人力资源管理PPT17.pptVIP

Chapter 7Training and Developing Employees Opening case:Gaining competitive advantage at Xerox The problem: A severe drop in market share The solution: Five-year program entitled “Leadership through quality.” Training courses: Helping to fulfill their new roles Orientation-------Training focused on effective teamwork and problem-solving skills.-----------practice and feedback The result: Employees were now working together as teams to identify and correct quality production and service problems. Chapter outline 7.1 Linking training and development to worker competence 7.2 The instructional process to training How companies assess their training needs Present training programs to maximize learning Methods of training Ensure training is transferred to the job Training evaluation 7. 3 line manages and HRM department’s roles 7.1Training and Development Practices and Links to worker competence Training That Increases the Competence of New Employees Orientation Technical Literacy Training That Increases the Competence of Current Employees Remedial Change-related Developmental instruction 7.2 The Instructional Process 7.2.1Deciding what to teach 7.2.2Deciding how to maximize participant learning 7.2.3Choosing the appropriate training methods 7.2.4Ensuring that training is used on the job 7.2.5Determining whether training programs are effective 7.2.1Deciding What to Teach Assessing training needs Determining training objectives Training Need Job behavior inappropriate or Knowledge or skill level inadequate and Problems can be corrected through training Assessing Training Needs Number of employees experiencing skill deficiency Severity of skill deficiency Importance of skill Extent to which skill can be improved with training Methods for Determining Training Needs Self-assessments Company records Customer complaints EEO charges Employee grievances Interviews with managers Customer satisfaction surveys Observation Determining Training Objectives