员工发展与培训(作业)

1.培训需求分析的方法有哪些？2.答：问卷调查法:问卷调查法可以同时在不同范围内开展并获取大量信息，往往是培训管理者获取培训需求信息的主要渠道。

绩效分析法:因为通常培训的最终目的就落在了员工的绩效提升上，培训需求也是建立在分析当前员工绩效情况和希望提高的绩效之间的差距。

因此，对个人或团队的绩效进行考核可以作为分析培训需求的一种方法。

观察法:运用观察法的第一步是要明确所需要的信息，然后确定观察对象。

通过到工作现场，观察员工的工作表现，发现问题，获取信息数据。

关键事件法:关键事件法要求管理人员记录员工工作中的关键事件，包括导致事件发生的原因和背景，员工特别有效或失败的行为，关键行为的后果，以及员工自己能否支配或控制行为后果等。

关键事件法与我们通常所说的整理记录法相似，它可以用以考察工作过程和活动情况以发现潜在的培训需求。

访谈法:培训需求分析的访谈法是很多企业常用的方法，是通过与被访谈人进行面对面的交谈来获取培训需求信息。

应用过程中，可以与企业管理层面谈，以了解组织对人员的期望；也可以与有关部门的负责人面谈，以便从专业和工作角度分析培训需求。

2.职业生涯成功的策略是什么？答：职业生涯策略是指为实现职业生涯目标的行动计划，一般都是具体的、可行性较强的。

在确定具体的职业选择目标后，行动成了关键环节。

没有达成目标的行动，目标就难以实现，也就谈不上事业的成功。

在确定具体的职业选择目标后，行动成了关键环节。

没有达成目标的行动，目标就难以实现，也就谈不上事业的成功。

这里所指的行动主要是指落实目标的具体措施，主要包括教育、培训、实践等方面的措施。

例如，在职业素质方面，计划学习那些知识，掌握那些技能，开发那些潜能等。

3、西门子公司永葆青春的秘密是什么？？答：勇担责任,致力于符合道德规范的、负责任的行为。

西门子努力满足一切法律和道德要求，并且，只要可能，我们还努力超越这些要求。

我们的责任是按照最高的职业和道德标准和惯例来开展业务：公司绝不容忍任何不合规的行为。

员工职业发展与培训计划制度第一章总则第一条目的和依据为了促进员工的职业发展和提升，提高企业整体竞争力，依据国家法律法规和公司相关规定，订立本《员工职业发展与培训计划制度》（以下简称“本制度”）。

第二条适用范围本制度适用于本公司全部员工，包含正式员工、临时员工以及实习生。

第三条职业发展与培训目标本制度的目标是建立健全的员工职业发展与培训体系，供应员工个人发展的机会和平台，提高员工的工作本领和技术水平，激励员工的乐观性和创造力，为企业的长期发展供应有力支持。

