HND员工培训与开发
HND员工培训开发 outcome2
Training and Developing the Workforce: An IntroductionA6HE 34Outcome 2Assessor:HND 2010Candidate Name:ID Number:Total words: 1247Submit Date:ContentsIntroduction (3)Part 1 The national training framework (3)Part 2 The training initiatives (4)Part3 The usefulness of two of training initiatives at AG Bell (5)Part4 The implementation of the two training initiatives at AG Bell .. 6 Conclusion (7)IntroductionA G Bell Ltd is a call center service company. The company has high quality and high reputation. For every company, training is necessary and important. In order to achieve better company, this report will analyses the national training framework and the training initiatives, the most important is through the analyses to implementation the training initiatives.Part 1 The national training frameworkTraining in a National Context it is widely written that employee development should not exist in isolation but should be actively involved in supporting the organisation to achieve its business objectives.The National Training Framework is made up of information from a number of sources, both government and the network of organizations, geared towards helping organizations and individuals to develop.In Scotland, the Scottish Executive identifies key priorities for achieving business development. There are some agencies and training schemes offered nationally to support organisations.1.Scottish Enterprise / Local Enterprise CompaniesIt consist of Scottish Enterprise and 12 Local Enterprise Companies. The key theme is learning and skills, to achieve this, the networks play key roles in meeting national targets for training and are responsible for the delivery of some national training schemes. Scottish Enterprise may provide funding for local initiatives aimed at achieving the government’s national targets for education and training. Many of these initiatives might include:●Investors in people●Modern apprenticeships●National vocational qualifications2.Sector Skills CouncilsSector Skills Councils are independent, strategic UK-wide organisations. They have responsibility for skills and workforce development of all those employed in their sectors - from professional staff to tradesmen and women, administrative staff, support staff and other ancillary workers. They also cover all sizes of employer - from large firms to micro-businesses and the self employed. Each SSC is an employer-led organisation that actively involves trade unions, professional bodies and other key stakeholders. They replace a network of over 70 National Training Organisations (NTOs). Collectively the SSCs form the Skills for Business Network, which is responsible for tackling the skills and productivity needs of the UK. The Sector Skills Development Agency (SSDA) is responsible for funding, supporting and monitoring the network of Sector Skills Councils. All SSCs are licensed by the Secretary of State for Education and Skills, in consultation with Ministers in Scotland, Wales and Northern Ireland.The four key goals are: Reduce skills gaps and shortages; Improve productivity; Increase opportunities for all individuals in the workforce and Improve learning supply. For the first time, SSCs give employers direct influence on training policy. Unlike the former National Training Organisations, which were responsible only for apprenticeship training, Sector Skills Councils are looking at education and training at all levels, from apprenticeships to Masters Degrees.Part 2 The training initiativesI will choose three training initiatives to help the AG Bell company.1. Investors in peopleThe Investors in Peoples Standards sets out a level of good practice for the training and development of people to achieve business goals. It provides a national framework for improving business performance and competitiveness. Organization working towardsthe Standard must show a planned approach to setting and communicating business objectives and developing people to meet these objectives.The Investors in Peoples Standards is based on four key principles: Commitment: to invest in people to achieve business goalsPlanning: how skill, individuals and teams are to be developed to achieve these goals Action: taking action to develop and use necessary skill in well defined and continuing programme directly tied to business objectivesEvaluation: outcomes of training and development for individuals progress towards goals, the value achieved and future needs.2. Get for workGet for work is a training programme for young people who want to develop skills and equip themselves for the world of work. The scheme is designed to support young people move into a job, further training or college, by helping them focus on what they want to do, what’s the best job for them. Get Ready for Work also helps young people identify their individual needs and offer training in a number of skills.3. Modern apprenticeshipsModern Apprenticeships offer people aged