with criminal records，Due to rapid expansion， the organisation needs to expand its workforce by 40 employees. To enable this to happen, the company will relocate to larger premises in High Town during the next two months，Assessment task instructions 1Prepare a Training Strategy for the OrganisationThis assessment is based on the case study of AG Bell Ltd。
HND员工培训与开发
Individual ReportA6HC34 Training and Developing the workforceOute 3NAME:S:CLASS:ContentsIntroductory Preamble (3)a.Theories of Learning (4)b.The Learning Cycle (4)c.Learning Style (5)How to conduct a Selection Interview (5)a.Preparing for the interview (6)b.Conducting the interview (7)c.Advantages and disadvantages of the interview (8)d.Discrimination and how to avoid it (9)Training Session Plan (10)Costs of Preparing and Delivering for Course (10)Evaluation (12)Introductory PreambleThe report includes human resource managers to prepare for training activities, and the training time is 2 to 3 hours.The report includes the resources used by human resources managers in training and the content of the interview.The theme of the training is“How to conduct a selection interview”. The report first introduces the learning method, a good learning method can support the training.The methods of study include theories of learning the learning cycle and learning style. The second part introduces the process of the interview. The content and process of the interview include Preparing for the interview conducting the interview advantages and disadvantages of the interview and discrimination and how to avoid it. Training interview must follow the principle of equality and respect, so the place must be carefully chosen and make choice. Reflect the importance of business professionals, as much as possible to ease the pressure, to create an equal, warm and harmonious atmosphere.The report in the form reflects the training arrangements and resources used in the training, interview with what resources, training and training of the specific arrangements and resources used.The training program mainly consists of four parts:●Preparing for the interview●Conducting the interview●Advantages and disadvantages of the interview● Discrimination and how to avoid itTraining program is supported by three theories: ● Theories of learning ● The learning cycle ● Learning style.Theories of learningLearning is a process of active engagement with experience. It is what people do when they want to make sense of the world. It may involve an increase in skills, knowledge or understanding, a deepening of values or the capacity to reflect. Effective learning will lead to change, development and a desire to learn more.The learning cycle:One theory of learning suggests that the process by which people learn is through the learning cycle. There are four main elements of the cycle and it is important to note that a learning process can begin at any point. It is also important for us to be aware that to plete the learning process learners need to work all the way around the cycle.Learning styleThere are four sessions in the learning style include activists, reflector, theorist ，pragmatists.Learning styles refer to a range of peting and contested theories that aim to account for differences in individuals' learning. These theories propose that all people can be classified according to their 'style' of learning, although the various theories present differing views on how the styles should be defined and categorized. A mon concept is that individuals differ in how they learn.Activists: Although these people do not have learning experience, their learning style is modest, take action and consider the future impact. They are active learning.Reflectors:Their learning style is to observe the situation from different angles. They like to collect data and think about any conclusions before.Theorists:They think the problem through step by step. They consider learning new knowledge through logical observation.Pragmatists:They acquire new knowledge by practice and practice. They take the initiative to acquire new ideas, theories and techniques.They positively search out new ideas and take the first opportunity to experiment with applications. They tend to be impatient with ruminating and open-ended discussions.Training Session PlanEvaluationEvaluation is a systematic determination of a subject's merit, worth and significance, using criteria governed by a set of standards. It can assist an organization, program, project or any other intervention or initiative to assess any aim, realizable concept/proposal, or any alternative, to help in decision-making; or to ascertain the degree of achievement or value in regard to the aim and objectives and results of any such action that has been pleted. The primary