员工培训与开发

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员工开发与员工培训

员工开发与员工培训

激励与考核
建立激励和考核机制, 鼓励员工积极参与培训
和自我发展。
结合的实践案例和效果分析
01
案例一
某公司通过为员工提供职业发展规划和内部培训课程,提高了员工的综
合素质和专业技能,同时也增强了员工的归属感和忠诚度。
02 03
案例二
某跨国公司实施了基于绩效的培训体系,根据员工的绩效表现和职业发 展规划,为员工提供个性化的培训和发展计划,有效提高了员工的绩效 水平和工作满意度。
和掌握工作技能。
网络培训法
利用互联网和数字化技术进行 远程培训,方便快捷,可随时
随地学习。
03 员工开发与员工培训的结 合
员工开发与员工培训的联系
员工开发与员工培训相互补充
01
员工开发注重个人潜力和长期发展,而员工培训关注短期技能
提升和知识传授。
共同目标
02
都是为了提高员工的综合素质和能力,促进个人和组织的发展。
效果分析
结合实践案例可以看出,将员工开发与员工培训结合可以带来多方面的 积极影响,包括提高员工综合素质、增强组织竞争力、降低人才流失率 等。
04 企业如何实施有效的员工 开发与培训
制定有效的培训计划
明确培训目标
在制定培训计划时,企业应首先明确员工培训的目标,包括提高员 工技能、改善工作态度、培养领导力等。
员工开发与员工培训
目录
• 员工开发 • 员工培训 • 员工开发与员工培训的结合 • 企业如何实施有效的员工开发与培训 • 员工开发与培训的未来发展趋势
01 员工开发
员工开发的定义
01
员工开发是指通过一系列的培训 、教育、指导和辅导等措施,提 升员工的技能、知识和能力,以 促进员工的个人和职业发展。

员工培训与开发

员工培训与开发

战略
重点
达成途径
关键点
培训内容
集中 战略
增加市场份 额
降低运作成 本
建立和维护 市场地位
内部 成长 战略
市场开发 产品开发 创新 合资
改善产品质量
提高生产率或技术流程 创新 产品和服务的客户化
技能的先进 性
现有劳动力 队伍的开发
现有产品的营销或增加 分销渠道 全球市场扩展 修正现有产品 创造新产品或不同产品 通过合资进行扩张
二 任务分析
任务分析的目的是确定培训与开发的内容,即要想 让员工达到令人满意的工作绩效所必须掌握的东西。 工作分析需要做的工作包括以下方面内容:
① 系统地收集反映工作特性的数据; ② 以所收集的数据为依据,制定每个岗位的工作标
准; ③ 明确怎样才能达到nowledge 知识、
六 网络培训 e-training
通过互联网来传递、通过浏览器来展示培训内容的一种培 训方法。从低到高层次是:培训者和受训者之间沟通; 在线学习;测试评价;计算机辅助培训;声音、自动控 制以及图像等多媒体培训;受训者与网上其他资源相结 合进行培训传递,知识共享。
优点 --突破传统面对面模式,打破了时间空间限制,同时,也 为企业节省了一大笔开支;可为其他培训方式提供支持; 信息量大,传递新知识新观念优势明显。
精简规模 转向 剥离 清算
降低成本 缩小资产规模 重新确定目标 出售所有资产
关键点 一体化 人员富余 重组
效率
培训内容
双方培训系统一 体化 兼并后企业中的 各种办事方法和程 序 团队培训
领导能力培训 人际沟通培训 重新求职帮助 工作搜寻技巧培 训 跨职能培训 压力管理培训
组织绩效
组织分析的一个重要源泉是组织绩效的各 种运行标准。对人力资源数据进行连续、 详细分析,能找出培训的薄弱环节,进而提 炼出现实的培训需求。

企业员工培训与开发操作手册

企业员工培训与开发操作手册

企业员工培训与开发操作手册第1章培训与开发概述 (4)1.1 培训与开发的意义 (4)1.2 培训与开发的目标 (5)1.3 培训与开发的流程 (5)第2章培训需求分析 (5)2.1 需求分析的方法 (5)2.1.1 访谈法 (6)2.1.2 问卷调查法 (6)2.1.3 观察法 (6)2.1.4 数据分析法 (6)2.1.5 竞争对手分析 (6)2.2 需求分析的步骤 (6)2.2.1 确定分析目标 (6)2.2.2 收集信息 (6)2.2.3 分析信息 (6)2.2.4 确定培训需求 (6)2.2.5 制定培训计划 (6)2.3 需求分析报告撰写 (7)2.3.1 报告封面 (7)2.3.2 目录 (7)2.3.3 背景介绍 (7)2.3.4 分析方法 (7)2.3.5 分析结果 (7)2.3.6 培训建议 (7)2.3.7 附录 (7)2.3.8 报告撰写人及日期 (7)第3章培训计划制定 (7)3.1 培训计划的要素 (7)3.1.1 培训目标 (7)3.1.2 培训对象 (7)3.1.3 培训内容 (7)3.1.4 培训方式 (8)3.1.5 培训时间 (8)3.1.6 培训师资 (8)3.1.7 培训评估 (8)3.1.8 培训预算 (8)3.2 培训计划的制定流程 (8)3.2.1 分析培训需求 (8)3.2.2 确定培训目标 (8)3.2.3 制定培训方案 (8)3.2.4 审核培训方案 (8)3.2.5 发布培训计划 (8)3.3 培训计划的实施与调整 (8)3.3.1 培训计划的实施 (9)3.3.2 培训计划的监督与检查 (9)3.3.3 培训计划的调整 (9)3.3.4 培训计划的持续改进 (9)第4章培训课程设计 (9)4.1 课程设计的原则 (9)4.1.1 目标导向原则:课程设计应以企业战略目标和员工培训需求为导向,保证培训内容与实际工作紧密结合。

