motolola培训与开发.ppt

,摩托罗拉大学（中国）企业培训管理与咨询经理,姚卫民,一九九八年十二月,I.引言：为什么要进行人力资源培训与开发？理念与实例II.人力资源培训开发的基本要素价值链、内容、途径与运作流程简述III.摩托罗拉人力资源培训开发的实践 摩托罗拉公司简况摩托罗拉企业文化与企业培训理念摩托罗拉培训管理体系与组织实施培训计划 与政策培训组织机构 培训内容与途径培训需求分析与课程设计 培训师资选配与管理 培训绩效评估培训财务管理培训组织实施体系与操作流程,内容简介,人力资源培训与开发,I.引言：为什么要进行人力资源培训与开发？引述：古今中外论人才 实例：商战人才篇 IBM“7C 管理法”：以人为中心松下用人摩托罗拉信念王安为何失败？人力资源培训开发的目的意义 人力资源培训开发的基本理念,引述：古今中外论人才,为治之要、莫先于用人司马光：“资治通鉴”兵者，国之大事也孙子兵法 用人之道：用当其位、用当其愿、用当其时中国东方集团 小企业做事，大企业做人柳传志，中国联想,人者，企业之本也 人是管理之首 造物先造人 人才开创事业、事业造就人才,“松下公司是生产人才兼做电器的公司”松下幸之助,I.为什么要进行人力资源培训与开发？,实例：商战人才篇,Commitment:承担责任 Cooperation:协同合作 Consultation:相互协商 Competition:竞争创新 Communication:交流沟通 Confidence:充满信心 Community:关爱人群,I.为什么要进行人力资源培训与开发？,IBM“7C 管理法”：以人为中心,松下精神产业报国光明正大精诚互爱奋发向上 礼节谦让顺应潮流知恩图报,松下用人人的尊严先于一切 基于信赖而用人有功者得奖、有能力者得生只要具备60分者即可提拔任用合理搭配人才恩威并用敢用、善用强过自己的人不避用仇人知晓赞美的妙用求才与育才并举,实例：商战人才篇,I.为什么要进行人力资源培训与开发？,摩托罗拉信念尊重个人、以礼待人完美操守、忠诚不渝,摩托罗拉与人保持对人不变的尊重以“诚、诺、信”为信条平等、开放、民主、授权团队精神使用人、培育人、发展人,实例：商战人才篇,I.为什么要进行人力资源培训与开发？,王安为何失败？用人不当落伍市场,实例：商战人才篇,I.为什么要进行人力资源培训与开发？,人力资源培训开发的目的意义使每位员工都能明确自己的任务、目标，提高工作所需的技能，不断更新知识结构和观念，并在实践中能充分发挥其积极性、创造性，不断提高业务水平和业绩水平，以达到一流员工的标准，增强员工在业务上的成就感和事业上的满足感，使员工得到完全的发挥并为公司创造最大价值。,I.为什么要进行人力资源培训与开发？,人力资源培训开发的基本理念 竞争靠人才，人才靠培训；做一流企业，育一流人才；不断成功的企业是不断学习的企业；培训产生效益；受教育培训既是每一个员工的义务，也是每一个员工的权利。,II.人力资源培训开发的基本要素 培训开发与人力资源管理的基本价值链 人力资源管理主要内容及体系模式 人力资源培训开发基本运作流程,培训开发与人力资源管理的基本价值链人力资源规划与岗位设置人才招聘与任用薪资与福利绩效管理与职业发展员工关系与员工服务,人力资源规划与岗位设置,人才招聘与任用,薪资与福利,绩效管理与职业发展,员工关系与员工服务,人力资源管理,II.人力资源培训开发的基本要素,培训开发,培训开发,人力资源管理主要内容及体系模式,品质管理,评估标准,经营理念/管理制度,业务展望/业务计划,外界环境,高级人才库,职位继承,排名,前程规划,人才规划,聘雇,适应评估,个人,部门,公司,组织,培训,轮调,业绩评估,人事异动,激励,薪资行政,薪资调整,提案,奖励,服务年资,奖金,福利,升迁,II.人力资源培训开发的基本要素,II.人力资源培训开发的基本要素,人力资源培训开发基本运作流程,计划,准备,实施,评估,跟踪,长期计划,短期计划,确定培训渠道,培训记录,培训报告,反馈,内部评估实施,外部评估实施,II.人力资源培训开发的基本要素,人力资源培训开发的基本内容方式途径,知识、技能,课堂教育,电子辅助系统,多选择方式,按类培训,按需培训,及时培训,组织化,个人化,及时性,期待性,需求,控制,多选择培训,传统培训,电子辅助系统,III.摩托罗拉人力资源培训开发的实践 摩托罗拉企业文化与企业培训理念摩托罗拉企业文化概览 肯定个人尊严：含义、内容与程序 职业生涯规划路线分析与职业生涯发展管理 摩托罗拉培训管理体系与组织实施培训计划 与政策培训组织机构 培训内容与途径培训需求分析与课程设计 培训师资队伍建设与管理 培训绩效评估培训行政与财务管理培训组织实施体系与操作流程,企业基本目标每一个员工的责任顾客完全满意 主要处事信念一贯的处事原则 尊重个人，以礼待人 操守完美，诚信不渝 主要进取精神达到同业之冠 坚持6个西格玛质量标准；全面缩短运转周期；成为产品和制造技术的领先者；增进企业利润。提供人人参与、集体协作、鼓励创新的工作环境肯定个人尊严,摩托罗拉企业文化概览,III.摩托罗拉人力资源培训开发的实践,摩托罗拉企业文化概览,顾客完全满意,6西格玛质量,全面缩短运转周期,生产制造技术领先,增进企业利润,全方位领导模式实践,肯定个人尊严,诚信不渝,III.摩托罗拉人力资源培训开发的实践,肯定个人尊严：含义和内容 含义：“肯定个人尊严”是一种各级主管与员工之间一对一、面对面的对话与沟通形式，每个季度进行一次，旨在加强公司、主管与员工的双向交流，确保员工的需要和利益与公司的生存发展的需要达到完美的结合，使公司成为员工的最佳选择。沟通内容：1.您是否有一份对于摩托罗拉公司的成功有意义工作？2.您是否了解能胜任本职工作的行为并且具备使工作成功的知识？3.您的培训是否已经确定，并得到适当的安排以不断提高您的工作技能？4.您是否了解您的职业前途，并且它会令您鼓舞、确实可行，而且正在辅助行动？5.