purpose of evaluation, in addition to gaining insight into prior or existing initiatives, is to enable reflection and assist in the identification of future change.Level 1 Reaction:This level is assessed by the learner's perception of the training course.In the case, AG Bell Ltd.’s managers should observe how learners feel.This level can assess the course response to pany representatives.Level 2 Learning: The degree to which the participants in the training program got the knowledge and skills. In the case, the trainer of AG Bell Ltd.’s can learn the skills of the trainees through the test.Level 3 Behavior: Training in the work of the training, the trainers with their training in what they have learned to carry out training.In this case, this level can assess AG Bell Ltd.'s goals, which can assess financial progress.Level 4 Results: As a result of the training to what extent the results reflect the established objectives.In this case, it can measure employee turnover and customer satisfaction. At the same time. The pany can understand the pany's advantages and disadvantages.Evaluation refers to the evaluation and demonstration of the program to determine whether or not to take. In the process of designing a training programmer, human resource managers should assess whether it is the goal of achieving the future.Costs of Preparing and Delivering for CourseEvaluationEvaluation is a systematic determination of a subject's merit, worth and significance, using criteria governed by a set of standards. It can assist an organization, program, project or any other intervention or initiative to assess any aim, realizable concept/proposal, or any alternative, to help in decision-making; or to ascertain the degree of achievement or value in regard tothe aim and objectives and results of any such action that has been pleted. The primary purpose of evaluation, in addition to gaining insight into prior or existing initiatives, is to enable reflection and assist in the identification of future change.Level 1Reaction:This level is assessed by the learner's perception of the training course.Level 2 Learning: The degree to which the participants in the training program got the knowledge and skills.Level 3 Behavior: Training in the work of the training, the trainers with their training in what they have learned to carry out training.Level 4 Results: As a result of the training to what extent the results reflect the established objectives.Evaluation refers to the evaluation and demonstration of the program to determine whether or not to take. In the process of designing a training programmer, human resource managers should assess whether it is the goal of achieving the future.ReferenceHallier, J. and Butts, S. (2000) ‘Attempts to advance the role of training: process and context’, Employee Relations, Vol. 22, No. 4, pp. 375-402.King, N. (1994), ‘The qualitative research interview’, in Cassell, G., Symon, G. (Eds), Qualitative Methods in Organisational Research, Sage Publications, London.。
员工培训与开发完整版
• 三、培训需求的调查对象 • 1.调查部门：公司人力资源部。 • 2.调查对象：公司各职能部门主要负责人、主管级以上的
中层管理职务人员(36人)。
• 四、培训需求的调查方法
• 本次培训需求调查采取访谈和问卷调查相结合的方式进行。
• 1.访谈 • 由人力资源部经理作为此次培训需求分析的主负责人，同
• 二、培训需求分析的时间安排 • 本次培训需求分析的实施按照以下时间安排进行： • (1)2008年8月1日-8月10日,准备工作。 • (2)2008年8月11日-8月26日,调查问卷设计与完善。 • (3)2008年8月27日-9月10日,问卷发放与回收。 • (4)2008年9月11日-9月30日,分析调查问卷、撰写培训需
• 六、培训需求分析的建议
• 通过培训需求的调查分析,了解到公司中层管理人员大部 分任职时间较短，在管理能力方面存在很大不足，这些不 足已经影响到公司战略目标的顺利实现，因此，特提出培 训建议，以指导中层管理人员培训计划的安排与制定。
• 1.培训对象:中层管理人员 为更好发挥培训作用，建议把培训对象划分为两个层次， 一为任职不足2年的中层管理人员，二为任职满2年以上的 中层管理人员。
• 5.团队建设
• 团队作用发挥得好，就能产生1+1>2的效果，同时又能 调动员工的积极性。但团队建设是一项复杂的工作，经 过调查，有77.78%的中层管理人员明确表示尚缺乏团队 也与领导方面的技能。
6.员工培训
• 所有作为此次培训对象的中层管理人员都表示会对员工进行培训。只 有16.67%的中层管理人员制定有员工培训计划并能有效执行， 33.33%的中层管理人员制定了员工计划，但没有落实，33.33%的 中层管理人员对员工培训的看法为可有可无，随意性较大，有 16.67%的中层管理人员认为没有时间对员工进行培训，可见，中层 管理人员对培训技巧的掌握还需要进一步学习。
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HND员工培训与开发4Individual ReportA6HC34 Training and Developing the workforceOutcome 4NAME:SCN:CLASS:ContentsIntroduction (4)Section 1: Appropriate definition of learning organization (4)Section 2: Appropriate explanation of continuous development (5)Section 3: Benefits of continuous development 6 Section 4: Appropriate strategies for embedding continuous development (7)Section 5: appropriate roles and responsibility 8 Section 6: Summary (9)Conclusion (10)Reference (11)IntroductionThis report will be introduced promote and support learning organization and continuous development activities to Support the sustainable development of the company. Several types of learning are introduced in the report, and the benefits to the AG Bell Ltd. .Section 1: Appropriate definition of learning organizationA learning organization is the organization where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together.Learning