培訓(xùn)和發(fā)展管理專家勝任力特訓(xùn)營（人力資源培訓(xùn)課程）

開課地點(diǎn)：	廣州
授課時(shí)間：	2天
授課顧問：	陳建志
開課時(shí)間：	2013-06-01
市場報(bào)價(jià)：	0
購買價(jià)格：	0
審核時(shí)間：	我要報(bào)名2013-05-10 17:29:23

　　

學(xué)習(xí)對象

1. 企業(yè)中負(fù)責(zé)培訓(xùn)和發(fā)展管理人員 2. 企業(yè)人力資源管理人員 3. 企業(yè)中高層管理人員和老板 4. 有志于成為《培訓(xùn)和發(fā)展管理專家》者

課程目標(biāo)

企 業(yè)： 1，使企業(yè)獲取專業(yè)的培訓(xùn)和員工發(fā)展管理支持，形成和維持公司的競爭力和競爭優(yōu)勢 2，提高企業(yè)的培訓(xùn)投資收益，形成企業(yè)的人才優(yōu)勢；有效留住和激勵(lì)員工 受訓(xùn)員工： 1，掌握員工培訓(xùn)和發(fā)展管理的專家級技能，加快自身的職業(yè)發(fā)展速度和提升自身的職業(yè)競爭力

課程內(nèi)容

第一天the first day

模塊一、目標(biāo)導(dǎo)向型培訓(xùn)體系和培訓(xùn)制度的建立實(shí)務(wù)

Module1: Practice of setting up training and development system oriented by goals

—案例研討：支持么托羅拉經(jīng)營策略的培訓(xùn)發(fā)展管理

Case study: Support for the training development management of Motorola’s business strategy

—實(shí)踐經(jīng)驗(yàn)分享：建立支持公司年度目標(biāo)達(dá)成的培訓(xùn)計(jì)劃

Sharing practical experience: Setting up

training plan to support the realization of

company’s goals

—培訓(xùn)與發(fā)展策略制定的技術(shù)與方法

Techniques and methods of setting training and development strategy

—培訓(xùn)組織的確立與管理

Establishment and management of training organization

—關(guān)鍵知識、能力、技能和態(tài)度培訓(xùn)的識別

Recognizing key knowledge, ability, skills and attitude training

—工作模擬：識別公司成功的技能和態(tài)度

Job sampling: Recognizing company’s successful skills and attitude

—編制有效支持公司業(yè)務(wù)需要的培訓(xùn)項(xiàng)目

Organizing effective training project to support company’s needs

—指導(dǎo)性培訓(xùn)項(xiàng)目設(shè)計(jì)技術(shù)

Techniques of designing instructional training project

—激勵(lì)性培訓(xùn)項(xiàng)目設(shè)計(jì)方法實(shí)踐

Practice of methods of designing incentive training project

—年度培訓(xùn)計(jì)劃的制定與實(shí)施

Setting up and implementing annual training plan

—實(shí)操技能訓(xùn)練：制定年度培訓(xùn)計(jì)劃

Practice of practical operating skills: Setting up annual training plan

—開發(fā)和應(yīng)用有效的培訓(xùn)方法

Developing and applying effective training methods

—實(shí)操技能演練：培訓(xùn)方法的選擇

Practice of practical operating skills: Selecting training methods

—培訓(xùn)計(jì)劃和培訓(xùn)課程編寫實(shí)務(wù)

Practice of compiling training plan and course

—培訓(xùn)的安排與管理

Arrangement and management of training

—選擇和應(yīng)用適合和培訓(xùn)方法

Selecting and applying appropriate training methods

—工作模擬：培訓(xùn)項(xiàng)目設(shè)計(jì)

Job sampling: Designing training project

—編制有效的培訓(xùn)與發(fā)展管理制度

Compiling effective system of training and development management

—實(shí)操訓(xùn)練：培訓(xùn)制度設(shè)計(jì)

Training in practical operation: Designing training system

—員工發(fā)展管理

Management of staff’s development

—培訓(xùn)與發(fā)展管理經(jīng)驗(yàn)分享

Sharing experience of training and development management

—培訓(xùn)與發(fā)展管理熱點(diǎn)問題交流

Communicating on the hot issues of training and development management

模塊二、有效的培訓(xùn)效果評估方法和培訓(xùn)效果轉(zhuǎn)化技術(shù)

Module2: Effective assessment methods and transformation technology of training effects

—案例研討：申請39萬元培訓(xùn)費(fèi)用的挑戰(zhàn)

Case study: Challenge of applying 390,000 Yuan for training

—培訓(xùn)實(shí)踐經(jīng)驗(yàn)分享：通過培訓(xùn)改善質(zhì)量和服務(wù)