过去每30天来，您是否都获得中肯的意见反馈以有助于改进工作绩效或促成您的职业前途的实现？6.您的个人情况。如性别或文化背景是否得到正确对待而不影响您的成功？,III.摩托罗拉人力资源培训开发的实践,肯定个人尊严：程序,III.摩托罗拉人力资源培训开发的实践,职业生涯规划路线分析图示,绩效管理与职业发展,III.摩托罗拉人力资源培训开发的实践,职业生涯发展管理图示,绩效管理与职业发展,员工个人发展目标,组织发展目标,职业生涯发展目标,目标：追求自我实现 自我适应评价 未来职务设计 生涯发展计划自我启发成长 员工个人需求,目标：有效活用人才 把握人才需求动向 实现量才使用目标 计划性人才培育 掌握经营策略重点 组织发展需求,员工个人不断成长,组织不断发展,III.摩托罗拉人力资源培训开发的实践,每个员工都有权利和义务接受教育培训；实现每年每人40小时最低培训要求；教育培训紧密结合企业业务发展需求和员工个人职业发展规划；教育培训是长期的、不断的过程；管理层要保证对教育培训的投入.,III.摩托罗拉人力资源培训开发的实践,摩托罗拉员工教育培训的政策,摩托罗拉员工教育培训组织体系,III.摩托罗拉人力资源培训开发的实践,设置：美国总部，全球14个分校，中国北京和天津分校；功能：提供四大类即管理领导、质量、技术和市场营销培训；对象：摩托罗拉员工、合资企业、供应商、分销商、客户、中国企业和政府人员；课程：全球提供约600门课程；中国约170门课程，其中约150门用中文讲授。,III.摩托罗拉人力资源培训开发的实践,摩托罗拉大学概览,Motorola University Purpose,“To be a catalyst for change to meet the business objectives of the company byproviding systems and solutions in orderto build a best in class workforce.”,III.摩托罗拉人力资源培训开发的实践,Who do we train?,III.摩托罗拉人力资源培训开发的实践,Beijing12 Classrooms4 Computer labs4 Breakout rooms1 Video conferencing center1 Board room,Tianjin9 Classrooms4 Breakout rooms1 Library1 Programmable automation literacy(PAL)lab1 Language lab1 Computer lab1 Cafeteria,Motorola Facilities,III.摩托罗拉人力资源培训开发的实践,四大培训类别：管理/领导类培训；质量控制类培训；技术类培训；市场和营销类培训。主要培训途径新员工岗前培训；部门在职培训；海外培训；岗位轮调（国内，海外）；综合/特殊培训项目（CAMP、LEAD、GOLD、HR2000，etc）其他：客户、供应商、政府培训项目 如：摩托罗拉中国寻呼机“明星客户学院”和“明星寻呼”计划,III.摩托罗拉人力资源培训开发的实践,摩托罗拉员工教育培训的基本内容、方式,Motorola University Structure,Account Management&Consulting,Design,Delivery,III.摩托罗拉人力资源培训开发的实践,Analyzing Performance Problems and Training Needs-Is It A Training Needs?-What Is The Training Need?,Evaluating Training-How Can Results of Training Be Evaluated?,Designing and Developing Effective Training-What Results Are Desired From Training?-How Can They Be Measures?,Implementing Training Delivering and Facilitating Training-How Can Training Be Effectively Delivered?,摩托罗拉员工教育培训的基本过程,III.摩托罗拉人力资源培训开发的实践,摩托罗拉员工教育培训需求分析,Training Needs AssessmentTraining needs assessment is a process of identifying the problems that call for a training solution.It is used to describe what topics that need to be addressed,and what particular behaviors are required from the trainees.It focuses on the question of“What it is”and“What Should be”.The effort intends to pin down the problems from the instructional point of view.,Five Steps of Performing A Needs Assessment,Develop a Needs Assessment Plan,Investigate Needs,Collect&Analyze Data,Propose Solutions,Report Results,1.,3.,2.,4.,5.,III.摩托罗拉人力资源培训开发的实践,培训课程项目设计系统方法,确定培训需求,设计培训 评估方略,设计培训 途径方略,设计培训 媒体方略,进行受训者背景分析,进行培训方式分析,进行培训资源分析,明确可衡量的培训目标,开发培训内容教材,进行培训试验,II.