organization’s Benefits:Maintaining levels of innovation and remaining competitive. Having the knowledge to better link resources to customer needs. Improving corporate image by becoming more people oriented.Learning organization’s Barriers:Favours individual and collective learning processes at all levels of the organization, but does not connect them properly to the organization's strategic objectives. Challenges in the transformation to a learning organization. Focuses mainly on the cultural dimension and does not adequately take into account the other dimensions of an organization.Relevance to AG Bell Ltd is the following:The AG Bell Ltd.’s employees can be improved through learning organization.AG Bell Ltd.’s employees having the kno wledge to better link resources and to meet customer needs. Learning organization is a human centered learning activity. Learning organization to improve AG Bell's corporate image. Learning organization can keep the innovation level and keep the competitive power. AG Bell companies can be more long-term development. AG Bell Company have a certain challenge to the learning organization.Section 2: Appropriate explanation of continuous development Continuous development is an approach to the management of learning. Continuous development means that we can continue to update our knowledge in life and work. To do this we need to be able to identify development opportunities which happen as part of our work.For the Organisation：For the organisation the management of learning on an ongoing basis through the promotion of learning as an integral part of work itself. The AG Bell company's management is based on the continuous learning to enhance their own work essential components. Sustainable development can help AG Bell company on the basis of sustainable management, to help companies optimize human resources, good human resources is part of the company's sustainable development.For the Individual：For the Individual Self-directed, lifelong learning, with a strong element of self-direction and self-management. AG Bell Ltd. has a large number of new employees, and these employees are some of the relatively low professional skills of vulnerable groups. AG Bell company allows employees to train self-guidance, lifelong learning, has a strong self-guidance and self-management elements. Personal ability improvement is conducive to the rapid realization oforganizational goals, to ensure the sustainable development of organizations.Planned learning:Set a goal in learning knowledge or skills, and commit to a plan to understand what we need when we learn. Planned learning helps employees complete learning skills. Planning learning can help employees to plan and achieve sustainable development of individual goals. New employees need to master the basic skills of their jobs. Employees need to master their skills and need to improve their skills. Employees with skilled skills need to change jobs, they need to adapt to the new environment. Staff work fixed, employees need to plan learning. Program learning is conducive to the sustainable development of employees and enterprises.Section 3: Benefits of continuous development●Everyone in the organization understands and shares ownership ofoperational goals. AG Bell Company have a lot of organizations, the organization of each person should be the target of the organization's operations goal to hard work. AG Bell Company’s employees who has completed the organization's operation objectives will lead to the company to achieve AG Bell Company’s goal.●Strategic plans are more likely to be achieved. Due to the rapid developmentof AG Bell company, so AG Bell company needs strategic plan. AG needs 40 new employees. In order to achieve this goal, the company must be in two months after the re deployment of a larger plan. A company to develop strategic G Bell to ensure stable development.●New developments are promoted; change is constructive, welcomed andenjoyed, not forced and resisted. AG Bell Ltd. has a reputation throughout the industry for its innovative approach to HR Employing. The AG Bell Ltd.company is successful in developments.●By enabling employees to make the most of their talents, the organizationwill be in a position to deploy individuals most effectively. AG company's flat organizational structure, the company's employees are regarded as a key resource and development to meet business needs. Every employee's talent is found to meet the needs of the company's development.