Systems Infrastructure Current State Strategic Gap Desired State
- Slides: 77
帮助企业把战略转为成果 - 通过企业人 Systems & Infrastructure 系统,基础设施 Current State 现状 Strategic Gap? 差距在何处? Desired State 期望 People attitude, skills and behaviors 人员的态度,技能和行为 LCL商务咨询有限公司 2000. 12. 1
学习与发展的战略 Phase I 第一阶段 To market people development as a competitive advantage 宣传员 发展的竞争优势 Phase II 第二阶段 To encourage management to drive and carry the people development charters 鼓励管理人员承担员 发展的职责 Phase III 第三阶段 To increase employees access to learning for continuous improvement 员 自觉学习不断提高 LCL商务咨询有限公司 2000. 12. 1
学习与发展调查计划 1. Objectives Set Up 制定目标 2. List of Targeted People for Interview 拟定参加人员名单 3. Survey Form Development 设计调查表 4. Time Table Development 制定计划时间表 LCL商务咨询有限公司 2000. 12. 1
培训与发展调查表 Interviewee: 被面谈者: Date: 日期: Interviewer: 面谈者: Please answer the following questions: 请回答以下问题: 1. For your department, what are the most important things you would like to improve? 对你的部门,你认为首先在哪些方面需要改进? 2. For employees (your manager), what would you like them to improve? 对你部门的员 (经理),你认为首先在哪些方面需要改进? 3. For yourself, what would you like to improve? 对你自己,你认为首先在哪些方面需要改进? LCL商务咨询有限公司 2000. 12. 1
课 程 计 划 实 施 Framework for People Development 人 员 培 训 发 展 的 架 构 Learning & Development Curriculum 学 习 与 发 展 课 程 Course Descriptions 课 程 内 容 介 绍 Registration Forms 课 程 登 记 表 Training Record 培 训 记 录 LCL商务咨询有限公司 2000. 12. 1
人员培训与发展课程表 1月 2月 3月 4月 5月 6月 7月 8月 9月 10月 11月 12月 New employee Orientation TQC Concept & Cust. Satisfaction Shared Values Office Automation Training 普遍发展 Managing People At Work Prof. Interviewing & Selection Performance Management Sales Associate Orientation Program Professional Selling Skills Sales Negotiation Skills Enterprise Business Selling Skills Value Based Selling Persuasive Proposal Writing General Business Writing Problem Solving & Decision Making Basic Project Management Consulting With Clients Professional Presentation Skills Time Management 专业发展 销售管理 管理 新员 发展 培训课程 Product/Technical Training Overseas Training & Assignment LCL商务咨询有限公司 Defined by Departments/Functions 2000. 12. 1
课 程 登 记 表 参加者 部门 部门 主管 经理 新员 培训课程 1月 2月 3月 4月 5月 6月 7月 8月 9月 10月 11月 12月 New employee Orientation TQC Concept & Cust. Satisfaction Shared Values Office Automation Training New Manager Handbook Targeted Selection Workshop Performance Management 普遍适用课程 销售人员 Sales Associate Orientation Program Professional Selling Skills Sales Negotiation Skills Enterprise Business Selling Skills Value Based Selling Persuasive Proposal Writing General Business Writing Problem Solving & Decision Making Basic Project Management Consulting With Clients Professional Presentation Skills Time Management LCL商务咨询有限公司 2000. 12. 1
培 训 记 录 Name 姓名 Position Hire Date NEO CSW 职务 入公司 时间 新员 指南 用户 满意 PSS 销售 技巧 KT MDP TM 解决问题 及决策 管理 课程 时间 管理 王平 销售代表 96/12/13 97/3/20 97/3/22 刘明 人事代表. 93/5/7 93/6/22 粱钢 程师 97/3/17 97/10/20 97/10/22 98/2/15 98/7/5 沈利利 IT主管 98/5/5 98/8/10 98/8/12 99/8/10 99/2/8 冯西轩 销售经理 96/6/8 96/7/20 96/7/22 程师主管 99/2/9 99/5/12 99/5/14 95/10/9 96/2/20 96/2/22 于兵 陈元元 秘书 LCL商务咨询有限公司 93/6/20 97/12/20 95/6/7 96/12/10 97/5/6 94/7/10 97/7/9 96/10/5 99/8/10 96/10/5 2000. 12. 1