(9)4.1.2 系统性原则:课程设计应全面、系统,涵盖员工所需的知识、技能、态度等多方面内容,形成完整的培训体系。

员工培训与开发(完整版)课件

员工培训与开发(完整版)课件
结合课程内容,设计实践活动或模拟演练,让员工在实际操作中 掌握技能和知识。
评估课程效果并进行改进
制定评估标准
根据培训目标和课程内容,制定科学 的评估标准,包括知识掌握程度、技 能提升水平、态度改变等。
收集反馈意见
通过问卷调查、访谈、观察等方式, 收集员工对课程的反馈意见,了解课 程效果。
分析评估结果
制定个性化职业发展规划
根据员工的职业兴趣、目标和能力, 为其制定个性化的职业发展规划。
规划应包含短期、中期和长期目标,以 及实现目标所需的培训、轮岗、晋升等 路径和计划。
提供职业辅导和支持服务
为员工提供职业辅导,包括职业规划、职业发展建议、职业心 理咨询等。
设立职业发展支持服务,如定期的职业发展评估、职业导师制 度等,帮助员工在职业发展过程中不断调整和进步。
培训时间安排
03
根据员工的工作时间和培训课程的难易程度,合理安排培训时
间,确保员工能够充分学习和掌握培训内容。
选择合适培训方法
传统面授培训
适用于理论性较强、需要系统讲 解的培训内容,如专业知识、理
论课程等。
在线学习培训
适用于自主学习、灵活性强的培 训内容,如技能培训、知识更新 等。
工作实践培训
适用于需要在实际工作中学习和 掌握的技能和知识,如操作流程、 工作规范等。
07 总结与展望
回顾本次项目成果和收获
成果 完成了员工培训与开发课程的整体设计和开发。
制定了详细的培训计划和课程大纲。
回顾本次项目成果和收获
开发了多媒体教学资源,包括PPT、视频、案例等。 实施了培训课程,并对员工进行了考核和评估。
回顾本次项目成果和收获
收获 增强了员工的团队协作和沟通能力。

员工培训与开发

员工培训与开发

《员工培训管理》第一章培训与开发导论第一节培训与开发的概述一、培训与开发的概念、特点和区别(一)基本概念培训与开发是指组织为了使员工获得或改进与工作有关的知识、技能、动机、态度和行为,以利于提高员工的绩效以及员工对企业目标的贡献,组织所作的有计划的、系统的各种努力。

培训是指组织实施的、有计划、连续的系统学习行为或过程,其目的是通过使员工的知识、技能、态度,乃至行为发生定向改进,从而确保员工能够按照预期的标准或水平完成所承担或将要承担的工作任务。

人力资源开发是指由组织设计的,旨在给其成员提供学习必要技能的机会,以满足组织当前或未来工作需要的一系列系统性和规划性的活动。

(二)基本特点1.培训的本质是学习。

2.培训的主要目的是提高员工的绩效和有利于实现企业的目标。

3.培训的直接任务是获得或改进与工作有关的知识、技能、动机、态度和行为。

4.培训主要包括有计划的、有系统的各种努力。

(三)共性与区别1.共性(1)人员培训与开发都是一种学习的过程。

(2)人员培训与开发都是由组织来规划的。

(3)培训与开发的最终目的是通过把培训内容与所期望的工作联系起来,从而促成个人与组织的双赢。

2.区别二、人力资源培训与开发经历的主要阶段(一)早期的学徒培训一对一的师傅带徒弟模式(二)早期的职业教育◆1809年,纽约城,第一所私人职业学校◆1917年,史密斯-休斯法案(三)工厂学校的出现新机器和新技术的广泛应用,培训需求大幅度增加1872年,厚和公司:要求工人短期内掌握完成特定工作所需要的技术福特公司对生产线工人的培训工作指导培训(JIT):演示、讲解、操作、检验(四)培训职业的创建与专业培训师的产生二战与行业内部培训服务机构(TWI)的产生1942年,美国培训指导协会(ASTD)成立(五)人力资源开发领域的蓬勃发展◆20世纪60-70年代–培训辅导和咨询–知识和技术人际交往功能、问题解决◆20世纪80年代以来–组织变革、战略人力资源开发–三、员工培训与开发的重要意义(一)重要性1、适应环境的变化2、满足市场竞争的需要3、满足员工自身发展的需要4、提高企业的效益(二)影响员工培训的因素1、外部因素(1)政府(2)政策法规(3)经济发展水平(4)科学技术发展水平(5)工会(6)劳动力市场2、内部因素(1)企业的前景与战略(2)企业的发展阶段(3)企业的行业特点(4)员工的素质水平(5)管理人员的发展水平(三)员工培训与开发中的误区1、培训没有用 6、没有足够的时间2、有经验的员工不需要培训 7、员工不合作,甚至抵制3、只对员工培训就可以了 8、没有优秀的培训资料4、培训不合算 9、没有合格的培训教师5、培训很容易 10、我们不知道该如何培训培训误区的实质◆观念障碍(不为)中外企业的本质差别:外企认为受教育培训既是员工的义务,也是员工的权利,更是企业生存发展所必须开展的人才培养、储备工作。

人力资源管理之人员培训与开发5篇

人力资源管理之人员培训与开发5篇

人力资源管理之人员培训与开发5篇第一篇:人力资源管理之人员培训与开发人力资源管理之人员培训与开发摘要:培训与开发是现代组织人力资源管理的重要组成部分。

组织发展最基本,也是最核心的制约因素就是人力资源。

适应外部环境变化的能力是组织具有生命力与否的重要标志。

要增强组织的应变能力,关键是不断地提高人员的素质,不断地培训、开发人力资源,现代组织的管理注重人力资源的合理使用和培养,代表着一种现代管理哲学观的用人原则:开发潜能,终身培养,适度使用。

