培训与发展专家课程胜任力结构设计模型design model of PHR-T&D KCI structure 第一层面：培训与发展专员职位胜任力The first level: specialist’s KCI in T&D 1. 熟悉培训管理流程 Being able to get familiar with training management process 2. 能有效地安排管理培训 Being able to arrange and manage training effectively 3. 能专业编制/总结培训总结 Being able to organize and summarize training summary professionally 4. 熟悉员工培训档案的管理 Being able to get familiar with management of staff training file 5. 能编写入职培训手册 Being able to compile induction training manual 6. 合格的入职培训导师 Being able to be a qualified coacher for induction training 7. 能有效安排培训需求调查 Being able to arrange survey of training needs 8. 能有效安排、控制公司的内部培训项目 Being able to arrange and control company’s internal training projects 9. 具初级的PPT制作能力 Possessing primary ability of designing PPT 10.良好的表达能力和演讲技巧 Good expression and communication ability 11.良好的英文能力更佳 Good English ( adding 20-30% individual value 12.了解和掌握专业的培训与发展名词 Knowing well and grasping professional terms of training and development 第二层面：培训与发展主管职位胜任力The second level: supervisor’s KCI in T&D 1. 设计和应用年度和个案性培训需求评估技术的能力和经验 Ability and experience to design and apply appraisal technology of annual and individual training needs 2. 实施年度和个案性培训项目需求调查、总结和报告能力 Ability and experience to effectively implement survey of external competitors 3. 具备有效的培训方法设计和应用能力和经验 Ability and experience to design and apply effective training methods 4. 良好的课程设计能力和经验 Good ability and experience to design course 5. PPT文件设计能力 Good ability to design PPT file 6. 良好的演讲能力 Good ability to address 7. 能主持某些管理类型培训 Being able to preside over some types of management training 8. 良好的年度培训计划执行能力 Good ability to implement annual training plan 9. 具备专业的培训效果测评技术及培训效果转化技术的设计与应用能力、技巧和经验 Professional ability, experience, skills and arts to design and apply technology of testing and transforming training effect 10.具备内部导师/外部导师的评估和选择能力和经验 Ability and experience to assess and select internal and external coacher 11.具系统的培训与发展管理的理论基础 Possessing systematic theories of training and development management 12.具良好的英文基础更佳 A good foundation in English is a advantage 第三层面：培训与发展经理/总监职位胜任力The third level: manager and director’s KCI in T&D 1. 战略性培训与发展管理思考能力、具系统而专业的T&D理论水平 Thinking ability of strategic T&D management; systematic and professional theory level of T&D 2. 培训与发展策略制定能力、与老板/公司/部门经理有效共息的能力 Ability to make T&D strategy; ability to get along with boss/company/department managers 3. 培训与发展目标定立与沟通能力 Target localization of T&D and communication ability 4. 目标导向/战略导向的培训与发展体系建立与推行能力与经验 Ability and experience to setting up and implement target-oriented/strategy-oriented T&D system 5. 说服公司/老板投资培训与发展功能的能力、技巧与经验 Ability, experience, skills and arts to persuade company/boss to invest in training and development function 6. 员工职业发展体系的设计、推行与管理能力、技巧与经验 Ability, experience, skills and arts to design, implement and manage staff’s career development system 7. 年度培训计划的编制与执行能力 Ability to compile and implement annual training plan 8. 培训项目的设计、管理能力与经验 Ability and experience to design and manage training project 9. 学习型组织的创造与推行能力 Ability to create and implement learning-type organization 10.管理培训生项目的设计、推行与管理能力与经验 Ability and experience to design, implement and manage the project of managing trainees 11.能设计与讲授基本管理类课程 Being able to design and teach basic management courses 12.有效培训组织的建立和运行能力 Ability to set up and implement effective training organization