over 16 the chance of paid employment linked with the opportunity to train for jobs at craft, technician and management level. They are an exciting way for people to gain skills and qualification that will help to start a career without having to study full-time, and are available now across a wide range of industries. Modern Apprentices are given the chance to develop expertise and knowledge through on-the-job assessment as well as can also gain vital skills in areas such as teamwork and problem solving.Part3 The usefulness of two of training initiatives at AG BellIn my opinion, I think Investors in People is suits for AG Bell. Because investors inpeople is a practical, flexible and easy to use framework delivering organisational improvement through people. It centers on the development of people to achieve real results and continuous improvement for any organisation. For the AG Bell, this way can helps staff know their common goal clearly, develop team spirit and increase their performance. So the taff quality highly, the company will make more profits.Get ready for work is suits for the company too. Because the expansion, it is necessary to recruit new employees. AG Bell can use this way can recruit some people who has dream and target, then train them. Let them know what they need to be and how to achieve the company’s goal. This way can make employees feel important and valuable.Part4 The implementation of the two training initiatives at AG BellImplement Investors in PeopleThere are four principles: commitment, planning, action, evaluation.First, employee must know their goals and bright future, then must have a nice plan to improve their skill and knowledge level. Next they should focus on how to achieve goals and take action. Last evaluate the efforts for future needs.Implement Go study for workGo study for work helps young people to improve their vocational and core skills, fill any knowledge gaps and boost their overall employability. The programme will work with young people for up to six months and they will be given a temporary work experience placement with a business relevant to their interests and skills. There is expert for everyone. He will chat to young people and answer any question, to suggest them what they need to and how to deal with their work problems. AG Bell can use this way to let new employees adapt workplace and improve their skills and increaseexperience before they work. Thus when they work, they will be easier and more proficiently, the company will be stronger.ConclusionThrough the analysis of AG Bell Ltd, there are some points need to improve. Because of the extension, AG Bell will recruit new employees, use some useful training initiatives, new employees can familiar with work and environment before they work, improve their specialized knowledge and skills. Thus the company will better and better, make more profits in the future.。
员工培训与开发(完整版)课件
评估课程效果并进行改进
制定评估标准
根据培训目标和课程内容，制定科学 的评估标准，包括知识掌握程度、技 能提升水平、态度改变等。
收集反馈意见
通过问卷调查、访谈、观察等方式， 收集员工对课程的反馈意见，了解课 程效果。
分析评估结果
制定个性化职业发展规划
根据员工的职业兴趣、目标和能力， 为其制定个性化的职业发展规划。
规划应包含短期、中期和长期目标，以 及实现目标所需的培训、轮岗、晋升等 路径和计划。
提供职业辅导和支持服务
为员工提供职业辅导，包括职业规划、职业发展建议、职业心 理咨询等。
设立职业发展支持服务，如定期的职业发展评估、职业导师制 度等，帮助员工在职业发展过程中不断调整和进步。
培训时间安排
03
根据员工的工作时间和培训课程的难易程度，合理安排培训时
间，确保员工能够充分学习和掌握培训内容。
选择合适培训方法
传统面授培训
适用于理论性较强、需要系统讲 解的培训内容，如专业知识、理
论课程等。
在线学习培训
适用于自主学习、灵活性强的培 训内容，如技能培训、知识更新 等。
工作实践培训
适用于需要在实际工作中学习和 掌握的技能和知识，如操作流程、 工作规范等。
07 总结与展望
回顾本次项目成果和收获
成果 完成了员工培训与开发课程的整体设计和开发。
制定了详细的培训计划和课程大纲。
回顾本次项目成果和收获
开发了多媒体教学资源，包括PPT、视频、案例等。 实施了培训课程，并对员工进行了考核和评估。
回顾本次项目成果和收获
收获 增强了员工的团队协作和沟通能力。
HND员工培训与开发3
1 / 15 Individual Report A6HC34 Training and Developing the workforce Outcome 3 2 / 15
NAME: SCN: CLASS:
Contents Introductory Preamble……………………………………………..3 a. Theories of Learning……………………………………………4 b. The Learning Cycle……………………………………………..4 c. Learning Style…………………………………………………...5 How to conduct a Selection Interview……………………………..5 a. Preparing for the interview……………………………………..6 b. Conducting the interview………………………………………..7 c. Advantages and disadvantages of the interview……………….8 d. Discrimination and how to avoid it……………………………..9 Training Session Plan……………………………………………….10 3 / 15
Costs of Preparing and Delivering for Course…………………….10 Evaluation……………………………………………………………12
Introductory Preamble The report includes human resource managers to prepare for training activities, and the training time is 2 to 3 hours. The report includes the resources used by human resources managers in training and the content of the interview. The theme of the training is “How to conduct a selection interview”. The report first introduces the learning method, a good learning method can support the training. The methods of study include theories of learning the learning cycle and learning style. The second part introduces the process of the interview. The content and process of the interview include Preparing for the interview conducting the interview advantages and disadvantages of the interview and discrimination and how to avoid it. Training interview must follow the principle of equality and respect, so the place must be carefully chosen and make choice. Reflect the importance of business professionals, as much as possible to ease the pressure, to create an equal, warm and harmonious atmosphere. The report in the form reflects the training arrangements and resources used in the 4 / 15