组织通过培训与开发的手段,掌握用人的原则,推动组织的发展。

与此同时,帮助每一位组织成员很好地完成各自的职业发展道路。

因此,培训与开发带来了组织与个人的共同发展。

关键词:人力资源管理培训培训形式与方法开发开发的原则正文:员工培训是指一定组织为开展业务及培育人才的需要,采用各种方式对员工进行有目的、有计划的培养和练习的治理活动,其目标是使员工不断的更新知识,开拓技能,改进员工的动机、态度和行为,是企业适应新的要求,更好的胜任现职工作或担负更高级别的职务,从而促进组织效率的进步和组织目标的实现。

一、员工培训的分类员工培训按培训形式来分,可以分两种:公然课和企业内训。

1、公然课引的形式:是让员工到企业外面参与一些相关的讲师开办的公然培训课程。

2、企业内训的形式:是企业邀请相关讲师到企业进行调研,针对性的对企业员工进行培训,这是全面的内部培训,一般不对外公然。

3、员工培训按内容来划分,可以分出两种:员工技能培训和员工素质培训。

二、员工培训的8种形式1、讲授法属于传统的培训方式,优点是运用起来方便,便于培训者控制整个过程。

缺点是单向信息传递,反馈效果差。

常被用于一些理念性知识的培训。

2、视听技术法通过现代视听技术(如投影仪、DVD、录像机等工具),对员工进行培训。

优点是运用视觉与听觉的感知方式,直观鲜明。

它多用于企业概况、传授技能等培训内容,也可用于概念性知识的培训。

3、讨论法按照用度与操纵的复杂程序又可分成一般小组讨论与研讨会两种方式。

第六章_员工培训与开发

第六章_员工培训与开发

第六章员工培训与开发第一节员工培训与开发概述一、什么是员工培训与开发:企业员工的培训与开发是指企业为了使员工获得或改进与工作有关的知识、技能、态度与行为,以利于提高员工的绩效以及员工对企业目标的贡献,企业所作的有计划的、有系统的各种努力。

培训的特点:1、员工培训为实现组织目标服务。

2、员工培训与开发活动是员工职业发展的推动器。

3、培训是一种管理工具。

4、员工培训与开发是一种重要的投资方式。

企业参与培训与开发的角色主要有以下四种:最高领导层、人力资源部、职能部门和员工。

见书。

培训与开发的作用模型:员工的绩效由员工的行为引起,而员工的行为又是由员工的动机引起的,而员工的动机主要由知识、技能、态度决定,其中主要以建立正确的态度为突破口。

见书。

二、员工培训与开发的重要意义:20世纪90年代,美国摩托罗拉公司每年在员工培训上的耗费已经达到1.2亿美元,占公司销售总额的3.6%。

培训的意义:1、培训能培养和增强员工对企业的认同感。

2、提高企业的效益。

3、满足员工自身发展的需要。

4、培训是极其有效的促进观念转变的方法。

5、培训具有激励作用。

6、防止管理人员现有的知识老化过时。

影响员工培训的因素主要有两大类:外部因素和内部因素。

外部因素主要有:政府、政策法规、经济发展水平、科学技术发展水平、工会、劳动力市场。

内部因素主要有:企业的前景与战略、企业的发展阶段、企业的行为特点、员工的素质水平、管理人员的发展水平。

三、培训对象:一般而言,组织内有三种人员需要培训:第一种人是可以改进目前工作的人。

培训的目的是使他们更熟悉自己的工作和技术,以提高工作效率;第二种人是有能力,组织要求他们掌握另一种技术,以便在培训后,安排他们到更重要、更复杂的工作岗位上;第三种人是有潜力的,组织期望他们掌握各种管理知识和技能,或更高级的技术,目的是使他们进入更重要或更高级的管理层次。

这些培训属于提高性培训。

还有一种普遍性培训,当组织面临一种新任务、一种新局面,需要有些员工普遍掌握某种新的业务、新的技能,这就需要涉及此项任务技能的员工都参加培训。

员工培训与开发管理制度

员工培训与开发管理制度

员工培训与开发管理制度一、背景和目的:为提升企业竞争力,增强员工专业素养,提高员工绩效和工作满意度,本公司制定了员工培训与开发管理制度。

二、培训与开发目标:1.提升员工专业技能和知识水平;2.激发员工潜能,提高员工工作热情和积极性;3.加强员工团队合作和协作能力;4.培养和发展员工领导才能。

三、培训与开发计划:1.每年制定详细的培训计划,包括培训内容、形式和时间等;2.培训内容分为行业知识、岗位技能、管理技能、综合素质等方面;3.通过内部培训、外部培训和在线培训等方式进行;4.根据员工工作需求和发展需求定制个性化培训计划。

四、培训与开发方式:1.内训:由内部专家组织进行,主要包括知识讲座、技能培训、案例分析等;2.外训:委托专业培训机构开展,包括行业研讨会、公开课、研修班等;3.在线培训:利用在线学习平台进行,包括网络课程、视频教学、在线论坛等;4.岗位轮岗:通过员工轮岗,提升员工岗位技能和全面素质。

五、培训与开发管理:1.制定培训预算和培训费用报销制度;2.定期评估培训效果,收集员工培训需求;3.建立员工培训档案,记录员工培训成绩和参加情况;4.设立培训评价机制,通过员工反馈和上级评价来评估培训质量;5.根据培训评价结果进行改进和调整。

六、培训与开发措施:1.建立员工培训需求调查机制,定期了解员工培训需求;2.对优秀员工进行个别培训和辅导,促进其个人成长;3.建立导师制度,为新员工提供指导和培训;4.鼓励员工参加行业协会及相关讲座、会议等外部培训活动;5.举办内部讲座、座谈会等活动,促进员工之间的知识分享和交流。

七、培训与开发记录与考核:1.记录员工参加培训和开发项目的情况;2.培训和开发成果纳入员工绩效考核体系;3.建立员工培训证书制度,鼓励员工积极参与培训;4.通过绩效考核结果,对参加培训效果好的员工进行奖励和晋升。

