员工培训outcome3Word下载.docx

员工培训outcome3Word下载.docx

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Arationaleprogramshouldincludereferencetolearningtheory.ThatshouldtakeaccountofKolb'

sLearningCycleanddifferinglearningstyleswhendesigningthetrainingprogramme.

Kolb'

slearningtheorysetsoutfourdistinctlearningstyles（orpreferences）,whicharebasedonafour-stagelearningcycle.（whichmightalsobeinterpretedasa'

trainingcycle'

）.InthisrespectKolb'

smodelisparticularlyelegant,sinceitoffersbothawaytounderstandindividualpeople'

sdifferentlearningstyles,andalsoanexplanationofacycleofexperientiallearningthatappliestousall.

Kolbincludesthis'

cycleoflearning'

asacentralprinciplehisexperientiallearningtheory,typicallyexpressedasfour-stagecycleoflearning,inwhich'

immediateorconcreteexperiences'

provideabasisfor'

observationsandreflections'

.These'

areassimilatedanddistilledinto'

abstractconcepts'

producingnewimplicationsforactionwhichcanbe'

activelytested'

inturncreatingnewexperiences.

Kolbsaysthatideally（andbyinferencenotalways）thisprocessrepresentsalearningcycleorspiralwherethelearner'

touchesallthebases'

ie.,acycleofexperiencing,reflecting,thinking,andacting.Immediateorconcreteexperiencesleadtoobservationsandreflections.Thesereflectionsarethenassimilated（absorbedandtranslated）intoabstractconceptswithimplicationsforaction,whichthepersoncanactivelytestandexperimentwith,whichinturnenablethecreationofnewexperiences.

Whatevertrainingmodegowith,herearekeystodevelopingagoodtrainingprogramme:

Itshouldmakesuretheobjectives;

atrainingobjectiveisastatementthatclearlydefineswhatthetraineewillbeabletodoasaresultofthetraining.

Formulatingwhattraineeshouldlearn.ThecontentshouldbeasspecificasPossible.（"

IwantmyeveningshiftworkerstobeabletouseMicrosoftExceltoupdatetheday'

ssalesfigures."

）Assessyouremployees'

currentskilllevels.Evaluatethegapbetweenwhereyouwanttobeandwhereyouare.Usethebestmethodtoconducttrainees.Selectoneofthetrainingmodesdescribedabove,basedonyourtimeandfinancialbudget.Donotforgettobudgetfordowntimeandlostproductionwhileclassisinsession.Designatrainingprogram.Itshouldcallforimpartinginformationtotrainees,givingthemtimetoabsorbandtryouttheirlessons,providingexpertfeedback,andgivingthemachancetobecreative.

Introduction

DuetorapidexpansionofA.G.BellCompany,thecompanyshouldexpanditsworkforcetomeetthechange.ThisarticleisgoingtodesignatrainingprogrammefortheHRmanagerswithinA.G.Bell.Iwoulddesignitfromsomeaspectslikethecontentofthetrainingprogrammedesigned,varietyofdeliverymethod,courseobjectives,sessionobjectives,sessiontimetableandsoon.

TrainingCourseDesign

Thistrainingprogramme,thetopicisentitled“HowtoConductaSelectionInterviewThetrainingcoursewillbeaimedatinterviewingpeoplefortelephonecustomerserviceroles.

PreparingfortheinterviewTrainersneedsaccesstomoredetailedandsturdyprescriptionsforunderstandingperformanceproblems.Theworthytrainerorperformancetechnologistoreducationspecialistwantstodoafrontendanalysis.Whatquestiondoesheorsheask?

Whatdataissought?

Whatcriticalincidentsaregathered?

Whatsourcesareconsulted?

Howissubjectmatterselected?

Ignored?

Inwhatorderarethosenobleanalysesconducted?

Mayanybeomitted?

Howdoyouknowwhenyou'

refinishedandcanreportyourresultsorstarttodeveloptraining?

Thesecouldsummarizedtothreefactor：

sAttitudes/behaviors,skillsandknowledge.Attitude/behaviors:

theHRmanagersofA.G.BellCompanyshouldexpressempathytointervieweesandbeconfidentwhichcanmaketheinterviewefficient.

Skills:

managersshouldgraspthequestioningtechniqueswhichprefertotheinterviewercouldhaveasenseofcomprehendtotheintervieweewhetherhe/shefitsthejob.What'

smore,theyshouldlistentotheinterviewee'

sanswerandideaseriouslyandtakelegiblenoteswhichcouldaccuratelyreflectthecontentoftheinterview.Knowledge:

duetotheaimofinterviewingpeoplefortelephonecustomerserviceroles,themanagersshoulddetailedintroducetheinformationofthejobandbackgroundofA.G.BellLtd.policyonequalityofopportunityandrecruitmentisalsoneeded.Atlast,managersmustbeabletoapplythecurrentlegislativeframeworkforrecruitmentandselectiontothecontextofinterviewing.