员工培训与开发
员工培训与开发员工培训与开发是现代企业管理不可或缺的一部分。
有效地进行员工培训与开发，可以提高员工技能水平，促进员工的个人成长与发展，提高企业业绩，增强企业核心竞争力。
本文将从员工培训与开发的定义、目的、方法、实施流程、效果评估等多个方面进行探讨。
一、定义员工培训与开发是针对企业员工，通过指导、培训、学习等方式，提高员工技能水平，加强管理能力，增强员工自我成长与发展，促进企业业绩提升的一种管理手段。
它是企业发展的基础和保障。
二、目的1.提高员工技能水平。
员工技能水平的提高是企业发展的基础，良好的员工培训与开发可以提高员工的技能水平，从而更好地完成工作任务。
2.促进员工的个人成长与发展。
员工是企业的基石，注重员工的个人成长与发展一方面可以提升员工的工作积极性和士气，另一方面可以更好地调动员工的潜能，增强员工的反应能力和创新意识。
3.增强企业核心竞争力。
企业与企业之间的竞争在于人才的竞争。
好的员工培训与开发，可以使企业拥有更多不同领域、不同水平的高素质人才，增强企业的核心竞争力。
三、方法1. 内部培训：在企业内部开展培训，包括师徒传帮、内部研讨、内部培训课程等。
内部培训成本低，实施方便，适用于企业内部技术、技能等培训。
2. 外部培训：企业邀请专家、学者等外部人员，来企业现场授课，或安排员工到培训机构进行培训。
外部培训适用于涉及到国际标准、前沿科技等培训。
3. 实习模式：通过实习让员工学习实践，提高工作能力。
企业可以通过与高校合作、自主招募等方式开展实习模式的培训。
四、实施流程1. 培训计划制定：针对企业业务需求和员工能力瓶颈，制定培训计划。
2. 培训机构选择：根据企业培训计划和目标，选择合适的培训机构或培训师。
3. 培训方式确定：根据培训内容、时间、人数等多种因素确定培训方式。
4. 培训材料准备：编制培训教材、实验资料等培训材料，为培训做好准备。
5. 培训实施：按照培训计划和培训方式进行培训。
6. 效果评估：培训结束后，对培训效果进行评估，为下一步工作提供参考依据。
例子 HND员工培训与开发4
A Briefing Note of AG Bell LtdThis briefing note is for the Managing Director to outline why there is a need to promote and support continuous development activity at AG Bell Ltd.The concept of the learning organization and the relevance of this concept to AG Bell LtdA learning organization is the organization where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together. The concept of the learning organization, it is an organization that learns and encourages learning among its people. It promotes exchange of information between employees hence creating a more knowledgeable workforce. This produces a very flexible organization where people will accept and adapt to new ideas and changes through a shared vision.The relevance to AG Bell Ltd is the following:For the staffs in the company, learning Organization encourages its members to improve their personal skills and qualities, so that they can learn and develop. It can get greater motivation and the workforce become flexible, people are more creative. For the organization Learning Organizations provide the perfect environment for high performing teams to learn, grow and develop. On the other hand these teams will perform efficiently for the organization to produce positive results. An activity learning organization in the AG Bell Ltd, can help the company achieve the objective easily and will have at its heart the concept of continuous learning. Therefore it will always be improving in its techniques, methods and technology. The concept of continuous development and the objectives of introducing it at AG Bell LtdContinuous development is an approach to the management of learning. It’s about developing skills in reflection and inquiry -- it's about learning how to learn so that your life's experiences become your own learning lab. The concept of continuous learning has become important because it places priority on noticing, adapting and learning from change.For AG Bell Ltd, it aims at the management of learning on an ongoing basis through the promotion of learning as an integral part of work itself.For the individuals at AG Bell Ltd, it means self-directed, lifelong learning, with a strong element of self-direction and self-management.The benefits to the organization of the continuous development approach to learning 1.In general, the organization can expect fewer mistakes, fewer accidents, less waste,higher productivity, higher morale, lower staff turnover, better employee relations, better customer service, and hence greater returns to the organization.2.By enabling employees to make the most of their talents, the organization will be in aposition to deploy individuals most effectively.3.Everyone in the organization will recognize the need for learning effort on their part ifthe organization is to succeed in its endeavors and thereby their jobs be made more secure.4.Change is constructive, welcomed and enjoyed, not forced and resisted.5.Members of teams do not just swap information. They tackle problems and createopportunities.The principal strategies recommended for implementation to embed continuous development at AG Bell LtdSide-by-side training: It can be known as ‘on-the-job training’ or ‘sitting by Nellie’ or even supervised practice. For AG Bell, a more experienced colleague takes on the role of trainer and helps the learner to develop new skills or knowledge under the trainer’s supervision. Work experience: It can be used to give an employee a better understanding of the work which an organization undertakes. It may take the following forms. Job rotation: where a number of staff learns to perform one another’s roles. Secondments: Generally involve the temporary