員工培訓(xùn)與開發(fā) outcome 3

1、Training and Developing the WorkforceAssessment 3 taskHow to Conduct a Selection InterviewName: Shi RuochenCandidate ID: 2009200Class: Business Management 1Assessment 3 task introduction:A G Bell Ltd is a private sector company specializing in 24/7 call centre services. This article based on the cas

2、e study as the HR Manager of company design a training programme. The training programme is to have duration of between 2 and 3 hours. And involve five sections, the course aimed at interviewing people for telephone customer service roles that the organization needs to expand its workforce by 40 emp

3、loyees.Training programme is largely for strategic reserves of talent, interview must follow the principles: equality, respect for the principle, so the examination place is necessary to serious also caring. Reflect the importance of business professionals, as much as possible to ease the pressure o

4、n candidates to create an equal, warm and harmonious atmosphere.Learning theories:The Social learning theory emphasizes that people learn by observing other persons (models) whom they believe are credible and knowledgeable. The theory recognizes that behavior that is reinforced or rewarded tends to

5、be repeated. Learning new skills comes from directly experiencing the consequences of using a skill, the process of observing others and seeing the consequences of their behavior.The Adult Learning Theory meaning that adults have the need to know why they are learning something. The adults bring mor

6、e work-related experiences into the learning situation. Adults enter into a learning experience with a problem-centered approach to learning, at the same time they are motivated to learn by both extrinsic and intrinsic motivators.Kolbs Learning Cycle:There are four main elements of the cycle and it

7、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. For designing training activities, as we need to guide learners through the four elements of the lear

8、ning cycle.Learning Styles:Honey and Mumford developed a very popular Learning Styles Questionnaire which categorized people by their preferred learning styles into:Activists: who involve themselves fully and without bias in new learning experiences. They are open minded and tend to act first and co

9、nsider the implications afterwards.Reflectors: who like to stand back and look at a situation from different perspectives. They like to collect data and think about it carefully before coming to any conclusions.Theorists: who adapt and integrate observations into complex and logically sound theories

10、. They think problems through in a step by step way.Pragmatists: who are keen to try things out ideas, theories and techniques to see if they work in practice. They positively search out new ideas and take the first opportunity to experiment with applications. They tend to be impatient with ruminati

11、ng and open-ended discussions.Findings:a) The course include sessions:1. Preparing for the interviewThe examination room the layout of the training when there are two considerations: First, any training must follow the layout principles: equality, respect for the principle. Second, is the examinatio

12、n room environment, such as a comfortable and clean environment, appropriate light and temperature, pleasant mood color, etc. These will help create a relaxed environment.The applicants seats should be the same size, should have wheels, swivels, and backs that provide support for the lower lumbar re

13、gion. The desktop layout same color as the tablecloth, drinks and cups, paper, pens, etc. In the interview the examination room also worth noting. The room often takes arrangement form that is somewhat square in shape. 2. Conducting the interview (questioning, listening and observing techniques)Star

14、t with a warm welcome to the applicant. Interviewer personality both self-confidence and have an affinity. Continue with a briefly review the key duties and responsibilities for the job. To ask questions，avoid questions or comments that relate to family or marital status, religion, or national origi

15、n. To create questions to evaluate skills. Fifteen to twenty questions is about all can ask in an interview. However the number of questions asks is based on the number of distinct skills that company is looking for. When interviewer listening to applicants answer who should be carefully, in additio

16、n, to writing the key words on the paper.Role play can be used as part of an approach called behavior modeling training, which achieves positives results in respects of skills-based training, particularly for skills training that involves both “knowledge” and “doing”. As a telephone service position

17、 is might be asked to role-play in the interview. Customers get upset, as a telephone service representative must be able to help the customer and find a way to make them happy. As a telephone customer service, applicant must have experience with observing techniques conflict resolution. Interviewer

18、 will be asked about experience. Provide examples where candidate have helped someone solve a problem. 3. Advantages and disadvantages of the interviewThe main advantage is that all the applicants have an equal opportunity to prove that they have the required skills and experience for the job. Addit

19、ionally, as an initial selection process, the interview questions are basically set up in a manner which allows the interviewer to obtain all the initial data as well as professional details that he or she would want to know about every applicant. Use interviews to get a sense of an applicant's

20、personality, which may be difficult to discern from a resume or application on paper.The disadvantages of interviews are that the company has to interview a sufficient number of applicants in order to begin the comparison it is time consuming and requires designing questions and intensive resources.

21、 Secondly, the interview is basically data-collection; as such it lacks the feasibility to assess the candidates communication skills. A G Bell Ltd recruit telephone people need excellent communication skills. Finally, interviews rely on the interviewer's own sense of judgment and don't guar

22、antee the best outcome.4. Discrimination and how to avoid itProtected a group of people against whom it is illegal to discriminate based on a common characteristic. It is illegal to discriminate due to: race, ethnicity, religion, national origin, age, gender, disability, color, political affiliation

23、 or veteran or familial status. Provide diversity training for all employees. Such training further clarifies what types of behavior are inappropriate. It will also provide strategies and solutions as to how a diverse workplace can function together as an effective team.A G Bell the potential workfo

24、rce average representation among disadvantaged groups. The workforce at A G Bell Ltd is diverse and the organization benefits from the opportunity to recruit staff from a variety of disadvantaged groups. The workforce has above average representation of Black Minority Ethnic workers, disabled worker

25、s and workers with criminal records. Consequently, the company is reasonable to avoid the discriminate. b) Produce a training session plan for the courseTraining Session PlanSubject: How to Conduct a Selection InterviewLength of Session: 2.5 hoursCourse Objectives: At the end of this course, partici

26、pants will be able to achieve appropriate style to selection people to work for telephone customer service roles. Ensuring they select people providing receptionist services to customers.TimeContentSession objectivesMethodResources2.00Welcome and Introduce job detailHR Manager lecture MicrophoneProj

27、ectorPowerPoint2.05IcebreakerParticipative Activity PensPaper2.15Agenda HR Manager inputPPT2.20Preparing for the interviewCreate an equal, warm and harmonious atmosphere.Trainer and manager design to arrangement facilitiesDesksPensChairsPapers2.35Conducting the interviewAsk question to people, caref

28、ully listening whom answer concept and record some key point make notes can consult to selectionInterviewer thought before prepared questions list, put question to participantsPens PapersWater3.15Advantages and disadvantages of interviewUnderstand interview have what benefit and shortage to selectio

29、nInterview development video from HR ManagerComputerVideo3.35Discrimination and how to avoid itLet participants know what discrimination should to avoid in selection processTrainer input case studyPPT3.50Review Trainer summarizes sessionPPT3.55Training action planTrainer describe how to complete stu

30、dies selection4.15EvaluationTrainer and Manager evaluation Evaluation Tool4.25CloseHR Manager close session4.30Session EndsEvaluation:Comments:c) A brief list of the costs involved in preparing and delivering the coursePreparingDeliveringPens£3*10=£30Microphone£60Papers £ 20compu

31、ter£200Desks £10*5=£50projectors£120Chairs £ 6*5=£30Video£40water£25Total £155Total 420d) How the course will be evaluated:Kirkpatrick four levels of evaluationLevel 1: Reaction- this level evaluates the learners perception of the training course. Level 2

32、: Learning- when we talked about learning earlier in this section, we identified that learning objectives can be defined in relation to skills, knowledge and attitude. At this level of evaluation, we are evaluating the extent to which participants have learned new skills, attained new knowledge or changed their attitude.Level 3: Behavior- this level