新员 发展课程 Company’s Mission & Objectives 公司的使命和目标 Company’s History & Culture 公司的历史和文化 Business Ethics 商业准则 Company Functions Overview 公司职能部门介绍 Products Introduction 产品介绍 Quality & Customer Satisfaction 品质管理和用户满意重要性 People Development Opportunity 人员发展机会 Company’s General Policies & Principles 公司的基本政策和原则 LCL商务咨询有限公司 欢迎新同事 2000. 12. 1
四级培训效果评估 Four Levels Training Measures 4:业绩 Results 3: 行为的改变 Change of Behaviors 2: 对主要概念的理解 Understanding of Main Concept 1: 学员的反应 Reaction of Participants LCL商务咨询有限公司 2000. 12. 1
第一步 First Step: E 学员的反应 Reaction of Participants 1: 课程评估表 Course Evaluation Form 2: 培训导师的观察与建议 Trainers’ Observation and Recommendations LCL商务咨询有限公司 2000. 12. 1
第二步 Second Step: E 1: 测验 Test 对主要概念的理解 Understanding of Main Concept 2: 角色演练 Role Play 3: 学员培训报告 Participants Training Report 4: 其他方式 Other Method LCL商务咨询有限公司 2000. 12. 1
第三步 Third Step: E 行为的改变 Change of Behaviors 个人行动计划 Individual Action Plan 公司内部辅导系统 Internal Coaching System 实施 - 新计划 Implementation New Plan 1: 培训导师 Training Officer 2: 直接主管 Immediate Supervisor 3: 人力资源部 HR Dept. 其他方式 Other Method LCL商务咨询有限公司 2000. 12. 1
第四步 Fourth Step: E 业绩 Results 1: 外部评估 External Evaluation 2: 内部评估 Internal Evaluation LCL商务咨询有限公司 2000. 12. 1
课后技巧应用实施程序 Implementation Process 参加培训课程 Attend the training program 填写课程评估表 Fill out the training evaluation form 制定行动计划 Work out Action Plan 实施行动计划 Implement the action plan 人力资源部的责任 Responsibilities of HR Dept. LCL商务咨询有限公司 学员的责任 Responsibilities of Participant 学员直接主管的责任 Responsibilities of Supervisor 2000. 12. 1
人力资源部的责任 HR Department Responsibilities ü确保学员他填写行动计划 Collect Action Plan; ü与管理层进行总结 Review with Management; ü与主管进行沟通 Communicate with supervisors; ü跟进 Follow Up; 电话访谈 Telephone interview 面谈 Face to face interview 组织技巧实施研讨 Organize the meeting for better implementation 协助检查行动计划的实施 Provide assistance of checking/reviewing implementation of action plan 组织系统辅导 Organize systematic coaching ü帮助学员重新加强已学到的知识 Reinforce the main learning points LCL商务咨询有限公司 2000. 12. 1
学员直接主管的责任 Responsibilities of Immediate Supervisors 4 检查行动计划 Observe participants’ action and behavior 4 督导所学知识的实施 Supervise the implementation 4 辅导 Coaching 4 检查及了解进度 Checking the progress 4 评估业绩 Evaluation of Final Results LCL商务咨询有限公司 2000. 12. 1
人力资源管理的衡量方法 Training & Education - Planned vs delivery - Total participants, training hours/man days - Withdraw ratio - Course evaluation - Training effectiveness measures - Training $/employee LCL商务咨询有限公司 培 训 和 教 育 方 面 课程计划和实际实施的比较 参加人员总数,培训时间/ 人日/ 作日统计 退学比率 课程评估 培训效果评估 培训费用统计 2000. 12. 1
专业培训咨询步骤 调研 Pre-Research 裁定课程 Tailor-Made Programs 实施培训 Training Delivery 跟进 Follow-up 下一步计划 Further Development LCL商务咨询有限公司 2000. 12. 1
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