transfer of an employee either from one department to another or from one organization to others.Self-development programmes It generally enable development of individuals by identifying individual training needs and then planning how these needs will be met. Formal training: It is often seen as the only solution to meeting an employee’s training needs. In the case, the employees of AG Bell are different; some are disadvantaged people, some are criminals and so on. Because AG Bell is pay a great attention to customer service, so the formal training is necessary.Performance assessment: It is more focused on the employee’s ability to do something. Now let’s look at some advantages and disadvantages of thes e strategies.The roles and responsibilities that should be assumed by individuals and groups Everyone in the organization should be encouraged to view the day-to-day operation of the organization as a continuous learning process. Everyone should have some responsibility for this.Senior executives have the responsibility to ensure that policy statements and practices promote continuous development. They should take into account the impact of key changes in legal requirements, technology, work patterns and ideas. They should encourage managers to plan learning activities to facilitate the process of change.Managers: They must give regular attention to subordinates’ continuous development. There should be regular discussion of development needs, planning for meeting the needs, coaching, mentoring and counseling. Managers should also introduce changes that make learning easier and/or more effective. For AG Bell, there are many staffs to management, so they should ensure that continuous development review discussions with senior managers and consultative groups, and in order to improve their own performance and the service. Personnel professionals: They should provide an information service on resources, and continuously monitor the extent and quality of learning activity in the organization. If they feel that the learning activity is inadequate to support the operational needs of the business, they should lead initiatives which generate strategic discussions about continuous development and recommend appropriate action as necessary. They should ensure that continuous development review discussions with senior managers and consultative groups happen at least once a year. Internal personnel department review discussions should take place frequently, and personnel professionals must constantly seek to improve their own performance and the service they provide to their organizations. They should also act as role models for continuous development in the organization.All learners: All learners in AG Bell must appreciate that they are responsible for clarifying their own learning goals. And Seek new information without waiting for it to be delivered.The overall summary describing the key benefits to AG Bell Ltd of implementing the learning organization and continuous development strategyThe major benefits of implementing the learning organization and continuous developmentstrategy are:1. Improved operational performance.2. The simultaneous development of people and work.3. Staffs in the company will develop. They will have more useful skills and they will satisfy with the AG Bell Ltd.The note has stated the information of learning organization and continuous development strategy. It will be helpful for AG Bell Ltd. Meanwhile, AG Bell Ltd is just benefit from it.。
HND员工培训与开发outcome1说课讲解
IntroductionThe main content of this report describes the difficulties faced by the A G Bell Ltd. in High town and the solutions. How to solve the problem of human resource management. This report is divided into three main parts. The three main parts are policy statement the main body of the training and strategy responsibilities for training at AG Bell Ltd Training and developing the workforce is important in company.Section 1: policy statement1.Policy StatementA G Bell Ltd. is provide 24/7 call center services. The company provides services to customers by high level of service and high technology applications. The company’s structure is flat organization structure. The department of the company is made up of teams. The company's less hierarchy is conducive to communication between organizations, Inter Organizational Communication is conducive to the development of the company and to avoid mistakes in the work.The company’s organization wants to recruit 40 new employees in High Town. The company will relocate to larger premises for the next two months. The recruitment and training of employees is very important. The company carries on the personalized training to the staff, to be trained by the company staff to improve work efficiency to meet the needs of the company. The company recruitment is diversified. The company recruiting vulnerable groups. The company give attention to vulnerable group of employees. Employees