八、培训与开发结果评估:1.定期评估员工培训和开发的成果、效果和效益;2.评估结果纳入公司绩效评估指标体系;3.根据评估结果对培训和开发计划进行持续改进和优化。

第五章 培训与开发

第五章 培训与开发
果就越好。强化是将反馈结果与学员的奖惩相结合,它不仅应在培训结束后立即进 行,而且应该体现在培训之后的上岗工作中。
8.投资效益原则
员工培训是企业的一种投资行为,与其他投资一样,也要从投入产出的角度考虑效
益大小及远期效益、近期效益问题。员工培训投资属于智力投资,它的投资收益应高于
实物投资收益。
08
02 员工培训与开发的流程
一、培训与开发的流程
(一)培训与开发系统模型图
需求分析
通过组织分析、工作分析、个人 分析、环境分析等,先找出组织 在员工培训与开发方面的确切需 要及必须解决的问题, 并做出细 致的具体分析,才能有的放矢地 设计和实施培训与开发项目。
制订计划
这是指把培训与开发目标具体化 和可操作 化,制订 正确的培训 计划需统筹兼顾许多具体培训技 术情景因素。
培训组织实施管理
①就培训课程或项目内容、方案与员工进行沟通。 ②征集确定受训人员。 ③准备和整理培训中受训人员用到的所有材料。 ④安排教室和教学设施。 ⑤调试将使用的设备并做好应急措 施。 ⑥在教学和实践活动中随时提供帮助。 ⑦为教与学双方的沟通提供便利。 ⑧分发评价材料与组织培训评价。
四、培训评估
成果转化
培训与开发的组织实施环节之后, 应当紧密衔接 培训与开发学习成 果(内容)的应用与转移环节。
确立目标
在需求分析基础上设置的培 训与开发目标, 能够为培训与开发项目的计划与活动提供 明确方向,并能够具体确定员工经过培训 预期应达到的可量度的工作绩效,以作为 培训与开 发成果的一种评价尺度。
组织实施
12.对培训项目的结果进行沟通
有许多人需要得到评估信息,但以下人员是必须要得到评估结果的。 (1)培训开发人员。他们需要这些信息来改进培训项目,只有在反馈意 见的基础上精益求精,才能提高培训项目的质量。 (2)管理层。因为他们当中有一些是决策人物,决定着培训项目的未来。 评估的基本目的之一就是为决策提供基础。该项目是否值得做,是否有必要 继续为这种努力投入更多的资金,应该向管理层沟通这些问题及其答案。 (3)学员。他们应该知道自己的培训效果怎么样,并且将自己的业绩表 现与其他人的业绩表现进行比较。这种意见反馈有助于他们继续努力,也有 助于将来参加该培训项目学习的人员不断努力。 (4)学员的直接经理。当学员参加培训学习时,经理要做一些调整工作, 并且要对学员的成功表示很感兴趣。

员工培训与开发

员工培训与开发

员工培训与开发员工培训与开发是现代企业管理不可或缺的一部分。

有效地进行员工培训与开发,可以提高员工技能水平,促进员工的个人成长与发展,提高企业业绩,增强企业核心竞争力。

本文将从员工培训与开发的定义、目的、方法、实施流程、效果评估等多个方面进行探讨。

一、定义员工培训与开发是针对企业员工,通过指导、培训、学习等方式,提高员工技能水平,加强管理能力,增强员工自我成长与发展,促进企业业绩提升的一种管理手段。

它是企业发展的基础和保障。

二、目的1.提高员工技能水平。

员工技能水平的提高是企业发展的基础,良好的员工培训与开发可以提高员工的技能水平,从而更好地完成工作任务。

2.促进员工的个人成长与发展。

员工是企业的基石,注重员工的个人成长与发展一方面可以提升员工的工作积极性和士气,另一方面可以更好地调动员工的潜能,增强员工的反应能力和创新意识。

3.增强企业核心竞争力。

企业与企业之间的竞争在于人才的竞争。

好的员工培训与开发,可以使企业拥有更多不同领域、不同水平的高素质人才,增强企业的核心竞争力。

三、方法1. 内部培训:在企业内部开展培训,包括师徒传帮、内部研讨、内部培训课程等。

内部培训成本低,实施方便,适用于企业内部技术、技能等培训。

2. 外部培训:企业邀请专家、学者等外部人员,来企业现场授课,或安排员工到培训机构进行培训。

外部培训适用于涉及到国际标准、前沿科技等培训。

3. 实习模式:通过实习让员工学习实践,提高工作能力。

企业可以通过与高校合作、自主招募等方式开展实习模式的培训。

四、实施流程1. 培训计划制定:针对企业业务需求和员工能力瓶颈,制定培训计划。

2. 培训机构选择:根据企业培训计划和目标,选择合适的培训机构或培训师。

3. 培训方式确定:根据培训内容、时间、人数等多种因素确定培训方式。

4. 培训材料准备:编制培训教材、实验资料等培训材料,为培训做好准备。

5. 培训实施:按照培训计划和培训方式进行培训。

6. 效果评估:培训结束后,对培训效果进行评估,为下一步工作提供参考依据。

员工培训与开发_怎么培训与开发员工

员工培训与开发_怎么培训与开发员工

员工培训与开发_怎么培训与开发员工员工培训与开发_怎么培训与开发员工为了公司的发展,要怎么培训与开发的好员工的潜能呢?下面就不妨和爱汇网店铺一起来了解下员工培训与开发的要点,希望对各位有帮助!员工培训与开发(一)开展培训活动的第一步就是要确定进行什么培训。

当组织中出现了一些问题时,只有通过培训,才能解决或者才能更好地解决时,培训需求就产生了。

在培训项目确定之前,需要仔细分析“这项培训到底有没有必要和是什么导致这个培训需要”的问题,这个需要就是培训需求。

培训与开发的需求分析又称需求评价,是一个综合了解组织、工作和个人三类需要,实际要求员工参加何种培训的过程。

它主要是分析和评估组织中存在什么问题和原因而需要培训、哪些人需要培训、在哪些方面需要培训,从而确定有无必要组织培训项目,为确定培训目标做好准备,有的放矢地施行培训,确保所提供培训与开发的项目内容与组织和员工所需要的东西相一致。

