如何使培训真正促进业务的发展.pptVIP

* TNA focuses on gathering information about an identified performance deficiency stemming from lack of knowledge, skill or attitude * * * * Confidential Rev PA1 8/25/2008 * Confidential Rev PA1 8/25/2008 * Confidential Rev PA1 8/25/2008 * 如何使培训真正促进业务的发展 2010年4月 Training Process CBI 面临的关键问题 TNA (培训需求分析) Design 培训设计 Evaluation on the job 工作中的评估 Delivery实施培训 Opportunity to improve performance (改进绩效的机会) Opportunity to correct a performance problem (解决绩效问题的机会) Assume training problem 假设是培训问题 * First time to ask about Evaluation考虑评估 Assume training course 假设需要培训课程 **Design evaluation 设计评估 Level 1 Level 2 一级和二级评估 Level 3 ( behavior) 三级评估(行为) The gap between what is and what should be (现状和理想的差距) Behavior associated with “should be” how to evaluate (与“理想”有关的行为及如何评估) Consider consequences vs. potential outcome 考虑后果或潜在收效 Instructional objectives tied to CBI 设计目标与关键问题的联系 Level IV Level IV 四级评估 Training Process (培训流程) Strategy to close the gap 缩小差距的策 略 Check Your Assumptions看看你的假设 Can training solve all performance problems? 培训可以解决所有的绩效问题吗？ TRAINING CAN ONLY ADDRESS PROBLEMS CAUSED BY LACK OF SKILLS AND KNOWLEDGE 培训只能针对由缺少技能和知识而引起的问题 Where Should You Start ?从哪开始？ Ask yourself问自己: Why do you need a training solution?为什么需要培训？ If you need training for performance improvement, then what are those performance problems giving you headache?如果培训为了改进绩效，那么哪些绩效问题使你感到头疼？ You should start from performance analysis. 你应该从绩效分析开始。。。 What is Performance Analysis?什么是绩效分析？ Performance analysis: the process to distinguish problems that can be solved by training from problems that must be solved by other management actions. 绩效分析：是一个过程，通过此过程来区分可以通过培训而解决的问题和必须通过其它管理行为来解决的问题。 A definition of performance analysis from a training perspective. Distinguishing between “can’t do” and “won’t do” 区分“不能做”和“不做” Tools for Performance Analysis绩效分析工具 Before you do anything, please conduct a self-check 先做一下自我检查: Is your performance standard (expectation) in place? Is it clear? (If not, employ