contribute to the organization through training.2.The main body of the Training StrategyA.the nature of AG Bell LtdAG Bell Ltd.’s vision is provides services to customers by high level of service and high technology applications. Customers are satisfied with the service from AG BellLtd. AG Bell Ltd development to get more market share. The company’s structure is flat organization structure. The company’s recruitment is distinctively, Ltd. AG Bell Ltd. will recruits staff from a disadvanged group, it is very important for the company to train the staff from a disadvanged group.B.the commitment and the contributionCommitment:AG Bell Ltd. come to High Town to face a lot of difficulties. The difficulties includes local economic decline, local employment rate is low and laborer’s skills is low. But AG Bell Ltd. to overcome these difficulties. The company training staff to improve skills and work efficiency. The company is committed to the fair treatment of each employee. The company encourage every employee to work better. The good performance of the staff is good for the organization to achieve the goal and profit maximization.Contribution: The AG Bell Ltd. has made a lot of contributions to the society. AG Bell Ltd. will recruits staff from a disadvanged group. AG Bell Ltd. helped High Town down the unemployment rate. The company helped disadvanged group’s ease the burden on the family. Companies can open lectures and psychological counseling to help disadvanged group overcome psychological barriers. The Company can strengthen exchanges and cooperation between employees. The company's good reputation is good for the company to get the customer's satisfaction and more market share.Section 2: The main body of the training strategyA.the major issues of AG Bell Ltd.AG Bell Ltd. will face a lot of difficulties in the next two years. AG Bell Ltd. wants to recruit 40 new employees in High Town. High proportion of traditional industries in High Town, so High Town employee has no experience in call center services.AG Bell Ltd. concerned about disadvantage groups. AG Bell Ltd. recruitment has acharacteristic, recruit staff from disadvantage groups. They may have psychological barriers. Staff from disadvantage groups may have an inferiority complex and they may not be willing to communicate with their colleagues. They need equal treatment and training.High Town’s local economic downturn. The unemployment rate of High Town’s traditional manufacturing industry is low. So the skills of the unemployed workers are low. The company takes a long time to train the staff.B.Training needsAG Bell Ltd. moved to High Town five years ago. AG Bell Ltd. needs to have a familiar process in High Town. The contents of AG Bell Ltd. training staff include personal team leadership; information technology; safety and health knowledge; Fluent communication skills.C.Resource implication of training needsAbout health and safety training and customers service training both of training for organizational group and individual. The organizational short-term training includes to understand the local cultural environment and lecture of employee psychological enlighten, organizational medium to long-term training includes cultivate customer loyalty and to update employee benefits policy. Group’s short-term training includes familiar with work flow training and the training of the employees are familiar with each other. Group’s medium to long-term training includes training for group leader; and improve the training of group work efficiency. Individual short-term training includes job skills training and mental health training Individual medium to long-term training includes the training of employees' loyalty to the company and training of employees' benefits and features.Section 3: responsibilities for training at AG Bell LtdA.ManagerManager analyzed the company's performance and achievements. Managersupports an employee who works hard.B.Team leaderTeam leader has different training for different job roles.C.Training professionalsTraining professional’s organization design training and development strategy.Training professionals designed and produced materials for training.D.IndividualDetermine individual training needs.ConclusionWith the help of human resource management, the company has solved many problems about training. A G Bell Ltd. has a good social reputation. A G Bell Ltd. is concerned about the vulnerable groups. A G Bell Ltd. helped to lighten the burden of society. Wish A G Bell Ltd. a better and better development.R eferenceHallier, J. and Butts, S. (2000) ‘Attempts to advance the role of training: process and context’, Employee Relations, Vol. 22, No. 4, pp. 375-402.King, N. (1994), ‘The qualitative research interview’, in Cassell, G., Symon, G. (Eds), Qualitative Methods in Organisational Research, Sage Publications, London.。
HND员工培训与开发案例
Case studyAG Bell Ltd.A.G。
Bell Ltd。
is a private sector company specialising in 24/7 call centre services。