第二章职业发展与规划第四条职业发展规划公司将与员工共同订立职业发展目标和规划，依据员工的本领、兴趣和发展潜力进行评估分析，并供应相关的培训和学习资源。

第五条职业发展引导公司将布置专业的职业发展引导师，与员工进行个性化的职业发展引导，帮忙员工明确职业发展方向，拓展职业发展路径。

第六条职位晋升与岗位调整公司将依据员工的业绩表现和发展潜力进行职位晋升和岗位调整，供应更广阔的发展空间和机会。

第三章培训计划第七条培训需求分析公司将定期开展全员培训需求分析，依据企业战略目标和员工岗位职责，明确培训的重点和方向。

第八条员工培训计划订立公司将订立年度员工培训计划，依据岗位要求和个人需求，科学合理地布置培训项目和内容。

第九条培训资源开发公司将乐观开发和引进各类培训资源，包含内部培训、外部培训、专业培训机构等，以满足员工的培训需求。

第十条培训方式和组织公司将敏捷运用现代化的培训方式和手段，包含线上培训、线下培训、培训班、讲座、研讨会等，同时建立健全培训管理制度。

第十一条培训实施和评估公司将组织培训实施，并建立培训效果评估机制，通过培训考核、问卷调查、实际工作表现等方式，评估培训的有效性和员工的学习成绩。

第四章激励与嘉奖第十二条培训嘉奖公司将设立员工培训嘉奖制度，对取得优异培训成绩和突出贡献的员工予以嘉奖，包含表扬、奖金、晋升等。

第十三条职称评定公司将鼓舞员工乐观参加职称评定，为员工供应职称评定的机会和条件，通过职称评定来激励员工的学习和成长。

企业员工培训与发展作业指导第1章员工培训与发展战略规划 (3)1.1 培训与发展目标设定 (3)1.1.1 分析企业战略与业务需求 (3)1.1.2 员工能力素质模型构建 (3)1.1.3 设定具体、可衡量的培训与发展目标 (4)1.2 培训与发展体系构建 (4)1.2.1 设计多元化的培训课程 (4)1.2.2 建立分层分级的培训体系 (4)1.2.3 制定培训与发展的管理制度 (4)1.3 培训资源整合与优化 (4)1.3.1 整合内外部培训资源 (4)1.3.2 优化培训方式和方法 (4)1.3.3 建立培训资源共享机制 (4)第2章新员工入职培训 (4)2.1 企业文化与价值观 (4)2.1.1 企业文化概述 (5)2.1.2 企业价值观 (5)2.1.3 企业文化传承与践行 (5)2.2 岗位职责与技能要求 (5)2.2.1 岗位职责 (5)2.2.2 技能要求 (5)2.2.3 岗位发展路径 (5)2.3 职业素养与团队协作 (5)2.3.1 职业素养 (5)2.3.2 团队协作 (5)2.3.3 团队精神培养 (5)第3章岗位技能培训 (6)3.1 岗位技能分析 (6)3.1.1 岗位职责梳理 (6)3.1.2 技能需求调研 (6)3.1.3 技能分析 (6)3.2 培训方法与手段 (6)3.2.1 理论培训 (6)3.2.2 实践培训 (6)3.2.3 在职培训 (6)3.2.4 培训工具与资源 (7)3.3 培训效果评估 (7)3.3.1 培训过程评估 (7)3.3.2 员工满意度评估 (7)3.3.3 技能提升评估 (7)3.3.4 工作绩效评估 (7)第4章管理人员培训 (7)4.1 管理理念与领导力 (7)4.1.1 管理理念的更新 (7)4.1.2 领导力的培养 (7)4.2 团队建设与管理 (8)4.2.1 团队建设 (8)4.2.2 团队管理 (8)4.3 决策能力与沟通技巧 (8)4.3.1 决策能力 (8)4.3.2 沟通技巧 (8)第5章职业生涯规划 (9)5.1 职业定位与发展路径 (9)5.2 职业素养提升 (9)5.3 职业转型与晋升 (9)第6章企业内训师队伍建设 (10)6.1 内训师选拔与培养 (10)6.1.1 选拔标准 (10)6.1.2 选拔流程 (10)6.1.3 培养计划 (10)6.2 内训课程开发与管理 (11)6.2.1 课程开发流程 (11)6.2.2 课程管理 (11)6.3 内训师激励与评价 (11)6.3.1 激励措施 (11)6.3.2 评价体系 (11)第7章在职学历教育与继续教育 (12)7.1 学历提升途径与政策 (12)7.1.1 学历提升途径 (12)7.1.2 学历提升政策 (12)7.2 在职学习与工作平衡 (12)7.2.1 时间管理 (12)7.2.2 资源支持 (12)7.3 继续教育资源整合与应用 (13)7.3.1 整合资源 (13)7.3.2 应用资源 (13)第8章员工心理健康与压力管理 (13)8.1 心理健康认知与维护 (13)8.1.1 心理健康的重要性 (13)8.1.2 心理健康标准 (13)8.1.3 心理健康维护策略 (13)8.2 压力识别与应对策略 (14)8.2.1 压力的来源与影响 (14)8.2.2 压力识别方法 (14)8.3 员工关爱与心理辅导 (14)8.3.1 员工关爱措施 (14)8.3.2 心理辅导方法 (14)8.3.3 心理辅导效果评估 (14)第9章企业培训体系建设与优化 (15)9.1 培训需求分析与规划 (15)9.1.1 培训需求识别 (15)9.1.2 培训需求分析 (15)9.1.3 培训规划 (15)9.2 培训制度与流程优化 (15)9.2.1 培训制度优化 (15)9.2.2 培训流程优化 (16)9.3 培训质量保障与持续改进 (16)9.3.1 培训质量保障 (16)9.3.2 持续改进 (16)第10章培训成果转化与应用 (16)10.1 培训成果评估与反馈 (16)10.1.1 培训成果评估方法 (17)10.1.2 培训成果评估指标 (17)10.1.3 培训成果反馈 (17)10.2 培训成果在实际工作中的运用 (17)10.2.1 培训成果与工作任务的结合 (17)10.2.2 培训成果在团队协作中的应用 (18)10.3 培训成果推广与分享 (18)10.3.1 培训成果推广 (18)10.3.2 培训成果分享 (18)第1章员工培训与发展战略规划1.1 培训与发展目标设定企业员工培训与发展的首要任务是明确目标。