培训目标 Training Objectives 1. 具备建立和推行支持公司战略实施的培训和发展体系的能力和经验 Possessing ability and experience of setting up and implementing training and development system to support company’s strategy implementation 2. 建立和实施能具成本效益和匹配公司经营目标需要的培训和发展制度 Setting up and implementing training and development system with cost-effectiveness and the needs of company’s business objective 3. 能定立和实施支持公司年度目标实现的年度培训计划 Setting up and implementing annual training plan to support the realization of company’s annual goals 4. 掌握有效的培训和发展管理技巧，提升公司的竞争力和吸引力 Mastering skills of effective training and development management to enhance company’s competitiveness and attraction 5. 能开发和实施有效的培训效果转化技术 Developing and implementing effective converting skills of training effect 6. 懂得建立员工的素质模型的技巧和技巧，改善员工素质和配合员工的职业发展 Mastering the skills and techniques of setting up KCI for staff to improve their ability and match their career development 7. 具备设计和实施与公司战略和文化匹配的职前引导体系的能力和经验 Possessing the ability and experience of setting up and implementing orientation system of pre-service to match company’s strategy and culture 8. 通过培训和发展管理，形成公司人才优势 Forming talents advantage for company by training and development management 培训特色Training Features 20%时间进行最新培训和发展管理知识分享，40%时间进行培训和发展管理专家级技能培养，40%时间为实操经验养成和工作模拟训练。 20% of time for sharing the latest knowledge of T&D management; 40% for cultivating expert-level skills of T&D management; 40% for practical operation experience sharing, job sampling training 培训时间 Training Time 二天 Two days in total 培训费用 Training Costs 人民币3,800元/人.2天，含Goodcareer 人力资源专家团开发的培训教材1套、培训费和《培训和发展管理专家》证书费。 RMB 3800 Yuan each person 2 days including 1 set of training series, training fee and the fee of PHR-T&D certificate. 课程模块 Course Modules 模块一：目标导向型培训体系和培训制度的建立实务 Practice of setting up training and development system oriented by goals 模块二：有效的培训效果评估方法和培训效果转化技术 Effective training assessing methods and techniques getting training performance 模块三：目标导向型培训需求分析技术及其应用 Designing and practicing training needs analysis techniques orienting by goals 模块四：激励性员工职前引导训练制度的设计和实施 Designing and implementing orientation training policy 培训课程安排 Training Courses Arrangement 具体培训内容每班会根据学员实际情况有所修，以导师实际上课内容为准！ Training content will be changed according to the trainees’ condition and it will be subject to the coacher 第一天 the first day 模块一、目标导向型培训体系和培训制度的建立实务 Module1: Practice of setting up training and development system oriented by goals ―案例研讨：支持么托罗拉经营策略的培训发展管理 Case study: Support for the training development management of Motorola’s business strategy ―实践经验分享：建立支持公司年度目标达成的培训计划 Sharing practical experience: Setting up training plan to support the realization of company’s goals ―培训与发展策略制定的技术与方法 Techniques and methods of setting training and development strategy ―培训组织的确立与管理 Establishment and management of training organization ―关键知识、能力、技能和态度培训的识别 Recognizing key knowledge, ability, skills and attitude training ―工作模拟：识别公司成功的技能和态度 Job sampling: Recognizing company’s successful skills and attitude ―编制有效支持公司业务需要的培训项目 Organizing effective training project to support company’s needs ―指导性培训项目设计技术 Techniques of designing instructional training project ―激励性培训项目设计方法实践 Practice of methods of designing incentive training project ―年度培训计划的制定与实施 Setting up and implementing annual training plan ―实操技能训练：制定年度培训计划 Practice of practical operating skills: Setting up annual training plan ―开发和应用有效的培训方法 Developing and applying effective training methods ―实操技能演练：培训方法的选择 Practice of practical operating skills: Selecting training methods ―培训计划和培训课程编写实务 Practice of compiling training plan and course ―培训的安排与管理 Arrangement and management of training ―选择和应用适合和培训方法 Selecting and applying appropriate training methods ―工作模拟：培训项目设计 Job sampling: Designing training project ―编制有效的培训与发展管理制度 Compiling effective system of training and development management ―实操训练：培训制度设计 Training in practical operation: Designing training system ―员工发展管理 Management of staff’s development ―培训与发展管理经验分享 Sharing experience of training and development management ―培训与发展管理热点问题交流 Communicating on the hot issues of training and development management 模块二、有效的培训效果评估方法和培训效果转化技术 Module2: Effective assessment methods and transformation technology of training effects ―案例研讨：申请39万元培训费用的挑战 Case study: Challenge of applying 390,000 Yuan for training ―培训实践经验分享：通过培训改善质量和服务 Sharing training practical experience: Improve competence and service through training ―设计和应用有效的培训效果评估方法 Designing and applying assessment methods of training effect ―知识培训评估 Assessment of knowledge training ―能力培训评估 Assessment of ability training ―技能培训评估 Assessment of skills training ―态度培训评估 Assessment of attitude training ―工作模拟：选择合适的培训方法 Job sampling: Selecting appropriate training methods ―设计有效的培训评估表 Designing effective training assessment form ―培训成果预测方法 Predicting methods of training results ―培训效果较化技术及其应用 Transformation technology of training effect and its application ―工作计划转化法 Transformation of work plan ―业绩指标转化法 Transformation of performance indicators ―职业发展专转法 Transformation of career development ―报酬指标转化法 Transformation of compensation indicators ―实操能力训练：设计有效的培训效果转化方法 Training of practical operating skills: Designing effective transformation methods of training effect ―员工职业生涯管理 Management of staff’s career ―经验分享：有效留住才激励人才的安江集团 Sharing experience: Anjiang Group－ Keeping and motivating talents effectively ―培训与发展管理实践 Practice of training and development management ―外部培训导师与培训机构的选择 Selection of external training trainers and training institutions ―技能训练：设计员工的素质模型 Skills training :Designing KCI for staff ―工作模拟：员工职业发展设计 Job sampling: Design of staff’s career development ―经验分享：管理培训生策划 Sharing experience: Planning managing trainees ―学员问题解答 Answering students’ questions 第二天 the second day 模块三、目标导向型培训需求分析技术及其应用 Module3: Designing and practicing training needs analysis techniques oriented by goals ―案例研讨：无效的培训应由谁负责 Case study: Who should be responsible for the Ineffective training? ―经验分享：有效支持公司经营的年度培训 Sharing experience: Effectively supporting company’s business annual training ―培训需求评估过程 Assessment process of training needs ―工作模拟：识别公司的关键培训内容 Job sampling: Recognizing key training content of company ―选择和开发有效的培训需求调查方法 Selecting and developing effective methods of training needs survey ―公司层面的需求调查 Survey on company’s needs aspect ―员工层面的需求调查 Survey on task’s needs aspect ―任务层面的需求调查 Survey on task’s needs aspect ―实操技能训练：进行有效的培训需求调查 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 ―设计和应用有效的培训需求调查表 Designing and applying effective investigation survey of training needs ―建立支持公司业务发展的培训计划 Setting up training plan to support company’s business development ―工作模拟：开展年度培训计划调查 Job sampling: Carrying out survey of annual training plan ―经验分享：识别公司关键培训需求 Sharing experience: recognizing company’s key training needs ―热点问题交流 Communicating on hot issues 模块四：激励性员工职前引导训练制度的设计和实施 odule4: Designing and implementing incentive orientation training policy ―案例研讨：离职率为什么这么高 Case study: Why is the leaving ratio still so high? ―实践经验分享：通过职前引导训练减小员工的流动率 Sharing of practical experience: reducing staff turnover rate through pre-service orientation training ―确定职前引导目的 Confirming determination of pre-service orientation ―建立支持公司战略的职前训练体系和制度 Setting up system and policy of pre-service training to support company’s strategy ―开发有效的职前训练制度 Setting up effective system of pre-service training ―实操技能训练：设计两天的职前训练安排 Practice of practical operating skills: designing two-day’s arrangement of pre-service training ―选择有效的职前引导方法 Selecting effective methods of pre-service orientation ―工作模拟：导师的选择 Job sampling: selecting trainer ―选拔和培养合适的内部培训导师 Selecting and cultivating suitable internal trainer ―职前培训安排和管理 Arranging and managing pre-service training ―编制职前培训手册 Compiling manual of pre-service training ―职前引导培训经验分享 Sharing experience orientation training before taking the job ―经验性练习：编写职前培训管理办法培训与发展管理热点问题交流 Practice: compiling management methods of orientation training 温馨提示： 中午用餐：AA制原则 上课地点：广东省广州市
培训师介绍