Conductingtheinterview

Toconductaninterviewsomemethodswereusedtoanalyzeintervieweesfromeachaspects.Therearequestioning,listeningandobservingtechniques.

Questioning：

Questioningisthemostcommontechniquebeingusedininterviewsbymanagers.Askingtherightquestionscouldmakethecommunicationbetweenmanagersandintervieweesefficientwhichcouldgraspmorecoreideasandbuiltastrongrelationshipinordertoimprovetheinteraction.

Listening:

Expressingourwants,feelings,thoughtsandopinionsclearlyandeffectivelyisonlyhalfofthecommunicationprocessneededforinterpersonaleffectiveness.Theotherhalfislisteningandunderstandingwhatotherscommunicatetous.Whenapersondecidestocommunicatewithanotherperson,he/shedoessotofulfillaneed.Effectivecommunicationexistsbetweentwopeoplewhenthereceiverinterpretsandunderstandstheinterviewee'

sideainthesamewaytheintervieweeintendedit.ManagersofA.G.Bellshouldlisteningseriouslywhichcouldbuiltconfidentintheinterviewsituation,furtherdevelopingthecapacityofmanagestaffandeliminateconflict.

Advantagesanddisadvantagesofinterview

Themainadvantageofinterviewsisthattheresearcher（interviewer）canadaptthequestionsasnecessary,clarifydoubtandensurethattheresponsesareproperlyunderstood,byrepeatingorrephrasingthequestions.Theresearcher/interviewercanalsopickupnonverbalcuesfromtherespondent.Anydiscomfort,stressandproblemsthattherespondentexperiencescanbedetectedthroughfrowns,nervoustapingandotherbodylanguage,unconsciouslyexhibitedbyanyperson.

Thiswouldbeimpossibletodetectinatelephoneinterview.Soface-to-facehelpstheintervieweetogetthedesiredresultsandhelpthemtheexpressionofthepersontowhomtheyareinterviewing.Byreadingthefacialexpressionoftherespondenttheinterviewercaneasilyunderstandwhattherespondentwanttotellthemaboutanything.

Themaindisadvantagesofface-to-faceinterviewsarethegeographicallylimitationstheymayimposeonthesurveysandthevastresourcesneededifsuchsurveysneedtobedonenationallyorinternationally.Thecostsoftraininginterviewerstominimizeinterviewer'

sbiasesforexampledifferencesinquestioningmethods,interpretationofresponsearealsohigh.Anotherdrawbackisthatrespondentsmightfeeluneasyabouttheanonymityoftheirresponseswhentheyinteractfacetofaceinterviews.Discriminationandhowtoavoidit

Employmentdiscriminationreferstodisablingcertainpeopletoapplyandreceivejobsbasedontheirrace,age,gender,religion,sexualorientationanddisability.InrelationshiptoSociology,employmentdiscriminationusuallyrelatestowhateventsarehappeninginsocietyatthetime.Forexample,itwouldseemludicroustohireanAfricanAmericanmaleandabsolutelyunheardoftohireanAfricanAmericanwomanover50yearsago.However,inoursocietytoday,itistheabsolutenormtohireanyqualifiedperson;

especiallyseeingthatourpresidentisblack.Employmentdiscriminationhasdecreasedtremendouslyfrompreviousyears.Thisisduetolawsthatprohibitemploymentdiscrimination.Inoursocietytoday,everyoneisorderedtotreatalldifferenttypesofpeopleequallyandgrantthemthesameopportunities.Ifapersonhiringotherbreakstheserules,theycanbesuedforhatecrimes.

Inordertoavoidthese,mangersofA.G.Bellshouldnotjudgetheintervieweejustfromobservetheirrace,age,gender,religionandsoonbutevaluatetheinformationreflecttheinterviewee'

scharacterandideaswhichfromtheconversation.

Thesecond,ifthereareanypoliciesinexpandingworkforceaimedatinterviewingpeoplefortelephonecustomerserviceroleslikethelimitationofageorsexmustproclaimingbeforetheinterviewbeginwhichcouldeliminatetheunnecessaryconflict.

Thethird,managersshouldavoidappearillegalquestionsinthepartofpreparingtheinterview.Likequestionsrelatedtophysicaldisabilitiesorhandicaps,relatedtohealthormedicalhistoryandsoonarenotallowedwhichmaycausediscrimination.

Produceatrainingsessionplan

Overallcourseobjectives:

ThetrainingprogrammeisdesignedforHRmanagerswhoaimedtointerviewingpeoplefortelephonecustomerserviceroles.Afterthecourse,itachievedtheobjectiveofholdinganinterviewinacorrectandappropriateway.

Avarietyofdeliverymethods

Therearevarietiesofdeliverymethodslike:

LectureMethod.Thelectureisbestusedforcreatingageneralunderstandingofatopic.Severalvariationsinthelectureformatallowittobemoreor