需求评价的一般过程是:发现和汇集现实中的问题,认知导致培训必要的原因或“压力点”,通过组织、任务、人员等评估内容和培训背景分析,确定是谁需要培训,到底在哪些方面需要培训等,如图6-2所示。

培训需求的确定,主要是通过对现实进行分析,找出现实和计划目标之间的差距,从而确定员工需要参加何种培训,企业应组织何种培训。

通常包括三个方面的内容:组织分析、任务分析和人员分析。

在企业中,培训需求分析人员主要包括:人力资源管理部门工作人员、员工、管理人员、有关项目专家、客户以及其他相关人员。

培训需求分析的方法可以采用个人面谈、小组面谈、问卷、操作测试、评价中心、观察法、关键事件、工作分析、任务分析等。

员工培训与开发(二)一、员工培训的基本概念1.什么是员工培训与开发员工培训与开发是一个为组织员工灌输组织文化、道德,提供思路、理念、信息和技能,帮助他们提高素质和能力、提高工作效率,发挥内在潜力的过程。

从管理角度看,培训主要是使员工学习掌握如何干好所承担工作的相关信息和技能,开发则是指通过教育活动使员工掌握目前和未来工作所需要的思路、知识及技巧,充分发挥自身的潜能(积极性、创造性),能不断适应新情况、新环境的需要、卓有成效地完成组织任务和目标。

员工培训与开发

员工培训与开发

员工培训与开发一、企业经营管理面临的机遇(一)市场扩张机遇随着全球市场的开放和消费者需求的不断增长,企业可以通过进军新兴市场或扩大现有市场份额来实现业务增长。

同时,新技术和创新的应用也为企业提供了更多扩张的机会。

(二)数字化转型机遇数字化转型已成为企业持续发展的重要方向。

通过数字化技术的应用,企业可以实现生产流程的自动化和智能化,提高效率和质量,并且可以通过数据分析和人工智能等技术手段,深入了解消费者需求,进行精准营销和个性化定制,提升竞争力。

(三)创新驱动机遇创新是企业保持竞争优势和适应市场变化的关键。

在经营管理中,通过持续的创新,企业可以开发出更具竞争力的产品和服务,满足消费者日益增长的需求,同时还可以提高生产效率和管理水平。

二、企业经营管理面临的挑战(一)市场竞争激烈全球化的发展使得市场竞争不断加剧,企业面临来自国内外各方面的竞争压力。

企业需要不断提升产品品质、降低成本、改善服务,以赢得更多客户,并保持市场份额。

(二)变革管理困难在快速变化的市场环境下,企业需要及时响应并适应变革。

然而,组织结构僵化、员工抵触情绪等问题,会给企业变革带来一定的阻力和困难。

因此,企业需要制定有效的变革管理策略,提高变革的成功率。

(三)企业文化建设和人才引进企业文化是企业经营管理的重要组成部分,但企业文化的建设需要时间和资源投入。

另外,企业还需要吸引和留住优秀的人才,但在人才市场竞争激烈的背景下,人才引进和留任也是一项挑战。

三、员工培训的概念和目的(一)员工培训的概念员工培训是指组织为员工提供学习、发展和提升职业能力的过程,通过系统性的教育、训练和开发活动,帮助员工获取新知识、技能和态度,以适应和应对工作变化和发展的需要。

(二)员工培训的目的1、提高员工专业能力:员工培训旨在提升员工在特定领域或岗位上的专业能力,提供所需的知识和技能,使其能够胜任工作任务。

2、适应变革和发展:企业环境和市场竞争日新月异,员工培训可以帮助员工适应变化、更新认知和技能,以应对新挑战和机遇。

员工培训与开发概述

员工培训与开发概述

第一节员工培训与开发概述一、培训与开发的概念1、含义:员工培训与开发是指企业为了使员工获得或改进与工作有关的知识、技能、动机、态度和行为,以利于提高员工的绩效及员工对企业目标的各种努力。

2、培训与开发的作用模型二、员工培训与开发的五大误区1、新进员工自然而然会胜任工作。

2、流行什么培训什么。

3、高层管理人员不需要培训。

4、培训是一项花钱的工作。

5、培训重知识、轻技能、忽视态度等。

第二节培训与开发的方法与类型一、培训与开发的方法1、成人学习的原则2、常见的培训方法及其效果在企业中较常用的培训方法有八种:①案例研究:是培养员工解决问题技能和参与者接受性最佳的培训方法。

②研讨会:是各种培训方法中学习效果最好的一种。

③授课:是学习效果最差的,但费用也最低。

④游戏(可分为普通游戏和商业游戏):效果居中、一般。

⑤电影:效果偏低。

⑥计划性指导:是保持知识持久效果最好的培训方法,费用最高。

⑦角色扮演:是培训员工人际关系技能最好的方法,总的效果较佳。

⑧T小组(敏感性小组):是转变员工态度最好的培训方法,也有利于提高员工的人际交往技能,总是效果居中、一般。

二、培训与开发的类型(一)培训项目(二)培训类型1、新进员工的定向培训(1)含义:是指向新聘用的员工介绍组织、介绍工作任务、介绍上级和同事为主的一种培训。

(2)培训的目的(3)培训的内容(4)培训的方法和时间2、管理人员的培训(1)目的(2)内容(3)方法3、科技人员的培训(1)目的(2)内容(项目)(3)培训方法三、培训效果的测定与反映(一)培训效果的量化测定1、培训效益=(受训后每人的生产率-受训前的生产率)×受训人数×培训效益可持续的年限-培训成本2、培训投资回报率=培训效益/培训成本(二)培训效果测定方案设计IBM公司的培训国际商用机器公司(International Business Machines Corporation,IBM)是一家拥有40万中层干部、520亿美元资产的大型企业,其年销售额达到500亿美元,利润为70多亿美元。