Sharing training practical experience:

Improve competence and service through training

—設(shè)計(jì)和應(yīng)用有效的培訓(xùn)效果評估方法

Designing and applying assessment methods of training effect

—知識培訓(xùn)評估

Assessment of knowledge training

—能力培訓(xùn)評估

Assessment of ability training

—技能培訓(xùn)評估

Assessment of skills training

—態(tài)度培訓(xùn)評估

Assessment of attitude training

—工作模擬：選擇合適的培訓(xùn)方法

Job sampling: Selecting appropriate

training methods

—設(shè)計(jì)有效的培訓(xùn)評估表

Designing effective training assessment form

—培訓(xùn)成果預(yù)測方法

Predicting methods of training results

—培訓(xùn)效果較化技術(shù)及其應(yīng)用

Transformation technology of training effect and its application

—工作計(jì)劃轉(zhuǎn)化法

Transformation of work plan

—業(yè)績指標(biāo)轉(zhuǎn)化法

Transformation of performance indicators

—職業(yè)發(fā)展專轉(zhuǎn)法

Transformation of career development

—報(bào)酬指標(biāo)轉(zhuǎn)化法

Transformation of compensation indicators

—實(shí)操能力訓(xùn)練：設(shè)計(jì)有效的培訓(xùn)效果轉(zhuǎn)化方法

Training of practical operating skills: Designing effective transformation methods of training effect

—員工職業(yè)生涯管理

Management of staff’s career

—經(jīng)驗(yàn)分享：有效留住才激勵(lì)人才的安江集團(tuán)

Sharing experience: Anjiang Group－ Keeping and motivating talents effectively

—培訓(xùn)與發(fā)展管理實(shí)踐

Practice of training and development management

—外部培訓(xùn)導(dǎo)師與培訓(xùn)機(jī)構(gòu)的選擇

Selection of external training trainers and training institutions

—技能訓(xùn)練：設(shè)計(jì)員工的素質(zhì)模型

Skills training :Designing KCI for staff

—工作模擬：員工職業(yè)發(fā)展設(shè)計(jì)

Job sampling: Design of staff’s career development

—經(jīng)驗(yàn)分享：管理培訓(xùn)生策劃

Sharing experience: Planning managing trainees

—學(xué)員問題解答

Answering students’ questions

第二天the second day

模塊三、目標(biāo)導(dǎo)向型培訓(xùn)需求分析技術(shù)及其應(yīng)用

Module3: Designing and practicing training needs analysis techniques oriented by goals

—案例研討：無效的培訓(xùn)應(yīng)由誰負(fù)責(zé)

Case study: Who should be responsible for the Ineffective training?

—經(jīng)驗(yàn)分享：有效支持公司經(jīng)營的年度培訓(xùn)

Sharing experience: Effectively supporting company’s business annual training

—培訓(xùn)需求評估過程

Assessment process of training needs

—工作模擬：識別公司的關(guān)鍵培訓(xùn)內(nèi)容

Job sampling: Recognizing key training content of company

—選擇和開發(fā)有效的培訓(xùn)需求調(diào)查方法

Selecting and developing effective methods of training needs survey

—公司層面的需求調(diào)查

Survey on company’s needs aspect

—員工層面的需求調(diào)查

Survey on task’s needs aspect

—任務(wù)層面的需求調(diào)查

Survey on task’s needs aspect

—實(shí)操技能訓(xùn)練：進(jìn)行有效的培訓(xùn)需求調(diào)查

Practice of practical operating skills: Implementing effective survey of training needs

—角色扮演：如果你是老板

Role-playing: If you were the boss

—設(shè)計(jì)和應(yīng)用有效的培訓(xùn)需求調(diào)查表

Designing and applying effective investigation survey of training needs

—建立支持公司業(yè)務(wù)發(fā)展的培訓(xùn)計(jì)劃

Setting up training plan to support company’s business development

—工作模擬：開展年度培訓(xùn)計(jì)劃調(diào)查

Job sampling: Carrying out survey of annual training plan

—經(jīng)驗(yàn)分享：識別公司關(guān)鍵培訓(xùn)需求

Sharing experience: recognizing company’s key training needs

—熱點(diǎn)問題交流

Communicating on hot issues

模塊四：激勵(lì)性員工職前引導(dǎo)訓(xùn)練制度的設(shè)計(jì)和實(shí)施

odule4: Designing and implementing incentive

orientation training policy

—案例研討：離職率為什么這么高

Case study: Why is the leaving ratio still so high?