●In general, the organization can expect fewer mistakes, fewer accidents, lesswaste, higher productivity, higher morale, lower staff turnover, better employee relations, better customer service, and hence greater returns to the organization. AG Bell Ltd. through the training of employees can improve the efficiency of staff and reduce the staff's mistakes. AG Bell Ltd. can be through the planning of employees, the company gives employees a better working environment can keep employees at the same time reduce the turnover rate of staff.Section 4: Appropriate strategies for embedding continuous development Formal training:Formal training is often seen as the only solution to meeting an employee’s training needs. AG Bell Ltd. recruitment of staff, including a variety of vulnerable groups. Vulnerable groups include black, minority workers, disabled workers, and workers with criminal records.Work experience:Work experience can be used to give an employee a better understanding of the work undertaken by an organization. It can take the following form. Job rotation:where a number of staff learns to perform one another’s roles. Seco ndments: Generally involve the temporary transfer of an employee either from one department to another or from one organization to another. AG Bell Ltd. in order to achieve the new goal, AG Bell Ltd. needs 40 new employees. New employees need to work experience. Experience in working with new employee. New employees through training and work experience of the people exchange and training of accumulated work experience.Section 5: appropriate roles and responsibilityResponsibilities and RolesEveryone in the organization should be encouraged to view the day-to-day operation of the organization as a continuous learning process. Everyone should have some responsibility for this. AG Bell Ltd.'s senior management should encourage employees to work in a planned and continuous learning, each employee should bear the responsibility, each employee in the work to learn and accumulate work experience.ManagersManagers must give some attention to the sustainable development of subordinates. There should be a regular discussion of development needs, plans to meet demand, coaching, mentoring and coaching. Managers should also introduce changes to make learning easier and more effective. AG Bell Ltd. executives and employees need to communicate, and they should be regularly discussed. Employees are more likely to learn to learn more effectively through mentoring and coaching. The introduction of changes in the management of employees to get the opportunity to learn to keep the company's sustainable development.Personnel professionalsPersonnel professionals should provide a resource of information services, and continuously monitor the degree and quality of learning activities in the organization. If Personnel professionals believes that employee learning activities are not sufficient to support the business needs of the business, Personnel professionals should lead initiatives to generate sustained development strategies for discussion, and suggest appropriate actions. AG Bell Ltd. company's management staff should test the degree of learning. Management through the discovery of the problem of targeted training for employees.All learnersAll learners (including groups of three or more) must be aware that they are responsible for clarifying their learning goals and that these goals will be identified through the review and discussion of the management of the forward-looking plans and discussions. AG Bell Ltd. should communicate with the manager in a timely manner. Staff review your own performance without waiting for it to seek new information. When asked to explain, to solve the problems they do not understand. Employees should help and learn from each otherSection 6: SummaryThere are many advantages to learning organization and sustainable development strategy. Advantages include improved operating performance and the ability to promote the learning of employees at the same time the company has been developing. Employees get and learn a lot of useful skills, accumulated a lot of work experience. Employees through learning, improve their ability. Employee's technical progress and rich work experience can meet the needs of customers and promote the development of the company.ConclusionThis report gives a brief introduction to the learning organization and the composition of the structure and the composition of personnel to support the sustainable development of the company. Learning organization and structure of the composition and personnel composition is very important. The AG Bell Ltd. will have a long-term development in the future.ReferenceHallier, J. and Butts, S. (2000) ‘Attempts to advance the role of training: process and context’, Employee Relations, Vol. 22, No. 4, pp. 375-402.King, N. (1994), ‘The qualitative research interview’, in Cassell, G., Symon, G. (Eds), Qualitative Methods in Organisational Research, Sage Publications, London.11。