Based in High Town, Scotland, the company prides itself on achieving exceptional service levels。
and exploiting cutting edge technology。
The company encourages a team based approach to meeting its demanding targets for response rates。
When traditional manufacturing industries were at their peak。
High Town experienced very little unemployment。
With the downturn in traditional industry, unemployment rates reached an all time high. In addition to these high levels of unemployment。
the potential workforce tends to be low skilled with higher than average representation among disadvantaged groups。
AG Bell Ltd relocated to High Town five years ago attracted to the area by inward investment grants offered by the Government.AG Bell Ltd has a reputation throughout the industry for its innovative approach to HR Employing 180 staff, the flat organisation structure 。
HND员工培训与开发outcome1
精品文档IntroductionThe main content of this report describes the difficulties faced by the A G Bell Ltd. in resource human the problem of the solutions. How to solve town High and management.This report is divided into three main parts. The three main parts are policy statement the main body of the training and strategy responsibilities for training at AG Bell Ltd Training and developing the workforce is important in company.policy statement: Section1Policy Statement 1.A G Bell Ltd. is provide 24/7 call center services. The company provides services toThe company's customers by high level of service and high technology applications. structure is flat organization structure. The department of the company is made up of between to communication hierarchy is conducive The teams. company's less organizations, Inter Organizational Communication is conducive to the development of the company and to avoid mistakes in the work.wants to recruit 40 new employees in High Town. The The company's organizationrecruitment months. The two larger premises for the next will company relocate toand training of employees is very important. The company carries on the personalized training to the staff, to be trained by the company staff to improve work efficiency to meet the needs of the company. The company recruitment is diversified. The company of group to vulnerable give vulnerable recruiting groups. The company attention employees. Employees contribute to the organization through training.The main body of the Training Strategy 2.the nature of AG A.Bell LtdAG Bell Ltd.'s vision is provides services to customers by high level of service and精品文档．精品文档high technology applications. Customers are satisfied with the service from AG BellThe company's structure is Ltd. AG Bell Ltd development to get more market share.is distinctively, Ltd. AG Bell flat organization structure. The company's recruitmentLtd. will recruits staff from a disadvanged group, it is very important for the companyto train the staff from a disadvanged group.the commitment and the contributionB.The difficulties. a lot of Town Ltd. AG Bell come to High to face Commitment:and is low rate economic difficulties includes local decline, local employmentskills is low. But AG Bell Ltd. to overcome these difficulties. The company laborer'straining staff to improve skills and work efficiency. The company is committed to thework employee to company each employee. The encourage every of fair treatment better. The good performance of the staff is good for the organization to achieve the goal and profit maximization.The AG Bell Ltd. has made a lot of contributions to the society. AG Contribution: High Ltd. helped a staff from disadvanged group. AG Bell will Bell Ltd. recruits ease group'sTown down the unemployment rate. The company helped disadvanged the burden on the family. Companies can open lectures and psychological counseling can psychological barriers. The Company overcome to help disadvanged group good company's The and strengthen exchanges cooperation between employees. reputation is good for the company to get the customer's satisfaction and more market share.The main body of the training strategy Section 2:the major issues of AG Bell Ltd.A.AG Bell Ltd. will face a lot of difficulties in the next two years. AG Bell Ltd. wants to recruit 40 new employees in High Town. High proportion of traditional industries in High Town, so High Town employee has no experience in call center services.精品文档．精品文档AG Bell Ltd. concerned about disadvantage groups. AG Bell Ltd. recruitment has a characteristic, recruit staff from disadvantage groups. They may have psychological barriers. Staff from disadvantage groups may have an inferiority complex and they may not be willing to communicate with their colleagues. They need equal treatment and training.High Town's local economic downturn. The unemployment rate of High Town's traditional manufacturing industry is low. So the skills of the unemployed workers are low. The company takes a long time to train the staff.B.Training needsAG Bell Ltd. moved to High Town five years ago. AG Bell Ltd. needs to have a familiar process in High Town. The contents of AG Bell Ltd. training staff include personal team leadership; information technology; safety and health knowledge; Fluent communication skills.C.Resource implication of training needs精品文档．