2024年最新国开电大《人才培训与开发管理》形成性考核任务1-4答案

2024年最新国开电大《人才培训与开发管理》形成性考核任务1-4答案

任务一一、名词解释(每小题5分,共20分)1.员工培训与开发答:员工培训与开发指组织为实现经营目标和员工个人发展目标而有计划地组织员工进行学习和训练以改善员工工作态度、增加员工知识、提高员工技能、激发员工创造潜能,进而保证员工能够按照预期标准或水平完成所承担或将要承担的工作和任务的人力资源管理活动。

2.企业培训答:企业培训是企业人力资源开发的手段,是从组织目标出发,基于岗位分析和企业人力资源现状分析,根据人力资源规划的部署,辅之以绩效管理、薪酬奖励、个人职业发展等手段而设计的一个旨在综合提升公司竞争力的体系。

3.员工培训与开发信息系统答:员工培训与开发信息系统是指通过现代信息技术手段,对企业员工培训与开发信息进行收集、传递、保存、加工、维护和使用的系统,它是企业人力资源信息系统的组成部分。

4.培训文化答:培训文化是企业文化的重要组成部分,有什么样的公司就有什么样的培训,有什么样的培训就能造就什么样的员工,企业培训文化的存在直接影响着培训工作。

二、单项选择题(每小题2分,共10分)1.构建员工培训与开发信息系统的目的是(C )。

A有利于保存数据B便于维护系统C有利于过程控制D有利于盈利2.培训的日常运营管理工作是培训管理工作中的( B )环节。

A保障B核心C必要D次要3.课程开发能力差的原因除了起步晚还包括(C )的原因。

A开发能力差B不重视成果转化C忽视课程的调研和开发D不注重团队协作4.当今企业界出现学习型组织的热潮,一些国际知名的一流企业由“(B )企业”向“学习型企业”转化。