Incorporating Element from the National Training Framework into the Training and Development Strategy at AG Bell LtdThe National Training Framework is made up of information from a number of sources, both government and the network of organisation, geared towards helping organisation and individuals to develop. The reason for government involve themselves in training may include:·Development of the national economy.·Development of the skill base of the population·To maximize competitive advantage of their industries.The Executive identifies three priorities for achieving a smart, Successful Scotland these are as follow:·Growing business·Global connections·Learning and SkillsThe government endorsed revised National Targets for education and training. The targets originally aimed at schools, were extended to give clear guidelines for achievement of core skills and higher level skills. For workforce the aim is 60% of the workforce to be qualified to NVQ level 3, advanced GNVQ.The campaign for leaning started in 1995 and became a registered charity in 1997. Created for the sole purpose of champing the cause for lifelong learning, campaign for leaning is working for an inclusive society in which learning is understood, value and accessible to everyone as a right. Its mission is to stimulate learning that will sustain people for life.To help achieve their vision, the Scottish Executive has established a net work of agencies with specific roles in the process. In this section we will look at the agencies and training schemes offered nationally to support organisation.·Scottish Enterprise/Local Enterprise CompaniesThe Scottish Enterprise network is central to the delivery of the Scottish Executive vision for a Smart Successful Scotland. One of the key aims for the Enterprise Networks is to enable Scotland to become a nation where.One of the key themes of the Enterprise Networks is learning and skills and the target under this heading is: Every Scot ready for tomorrow’s job. To achieve this, the networks play key role in meeting national targets for training and are responsible for the delivery of some national training schemes.·Learndirect ScotlandAnother key agency for achieving the Scottish Executive’s vision of a smart, successful Scotland is learnderect Scotland. This agency offers advice to both individuals and employers to help them access the training they need.·Sector Skills CouncilsSector Skills Councils (SSCs) are developed by groups of influential employers in industry or business sectors of economic or strategic significance. Their role is to tackle the skills and productivity needs of relevant sectors throughout the UK.There are six national training initiatives: Investors in People, Get ready for work,Training for work, Modern Apprenticeships, National V ocational Qualifications, New Deal.·Investors in PeopleThe Investors in People Standard 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. Organisation working towards Standard must show a planned approach to setting and communicating business objectives and developing people to meet these objectives. For the AG Bell Ltd, according to the program the organisation can set good standards to improve their business performance and their competitiveness, so the company can attract more people for their good performance and get much more profit.·Get ready for workGet ready for work is a training program for young people who want to develop skills and equip themselves for the world of work. The scheme is designed to support young people to move into a job, further training or college, by helping them focus on what they want to do. For the AG Bell Ltd, If their staff have get this program before they got job in the AG Bell, they should have some useful skills, it is more easy for them to do any job, they will have the general skills about solving problems. So they can provide high quality service.·Training for workTraining for Work is open to adults who are 25 and over, who have been unemployed for at least 6 months within the previous 52. The programme allows people to go on company placements and tap into formal training. It helps people find and get jobs and even start up their own business and there is a range of support on offer. For the A G Bell, the can get more human resources who have go on the formal training and have some skills, It can save some cost about training for work in the organisation. There are two programs the AG Bell should implement.·Investors in PeopleThe Investors in People Standard 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. The program can help the AG Bell to set out a good standard, the organisation can according this to improve their business and their competitiveness. They should make some specific method to get the standard, and make a specific training plan step to get success.·Get ready for workGet ready for work is a training program for young people who want to develop skills and equip themselves for the world of work. A G Bell can let the staffs in their company who are young to join in this program, to provide some money or equipment to support them gets a good training. This will help them learn much more knowledge and skills. It can improve the skills about the staff themselves and also good for the organisation.。