精品文档About health and safety training and customers service training both of training for organizational group and individual. The organizational short-term training includes to understand the local cultural environment and lecture of employee psychological enlighten, organizational medium to long-term training includes cultivate customer short-term training includes loyalty and to update employee benefits policy. Group's familiar with work flow training and the training of the employees are familiar with medium to long-term training includes training for group leader; 's each other. Groupand improve the training of group work efficiency. Individual short-term trainingincludes job skills training and mental health training Individual medium to long-term training includes the training of employees' loyalty to the company and training of employees' benefits and features.responsibilities for training at AG Bell Ltd: Section 3A.ManagerB.Manager analyzed the company's performance and achievements. Manager精品文档．精品文档supports an employee who works hard.C.Team leaderD.Team leader has different training for different job roles.E.Training professionalsF.organization design training and development strategy. Training professional's Training professionals designed and produced materials for training.Individual G.Determine individual training needs.Conclusionmany has solved company human With the help of resource management, the problems about training. A G Bell Ltd. has a good social reputation. A G Bell Ltd. is concerned about the vulnerable groups. A G Bell Ltd. helped to lighten the burden of society. Wish A G Bell Ltd. a better and better development.eferenceR Attempts to advance the role of training: process and and Butts, S. (2000) ‘Hallier, J.context', Employee Relations, V ol. 22, No. 4, pp. 375-402.精品文档．精品文档King, N. (1994), ‘The qualitative research interview', in Cassell, G., Symon, G. (Eds),, Sage Publications, London. Qualitative Methods in Organisational Research精品文档．。
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Individual ReportA6HC34 Training and Developing the workforceOutcome 3NAME:SCN:CLASS:ContentsIntroductory Preamble (3)a.Theories of Learning (4)b.The Learning Cycle (4)c.Learning Style (5)How to conduct a Selection Interview (5)a.Preparing for theinterview (6)b.Conducting the interview (7)c.Advantages and disadvantages of theinterview (8)d.Discrimination and how to avoidit (9)Training Session Plan (10)Costs of Preparing and Delivering for Course (10)Evaluation (12)Introductory PreambleThe report includes human resource managers to prepare for training activities, and the training time is 2 to 3 hours. The report includes the resources used by human resources managers in training and the content of the interview. The theme of the training is “How to conduct a selection interview”. The report first introduces the learning method, a good learning method can support the training. The methods of study include theories of learning the learning cycle and learning style. The second part introduces the process of the interview. The content and process of the interview include Preparing for the interview conducting the interview advantages and disadvantages of the interview and discrimination and how to avoid it. Training interview must follow the principle of equality and respect, so the place must be carefully chosen and make choice. Reflect the importance of business professionals, as much as possible to ease the pressure, to create an equal, warm and harmonious atmosphere. The report in the form reflects the training arrangements and resources used in the training, interview with what resources, training and training of the specific arrangements and resources used.The training program mainly consists of four parts:Preparing for the interviewConducting the interviewAdvantages and disadvantages of the interviewDiscrimination and how to avoid itTraining program is supported by three theories:Theories of learning The learning cycle Learning style.Theories of learningLearning is a process of active engagement with experience. It is what people do when they want to make sense of the world. It may involve an increase in skills, knowledge or understanding, a deepening of values or the capacity to reflect. Effective learning will lead to change, development and a desire to learn more.The learning cycle:One theory of learning suggests that the process by which people learn is through the learning cycle. There are four main elements of the cycle and it is important to note that a learning process can begin at any point. It is also important for us to be aware that to complete the learning process learners