A盈利型B生产型C国家控股型D信息化型5.新技术的应用,使培训和(D )方式产生了质的改变,也使企业培训得以快速适应市场。

A生活B购物C生产D教育三、多项选择题(每小题4分,共20分)1.员工培训与开发项目的程序设计由以下哪几个阶段构成。

(ABC )A确认培训需求B确定培训目标C制定培训计划并组织实施D调整培训项目2.一个安全培训项目的目标可以阐述为(ACD )。

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Am I protected against unfair dismissal.docAm I protected against unfair dismissal?Employees have the right not to be unfairly dismissed. In most circumstances you must have at least one year's continuous service before you can make a complaint to an employment tribunal. However, there is no length of service requirement in relation to 'automatically unfair grounds'. Also, the requirement is reduced to one month if you claim to have been dismissed on medical grounds as a consequence of certain health and safety requirements that should have led to suspension with pay rather than to dismissal.A complaint of unfair dismissal must be received by an employment tribunal within three months of the effective date of termination of the employment (usually the date of leaving the job) unless the tribunal considers this was not reasonably practicable. Time limits may also be extended where statutory procedures apply- subject to certain conditions.If both you and your employer agree, instead of going to an employment tribunal, the case may be heard by an arbitrator under the Acas Arbitration Scheme. If a tribunal establishes that a dismissal has taken place it is normally for your employer to show that it was for a fair reason and that they have, as a minimum, followed the statutory disciplinary procedures. In such cases the tribunal must then decide whether, in the circumstances, your employer acted reasonably in treating that reason as sufficient for dismissal.BBC newsreader loses claim for unfair dismissalPress Association, Friday 17 October 2003 02.47 BSTArticle historyThe veteran BBC newsreader Laurie Mayer lost a claim for unfair dismissal yesterday despite an employment tribunal upholding his complaint about a "culture of bullying" in one of the broadcaster's newsrooms.The 57-year-old presenter brought a case under whistleblowing legislation alleging that he had suffered detrimental treatment after highlighting problems in the newsroom in Tunbridge Wells, Kent.A reserved judgment made public yesterday set out the unanimous decision of the tribunal that he had "not been subjected to any detriment" and his claim for unfair dismissal was thus rejected.The former presenter of BBC South East Today told a tribunal in Ashford last month that he had paid a "personal price" for raising concerns about the treatment of journalists in the studio.Mayer said he complained to a senior manager about the "atmosphere of intimidation". His complaints culminated in a confrontation in June last year when he stormed out of the studio just before he was due to go on air.The tribunal's ruling stated: "This has been a sad case involving a much-respected broadcaster who went out on a limb to try to protect his colleagues from bullying and harassment. As a result, he found himself without a job... One of the more disturbing aspects of this case has been the way the BBC has sought, retrospectively, to blacken his name."Hospital chief awarded ?200k for unfair dismissalTash Shifrin, Wednesday 25 June 2003 12.27 BSTArticle historyA former hospital chief executive has been awarded more than ?200,000 by an employment tribunal for unfair dismissal and disability discrimination.In what is believed to be a first, Barbara Harris was awarded ?218,439 in a case against Royal United hospital Bath trust.Ms Harris was chief executive of the Somerset trust from 1993 until June 2001, when she was seconded as director of the NHS Leadership Centre - a scheme that aims to nurture senior mangers' careers and gives advice on appointing the most talented candidates.She stood down from the leadership centre post in December 2001, after a commission for health improvement report criticised the management style at Royal United. In May 2002, reviews of finances and waiting list data reported that there was evidence of waiting list manipulation at the trust and a projected financial deficit of ?17m.The trust, which remained Ms Harris's employer, terminated her contract on August 22 2002.The tribunal's chairman ruled that Ms Harris had been "sacrificed for the greater good of the organisation" and that the trust had treated her "with arrogance and contempt for her basic rights as an employee".The tribunal agreed that Ms Harris had been subjected to "an astonishing catalogue of unfairness" and had "no opportunity to prepare or present a case".The trust's allegations of serious neglect in relation to misreporting waiting list numbers were rejected by the tribunal.Ms Harris said: "I am glad that the unfairness and discrimination I have endured is now public and that, at the hearing, the trust finally acknowledged that they did not pursue allegations of personal misconduct against me."That an NHS trust showed no compassion and no regard for justice in this matter is not only ironic but is also a matter for public concern. I hope that lessons will be learned by the trust from this decision and that in future others will not be made a scapegoat for a trust's problems, as I was."Ms Harris's award for unfair dismissal and disability discrimination, relating to depression, included ?6,124.27 for personal injury and a ?7,811.92 award against the trust for aggravated damages.The trust's chairman, Mike Roy, said he accepted the tribunal's finding that the trust had not fully followed the appropriate disciplinary procedures.The trust would review the full findings and "seek to learn any lessons that may be apparent", he said.Management of the zero-starred trust was set to be contracted out under the government's policy of "franchising" the management of failing trusts. But theprocess was abandoned in May, when Avon, Gloucestershire and Wiltshire health authority, which is struggling to tackle a financial crisis across the Avon area, decided to take "a much more direct role" in running Royal United.Royle to sue for unfair dismissalDigg itDaniel Taylor, Wednesday 3 October 2001 02.38 BSTArticle historyJoe Royle's acrimonious departure from Manchester City is likely to culminate in the High Court after he issued a writ against his former employers claiming unfair dismissal and that he is owed another ?500,000 in severance pay.Royle was given a ?200,000 pay-off after being sacked in the wake of City's relegation to the First Division last season. However, the 52-year-old has employed a Manchester firm of solicitors to contest his case that it should have been around ?700,000. In papers lodged with the High Court Royle states he was dismissed without fair ground, namely that City were in a stronger position than when he took over and that he was not properly compensated."Being sacked by City and the manner of my dismissal was the worst experience of my career," he said. "The issues at stake are the level of settlement and unfair dismissal. But the matter is now in the hands of my solicitors and that is all I can say."Royle was only 12 months into a four-year contract after guiding City to the Premiership in successive seasons. His wages varied significantly depending on which division the club were in.Even though City's relegation had already been confirmed, he is claiming that at the time he was sacked he was still technically a Premiership manager. It is understood the club calculated his pay-off as though he were earning First Division wages - taking a 65% pay cut.David Bernstein, the City chairman, declined to comment, other than to say "clearly the club will strongly defend this unnecessary action".The Aston Villa striker Dion Dublin's red card for an incident in the match against Southampton last month has been rescinded by the Football Association.The Villa manager John Gregory had accused the Southampton defender Taher el Khalej of cheating to get Dublin sent off when the clubs met at St Mary's on September 24. Spurs' manager Glenn Hoddle says the club's record signing Sergei Rebrov is going nowhere despite speculation linking him with a move to Italy.Hoddle has reaffirmed his belief that the Ukrainian striker has a major role to play at the club even though he is reportedly being trailed by Lazio and AC Milan. Rebrov, an ?11msigning a year ago, has yet to start a Premiership match this season and is rumoured to be unhappy but Hoddle has insisted there is no problem.A move to Italy is unlikely at this stage as the transfer window has closed until the end of the year."I am sure Sergei will be playing a big part in this club and I have told him that," said Hoddle. "It is a long, hard season and I have had a chat with Sergei. I am sure he is going to contribute to this club in a big way."Spurs, meanwhile, have been given permission to redevelop their East Stand but have not ruled out the possibility of leaving White Hart Lane.Haringey Council have approved plans for a new three-tier structure which will increase the stadium capacity to 44,000 from 36,238.However, the club insist that, before they commit to what would be a major investment, they are looking to the local authority to improve the club's environment, otherwise they will continue with their search for alternative locations.