陈建志导师（Depew Chen）：资深实战型战略实施咨询、人力资源管理咨询和培训专家； 力资源硕士、心理学博士。20多年大型外资、合资、国营和民营企业人力资源高层管理职位工作经历。曾任亚加达国际商务教育培训中心人力资源培训导师。现任新世纪人力资源管理学会会长；知名培训品牌：外资合资企业HR经理/总监胜任力特训营首席设计师和首席培训导师；美国认证协会（ACI）授权导师，美国ACI：国际职业资格注册HR经理、执行官认认证广州区首席培训导师；GEPMS(全球企业绩效电子管理系统)首席设计师和顾问师。 Depew Chen, senior strength strategy implementation consult, HR management consulting and training expert; Master of HR, Doctor of Psychology. 20 years of working experience as HRD or above in large-scale foreign, joint ventures, state-owned and private enterprises. Mr. Chen has been the HR training coacher of Alcanta International Business Education Training Center. Currently, he is the President of New Century HR Management Association(pure academic non-profit professional Organization); Chief designer and chief training coacher of the well-known training brand―Goodcareer-Michigan: CPM-HR Training Series; Authorized coacher of American Certification Institution （ACI）; Senior training coacher of International Professional Qualification Registered HR Management Series Certification issued by American Certification Institution （ACI）in Guangzhou area; Chief designer and consultant of GEPMS(Global Electronic Performance Management System); Chief strategy and HR consultant of Goodcareer Consulting Group. 陈建志导师长期专注于人力资源管理理论的研究和应用实践，以20年的人力资源管理实战经验和8年的人力资源培训和项目服务经验同国际现代人力资源管理理论和实践相结合，创立了以不同人力资源管理职位所需胜任力（KCI―HRM）结构为训练目标的实战型人力资源培训课程系列，成为一名知名的实战型人力资源管理专家、人力资源培训专家、人力资源项目服务专家和领先的人力资源课题研究者。其中开发的实战型人力资源管理胜任力培训课程有：CPM―HR系列（外训培训系列）――根据外资/合资人力资源管理经理级以上职位胜任力结构设计的八个级别系列训练课程，共128个HR专业模块；PHR系列（外训培训系列）――根据人力资源管理专家级胜任力结构设计的四个级别系列培训课程，共24个专业模块；MHR列（内训培训系列）―根据企业中高层管理人员管理胜任力结构设计的非人力资源管理者的人力资源管理技能培训课程，四个级别共26个专业模块等。 Depew Chen has been kept focusing on human resources management theory research for a long term. By combining 20 years of human resources management experience with international modern human resources management theory, Mr. Chen has established strength HR management training courses series with HR management ability as training goal. He has been a well-known strength strategy implementation expert、HR management expert、HR training expert, HR project service expert and leading HR issue researcher. The strength HR training courses are: CPM―HR series (external training series) designed according to ability structure of HR management manager level or above--- a total of 8- level series training courses and 128 professional modules. PHR series(external training series) designed according to HR management expert-level ability structure ――4-level series of training courses, a total of 24 professional modules; MHR series(internal training series);Non-HR Managers’ HR management ability training courses--- a total of four-level and 26 modules in accordance with enterprise middle and high-level management person ability structural design.
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培训受众:
2. 企业人力资源管理人员
3. 企业中高层管理人员和老板
4. 有志于成为《培训和发展管理专家》者
课程收益:
1，使企业获取专业的培训和员工发展管理支持，形成和维持公司的竞争力和竞争优势
2，提高企业的培训投资收益，形成企业的人才优势；有效留住和激励员工
受训员工：
1，掌握员工培训和发展管理的专家级技能，加快自身的职业发展速度和提升自身的职业竞争力
课程大纲
第一层面：培训与发展专员职位胜任力The first level: specialist’s KCI in T&D
1. 熟悉培训管理流程
Being able to get familiar with training management process
2. 能有效地安排管理培训
Being able to arrange and manage training effectively
3. 能专业编制/总结培训总结
Being able to organize and summarize training summary professionally
4. 熟悉员工培训档案的管理
Being able to get familiar with management of staff training file
5. 能编写入职培训手册
Being able to compile induction training manual
6. 合格的入职培训导师
Being able to be a qualified coacher for induction training
7. 能有效安排培训需求调查
Being able to arrange survey of training needs
8. 能有效安排、控制公司的内部培训项目
Being able to arrange and control company’s internal training projects
9. 具初级的PPT制作能力
Possessing primary ability of designing PPT
10.良好的表达能力和演讲技巧
Good expression and communication ability
11.良好的英文能力更佳
Good English ( adding 20-30% individual value
12.了解和掌握专业的培训与发展名词
Knowing well and grasping professional terms of training and development
第二层面：培训与发展主管职位胜任力The second level: supervisor’s KCI in T&D
1. 设计和应用年度和个案性培训需求评估技术的能力和经验
Ability and experience to design and apply appraisal technology of annual and individual training needs
2. 实施年度和个案性培训项目需求调查、总结和报告能力
Ability and experience to effectively implement survey of external competitors
3. 具备有效的培训方法设计和应用能力和经验
Ability and experience to design and apply effective training methods
4. 良好的课程设计能力和经验
Good ability and experience to design course
5. PPT文件设计能力