need to work all the way around the cycle.Concrete experiencesFormation of abstract conceptsand generalizationTesting the implication of concepts in new situationsObservations and reflectionsLearning styleThere are four sessions in the learning style include activists, reflector, theorist，pragmatists.Learning styles refer to a range of competing and contested theories that aim to account for differences in individuals' learning. These theories propose that all people can be classified according to their 'style' of learning, although the various theories present differing views on how the styles should be defined and categorized. A common concept is that individuals differ in how they learn.Activists: Although these people do not have learning experience, their learning style is modest, take action and consider the future impact. They are active learning.Reflectors:Their learning style is to observe the situation from different angles. They like to collect data and think about any conclusions before.Theorists: They think the problem through step by step. They consider learning new knowledge through logical observation.Pragmatists: They acquire new knowledge by practice and practice. They take the initiative to acquire new ideas, theories and techniques. They positively search out new ideas and take the first opportunity to experiment with applications. They tend to be impatient with ruminating and open-ended discussions.Training Session PlanEvaluationEvaluation is a systematic determination of a subject's merit, worth and significance, using criteria governed by a set of standards. It can assist an organization, program, project or any other intervention or initiative to assess any aim, realizable concept/proposal, or any alternative, to help in decision-making; or to ascertain the degree of achievement or value in regard to the aim and objectives and results of any such action that has been completed. The primary purpose of evaluation, in addition to gaining insight into prior or existing initiatives, is to enable reflection and assist in the identification of future change.Level 1 Reaction: This level is assessed by the learner's perception of the training course. In the case, AG Bell Ltd.’s managers should observe how learners feel. This level can assess the course response to companyrepresentatives.Level 2 Learning: The degree to which the participants in the training program got the knowledge and skills. In the case, the trainer of AG Bell Ltd.’s can learn the skills of the trainees through the test.Level 3 Behavior: Training in the work of the training, the trainers with their training in what they have learned to carry out training.In this case, this level can assess AG Bell Ltd.'s goals, which can assess financial progress.Level 4 Results: As a result of the training to what extent the results reflect the established objectives. In this case, it can measure employee turnover and customer satisfaction. At the same time. The company can understand the company's advantages and disadvantages.Evaluation refers to the evaluation and demonstration of the program to determine whether or not to take. In the process of designing a training programmer, human resource managers should assess whether it is the goal of achieving the future.Costs of Preparing and Delivering for CourseEvaluationEvaluation is a systematic determination of a subject's merit, worth and significance, using criteria governed by a set of standards. It can assist an organization, program, project or any other intervention or initiative to assess any aim, realizable concept/proposal, or any alternative, to help in decision-making; or to ascertain the degree of achievement or value in regard to the aim and objectives and results of any such action that has been completed. The primary purpose of evaluation, in addition to gaining insight into prior or existing initiatives, is to enablereflection and assist in the identification of future change.Level 1 Reaction: This level is assessed by the learner's perception of the training course.Level 2 Learning: The degree to which the participants in the training program got the knowledge and skills.Level 3 Behavior: Training in the work of the training, the trainers with their training in what they have learned to carry out training.Level 4 Results: As a result of the training to what extent the results reflect the established objectives.Evaluation refers to the evaluation and demonstration of the program to determine whether or not to take. In the process of designing a training programmer, human resource managers should assess whether it is the goal of achieving the future.ReferenceHalli er, J. and Butts, S. (2000) ‘Attempts to advance the role of training: process and context’, Employee Relations, Vol. 22, No. 4, pp. 375-402.King, N. (1994), ‘The qualitative research interview’, in Cassell, G., Symon, G. (Eds), Qualitative Methods in Organisational Research, Sage Publications, London.。