—實(shí)踐經(jīng)驗(yàn)分享：通過職前引導(dǎo)訓(xùn)練減小員工的流動(dòng)率

Sharing of practical experience: reducing staff turnover rate through pre-service orientation training

—確定職前引導(dǎo)目的

Confirming determination of pre-service orientation

—建立支持公司戰(zhàn)略的職前訓(xùn)練體系和制度

Setting up system and policy of pre-service training to support company’s strategy

—開發(fā)有效的職前訓(xùn)練制度

Setting up effective system of pre-service training

—實(shí)操技能訓(xùn)練：設(shè)計(jì)兩天的職前訓(xùn)練安排

Practice of practical operating skills: designing two-day’s arrangement of pre-service training

—選擇有效的職前引導(dǎo)方法

Selecting effective methods of pre-service orientation

—工作模擬：導(dǎo)師的選擇

Job sampling: selecting trainer

—選拔和培養(yǎng)合適的內(nèi)部培訓(xùn)導(dǎo)師

Selecting and cultivating suitable internal trainer

—職前培訓(xùn)安排和管理

Arranging and managing pre-service training

—編制職前培訓(xùn)手冊

Compiling manual of pre-service training

—職前引導(dǎo)培訓(xùn)經(jīng)驗(yàn)分享

Sharing experience orientation training before taking the job

—經(jīng)驗(yàn)性練習(xí)：編寫職前培訓(xùn)管理辦法培訓(xùn)與發(fā)展管理熱點(diǎn)問題交流

Practice: compiling management methods of orientation training

 

 

師資力量

陳建志導(dǎo)師（Depew Chen）：【中國培訓(xùn)網(wǎng)高級講師】 1. 資深實(shí)戰(zhàn)型戰(zhàn)略實(shí)施咨詢、人力資源管理咨詢和培訓(xùn)專家； 2. 人力資源碩士、心理學(xué)博士。20多年大型外資、合資、國營和民營企業(yè)人力資源高層管理職位工作經(jīng)歷。曾任亞加達(dá)國際商務(wù)教育培訓(xùn)中心人力資源培訓(xùn)導(dǎo)師。現(xiàn)任新世紀(jì)人力資源管理學(xué)會(huì)會(huì)長；知名培訓(xùn)品牌：外資合資企業(yè)HR經(jīng)理/總監(jiān)勝任力特訓(xùn)營首席設(shè)計(jì)師和首席培訓(xùn)導(dǎo)師；美國認(rèn)證協(xié)會(huì)（ACI）授權(quán)導(dǎo)師，美國ACI：國際職業(yè)資格注冊HR經(jīng)理、執(zhí)行官認(rèn)認(rèn)證廣州區(qū)首席培訓(xùn)導(dǎo)師；GEPMS(全球企業(yè)績效電子管理系統(tǒng))首席設(shè)計(jì)師和顧問師。 3. 陳建志導(dǎo)師長期專注于人力資源管理理論的研究和應(yīng)用實(shí)踐，以20年的人力資源管理實(shí)戰(zhàn)經(jīng)驗(yàn)和8年的人力資源培訓(xùn)和項(xiàng)目服務(wù)經(jīng)驗(yàn)同國際現(xiàn)代人力資源管理理論和實(shí)踐相結(jié)合，創(chuàng)立了以不同人力資源管理職位所需勝任力（KCI—HRM）結(jié)構(gòu)為訓(xùn)練目標(biāo)的實(shí)戰(zhàn)型人力資源培訓(xùn)課程系列，成為一名知名的實(shí)戰(zhàn)型人力資源管理專家、人力資源培訓(xùn)專家、人力資源項(xiàng)目服務(wù)專家和領(lǐng)先的人力資源課題研究者。其中開發(fā)的實(shí)戰(zhàn)型人力資源管理勝任力培訓(xùn)課程有：CPM—HR系列（外訓(xùn)培訓(xùn)系列）——根據(jù)外資/合資人力資源管理經(jīng)理級以上職位勝任力結(jié)構(gòu)設(shè)計(jì)的八個(gè)級別系列訓(xùn)練課程，共128個(gè)HR專業(yè)模塊；PHR系列（外訓(xùn)培訓(xùn)系列）——根據(jù)人力資源管理專家級勝任力結(jié)構(gòu)設(shè)計(jì)的四個(gè)級別系列培訓(xùn)課程，共24個(gè)專業(yè)模塊；MHR列（內(nèi)訓(xùn)培訓(xùn)系列）—根據(jù)企業(yè)中高層管理人員管理勝任力結(jié)構(gòu)設(shè)計(jì)的非人力資源管理者的人力資源管理技能培訓(xùn)課程，四個(gè)級別共26個(gè)專業(yè)模塊等。

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