人力资源培训开发的基本要素,技 术 能 力,领 导 艺术,全 球 经营,商 业 头 脑,市场产品信息,新兴市场全球战略多元文化扩展影响商业道德,个人修养人际关系视野多样性变革管理,战略观念品牌意识顾客满意组织结构,摩托罗拉领导者培训知识能力结构,III.摩托罗拉人力资源培训开发的实践,1.Training Experience培训经验2.Subject Matter Knowledge专业知识3.Consulting/Working Experience咨询、实际工作经验4.Commitment to MU Training Courses对培训任务的承诺5.Availability and Long Term Cooperation Possibility长期任教的可能性,培训师资选配与管理,摩托罗拉培训师资选配标准,III.摩托罗拉人力资源培训开发的实践,Funding Model,III.摩托罗拉人力资源培训开发的实践,培训财务管理,Cost per student day,($),III.摩托罗拉人力资源培训开发的实践,培训财务管理,培训质量与评估,培训质量指标企业文化认同与变革期待完整的实施计划与措施领导层的全力支持员工的积极参与知识与技能的实际应用持续可靠的质量保证,培训质量评估类别第一级：被培训者反馈第二级：培训目标评估第三级：培训应用程度第四级：培训效益分析,III.摩托罗拉人力资源培训开发的实践,摩托罗拉寻呼事业部培训开发系统实施详解,T&D 远景目标(我们要实现什么?)T&D 价值理念(我们相信什么?)T&D 目标使命(我们必须做什么来实现远景目标?)T&D 工作任务(我们怎样做才能实现使命目标?)T&D 组织结构(我们如何组织培训开发?)T&D 政策程序(我们怎样在员工中展开培训开发?),组织培训实例：,组织培训实例:Motorola GCPSD Training&Development(T&D),T&D Vision(What We Want to Achieve?)T&D Key Values/Beliefs(What We Believe In?)T&D Missions(What We Must Do to Achieve Our Vision?)T&D TO DO(How We Will Achieve Our Missions-Vision?)T&D Structure(How is T&D Organized?)T&D Policy&Procedures(How T&D Works For You?),T&D Vision,T&D Vision(What We Want to Achieve?)Creating Value through Effective Organizational Training&Development,组织培训实例:Motorola GCPSD Training&Development(T&D),T&D Key Values/Beliefs(What We Believe In?),T&D must be tied to helping individual Motorolan perform at a higher level of efficiency&effectiveness that achieve organizational goals&objectives.(Creating Values)T&D is the responsibility of the individual Motorolan as well as the organization.Successful execution of T&D depends on the commitment of individual Motorolan to carry out T&D plan.The ultimate determinant of effectiveness of T&D is the application of knowledge&skills by the individual Motorolan.There is no end to T&D while time&resources are limited.Thus,realistically,we must choose selectively&wisely.More T&D does not mean promotion.But more efficient&effective Motorolan merit consideration in due course.,组织培训实例:Motorola GCPSD Training&Development(T&D),T&D Missions(What We Must Do to Achieve Our Vision?)T&D TO DO(How We Will Achieve Our Missions-Vision?),To do a first class job at linking individual T&D needs to the achievement of organizational goals&objectives(G&Os)introduce the Performance Management System(PM System)emphasize T&D needs discovery in the IDE Dialogue Question 1,2,3&4To provide a core T&D curriculum that establish the basic cultural values(attitude),skills and knowledge