· You've read the piece, now have your say. Email your comments, as sharp or as stupid as you like, to the football.editor@'Rabbi row' cook wins claim for unfair dismissal, Friday 26 July 2002 01.57 BSTArticle historyA cook who was sacked by a caterers after allegedly throwing food over a rabbi duringa Jewish wedding, won his claim for unfair dismissal at an employment tribunal yesterday.Abad Amash, 36, an Arab Israeli, from Golders Green, north London, had worked at the ultra Orthodox Jewish Reich's Caterers in Golders Green for 10 years, the tribunal heard. He worked up to 100 hours a week for ?250 preparing food for bar mitzvahs and other Jewish festivals.But he lost his job after allegedly stealing and drinking a bottle of whisky and throwing a tray of food over a rabbi during a wedding.Nachman Reich, owner of the caterers, told the tribunal in central London that Mr Amash would steal from work and was constantly drunk.He said he employed Mr Amash as a casual working one or two days a week and had warned him "hundreds of times" about his conduct. He also alleged Mr Amash "smothered" a rabbi in food after a row during a Jewish wedding.But Mr Amash, speaking through an Arabic interpreter, denied throwing the tray of food or drinking at work or stealing. He said he only had a verbal disagreement with the rabbi.He claimed unfair dismissal after being sacked on March 24 and claimed deductions were unfairly made from his wages and that he should have been entitled to holiday and sick pay.Nicola Walker, chairwoman of the tribunal panel, ruled that Mr Amash clearly was a full-time employee and entitled to holiday and sick pay. She also ruled he had been unfairly dismissed.She said: "There were considerable inconsistencies in Mr Reich's evidence. If this employee was so outrageous as Mr Reich alleges, then why did he get regular employment?" Mrs Walker ordered Mr Amash to be paid ?250 wages which had been deducted from his pay.A separate hearing on September 4 will decide how much holiday and sickness pay he is entitled to. It is believed to be around ?2,500.Press Association'I want to sue for unfair dismissal'Each week we advise on readers' problemsNeasa MacErleanThe Observer Sunday 12 September 1999Article historyQ: I have just been sacked by my boss after 10 years of working for him as a hairdresser. I want to sue for unfair dismissal and think I will stand a good chance.I have been told that as I was paid cash-in-hand, the company didn't pay any tax to the Revenue, and this could cause me problems. Is this true?A: It sounds as though your boss has been running your employment contract illegally - by failing to meet its PAYE obligations.This may prevent you from relying on your statutory rights (such as bringing an unfair dismissal case), but only if you knew about the illegality or participated in it. In a similar case, the Employment Appeal Tribunal said that the test was whether the employee actually knew of the employer's deception, not merely whether he or she should have known.So your ability to bring your unfair dismissal claim will depend mainly on whether you knew (from your year-end P60 form, for instance) that your boss was not paying any income tax to the Inland Revenue. If you genuinely thought he was paying tax - and the Tribunal believes you - you should be all right.Incidentally, if you think you may have been sacked because of your sex, you may still be able to bring a sex discrimination claim, even if you knew of the tax fraud. Source of legal advice: 'Employment Case Law: the Impact on HR Managers', a practical casebook written by Lewis Silkin, and published by Gee. Copies available on 0171 393 7666.ABC News defends itself against unfair dismissal claimClaire Cozens, Monday 26 September 2005 18.03 BSTArticle historyABC News' demand for foreign news increased dramatically in the wake of the September 2001 terrorist attacks, the head of the US broadcaster's London bureau said today.Speaking on the second day of an unfair dismissal case brought by former ABC News correspondent Richard Gizbert, Marcus Wilford said the demands on his team had increased following the attacks.The ABC News' executive said it had become clear in 2002 that Mr Gizbert was no longer interested in covering this kind of story and was happier covering what he described as "feature stories", which Mr Wilford said had become "anachronistic".The tribunal heard that the London bureau acted as a central hub for ABC News' increased coverage of the Middle East with correspondents being sent to Iraq and Afghanistan, sometimes for long periods of time."Since 9/11 there has been much greater demand in the US for in-depth reporting of foreign news ... this has increased the pressure on the resources available to me, the bureau chief," Mr Wilford said."The principal call on our resources had come to be from Afghanistan and Iraq." Mr Gizbert is suing ABC News for unfair dismissal after his contract with the network was terminated in July 2004. He claims he was sacked for refusing to travel to war zones in breach of UK employment laws on health and safety. He is suing the network for ?2.3m.Mr Wilford today acknowledged that many of the regions covered by ABC's London bureau were "places where circumstances are to a greater or lesser extent unstable" such as Israel and Caucasian Russia.Mr Wilford explained how in 2002 the network agreed to employ Mr Gizbert on a freelance basis, guaranteeing him a hundred days' work a year to fill in at the London bureau when the three full-time correspondents were not there. But he said the arrangement had not worked out as well as he had hoped because he could not rely on Mr Gizbert to be available whenever he wanted as he could with a staff journalist. He described how Mr Gizbert would sometimes refuse assignments because, for example, he had concert tickets. A staff journalist, he said, would have to arrange time off in advance."The demand was increasingly for lengthy periods in the field. (As a result) I came to the view that I could no longer accommodate Richard's requirements," he said."We needed a full-time correspondent, someone who was consistently available, who got up in the middle of the night to go to the scene of an earthquake or a terrorist attack ... my ideal would have been a full-time correspondent and we didn't have that we had a part-time correspondent."Asked whether he had mentioned Mr Gizbert's unwillingness to travel to war zones as a reason for dismissing him, Mr Wilford replied that he could not recall whether he had done so but that his expectation was that Mr Gizbert's successor would be prepared to travel to dangerous places.He said the nature of modern television news "requires journalists to be as close to the action as possible". But he said ABC took journalists' safety very seriously, employing former special forces' personnel as safety advisers and sending correspondents on hostile environment training courses.ABC News denies it sacked Mr Gizbert for refusing to go to war zones, saying the decision was down to budget cuts.The case continues with Mr Gizbert and Martin Bell, the former BBC war correspondent, expected to give evidence this week.· To contact the MediaGuardian newsdesk email editor@ or phone 020 7239 9857· If you are writing a comment for publication, please mark clearly "for publication".Pensioners fail to breach unfair dismissal age barrierPhillip Inman, Saturday 4 September 2004 01.23 BSTArticle historyTwo pensioners who were sacked by their employer failed yesterday to overturn a court ruling that denied them the right to claim unfair dismissal and redundancy pay.A court of appeal judgment said the men had failed to prove that employment rights extended beyond the state retirement age.The ruling overturns an employment tribunal decision in favour of the pensioners. Under current laws, over-65s are not eligible for redundancy payments or protectedfrom unfair dismissal.Lawyers acting for John Rutherford and Samuel Bentley said they would need time to study the judgment but would consider asking the court leave to appeal to the House of Lords.The dispute, which has been going on for more than five years, began when Mr Rutherford, from Essex, and Mr Bentley, from Islington, north London, were dismissed from their jobs in the clothing industry. Both were in their 70s.They argued UK laws discriminated against men, who were affected more by lack of employment protection than women. The laws amounted to sex discrimination, they said, and were in breach of EU equal pay legislation which should apply in their case.The employment tribunal supported the case but the Department of Trade and Industry appealed, and a review last year threw out the argument. Mr Rutherford and Mr Bentley went to the court of appeal in March and learned of its judgment yesterday. Pensioner groups said they were dismayed the government did not see the case as a chance to end what they believe is ageism in the workplace.Gordon Lishman, director-general of Age Concern England, said: "This judgment is a kick in the teeth for older people in work. The outcome of this appeal means that age discrimination remains acceptable in the workplace, denying employment rights to all those working beyond 65."The future of older people's rights and choices at work now hangs in the balance. But the government has a chance to rectify its actions. If it is bold it will deliver equality for people of all ages by scrapping mandatory retirement ages and offering full employment protection to all workers."Other groups, including the Employers。

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