critical to all GCPSD associatesintroduce the Core for All and Generic Training curriculum(sample documents of Core Curriculum),组织培训实例:Motorola GCPSD Training&Development(T&D),T&D Missions(What We Must Do to Achieve Our Vision?)T&D TO DO(How We Will Achieve Our Missions-Vision?),To promote the self-ownership of T&D by the individual Motorolan and T&D effectivenessintroduce My Learning Autobiography(MLA)introduce Key Learning Notes(KLN)introduce Sharing Session at departmental meeting(sample documents of MLA&KLN),组织培训实例:Motorola GCPSD Training&Development(T&D),To provide strong organizational supports by creating opportunities for application of skills&knowledge learnedintroduce Sharing Session at departmental meetingincorporation of skills&knowledge into current working processes e.g.Account Planning formdepartmental ownership of T&D outside the Core for All and Generic programs e.g.Sales Operations Dept Core attachedmanagers and supervisors as coach,T&D Missions(What We Must Do to Achieve Our Vision?)T&D TO DO(How We Will Achieve Our Missions-Vision?),To effectively track&feedback to the organization&individual Motorolan progress against T&D Plan on a timely basisintroduce the Individual Development Plan(IDP)process(sample document of IDP)regular tracking&quarterly feedback to departmental management on progress of T&D against IDPtaking corrective actions for any deviation against planTo reward committed individual Motorolan&department on pursuit of excellence in participating in T&D programquarterly best Key Learning Notes awards(3)quarterly best Department T&D Commitment Awards(3)planning&execution of IDP,Sharing Sessions&My Learning Autobiography,组织培训实例:Motorola GCPSD Training&Development(T&D),T&D Structure(How is T&D Organized?),GCPSD Generic Training Council(GTC)Chaired by GM and staffed by his direct reportsGCPSD Generic Training Council Working Group(GTCWG)Consist of all representations from the various departmentsChairperson:xxxHR:xxxFinance:xxxMarketing:xxxSales Distribution:xxx.MU China:xxxSales Ops/Distribution/Qlty Service also cover regional coordination within their departments,组织培训实例:Motorola GCPSD Training&Development(T&D),T&D Policy&Procedures(How T&D Works For You?),T&D01 Overview-The GCPSD Education JourneyT&D02 Core for All&Generic Curriculum&IDP ProcessT&D03 Effectiveness of T&D,组织培训实例:Motorola GCPSD Training&Development(T&D),总结,结束,本讲座主要介绍了：,I.为什么要进行人力资源培训与开发？理念与实例,II.人力资源培训开发的基本要素价值链、内容途径与运作流程,III.摩托罗拉人力资源培训开发的实践 摩托罗拉企业文化纵揽摩托罗拉培训体系与组织实施,人力资源培训与开发,