Good ability to design PPT file
6. 良好的演讲能力
Good ability to address
7. 能主持某些管理类型培训
Being able to preside over some types of management training
8. 良好的年度培训计划执行能力
Good ability to implement annual training plan
9. 具备专业的培训效果测评技术及培训效果转化技术的设计与应用能力、技巧和经验
Professional ability, experience, skills and arts to design and apply technology of testing and transforming training effect
10.具备内部导师/外部导师的评估和选择能力和经验
Ability and experience to assess and select internal and external coacher
11.具系统的培训与发展管理的理论基础
Possessing systematic theories of training and development management
12.具良好的英文基础更佳
A good foundation in English is a advantage
第三层面：培训与发展经理/总监职位胜任力The third level: manager and director’s KCI in T&D
1. 战略性培训与发展管理思考能力、具系统而专业的T&D理论水平
Thinking ability of strategic T&D management; systematic and professional theory level of T&D
2. 培训与发展策略制定能力、与老板/公司/部门经理有效共息的能力
Ability to make T&D strategy; ability to get along with boss/company/department managers
3. 培训与发展目标定立与沟通能力
Target localization of T&D and communication ability
4. 目标导向/战略导向的培训与发展体系建立与推行能力与经验
Ability and experience to setting up and implement target-oriented/strategy-oriented T&D system
5. 说服公司/老板投资培训与发展功能的能力、技巧与经验
Ability, experience, skills and arts to persuade company/boss to invest in training and development function
6. 员工职业发展体系的设计、推行与管理能力、技巧与经验
Ability, experience, skills and arts to design, implement and manage staff’s career development system
7. 年度培训计划的编制与执行能力
Ability to compile and implement annual training plan
8. 培训项目的设计、管理能力与经验
Ability and experience to design and manage training project
9. 学习型组织的创造与推行能力
Ability to create and implement learning-type organization
10.管理培训生项目的设计、推行与管理能力与经验
Ability and experience to design, implement and manage the project of managing trainees
11.能设计与讲授基本管理类课程
Being able to design and teach basic management courses
12.有效培训组织的建立和运行能力
Ability to set up and implement effective training organization
培训目标
Training Objectives
1. 具备建立和推行支持公司战略实施的培训和发展体系的能力和经验
Possessing ability and experience of setting up and implementing training and development system to support company’s strategy implementation
2. 建立和实施能具成本效益和匹配公司经营目标需要的培训和发展制度
Setting up and implementing training and development system with cost-effectiveness and the needs of company’s business objective
3. 能定立和实施支持公司年度目标实现的年度培训计划
Setting up and implementing annual training plan to support the realization of company’s annual goals
4. 掌握有效的培训和发展管理技巧，提升公司的竞争力和吸引力
Mastering skills of effective training and development management to enhance company’s competitiveness and attraction
5. 能开发和实施有效的培训效果转化技术
Developing and implementing effective converting skills of training effect
6. 懂得建立员工的素质模型的技巧和技巧，改善员工素质和配合员工的职业发展
Mastering the skills and techniques of setting up KCI for staff to improve their ability and match their career development
7. 具备设计和实施与公司战略和文化匹配的职前引导体系的能力和经验
Possessing the ability and experience of setting up and implementing orientation system of pre-service to match company’s strategy and culture
8. 通过培训和发展管理，形成公司人才优势
Forming talents advantage for company by training and development management
培训特色Training Features
20%时间进行最新培训和发展管理知识分享，40%时间进行培训和发展管理专家级技能培养，40%时间为实操经验养成和工作模拟训练。
20% of time for sharing the latest knowledge of T&D management; 40% for cultivating expert-level skills of T&D management; 40% for practical operation experience sharing, job sampling training
培训时间
Training Time
二天
Two days in total
培训费用
Training Costs
人民币3,800元/人.2天，含Goodcareer 人力资源专家团开发的培训教材1套、培训费和《培训和发展管理专家》证书费。
RMB 3800 Yuan each person 2 days including 1 set of training series, training fee and the fee of PHR-T&D certificate.
课程模块
Course Modules
模块一：目标导向型培训体系和培训制度的建立实务
Practice of setting up training and development system oriented by goals
模块二：有效的培训效果评估方法和培训效果转化技术
Effective training assessing methods and techniques getting training performance
模块三：目标导向型培训需求分析技术及其应用
Designing and practicing training needs analysis techniques orienting by goals
模块四：激励性员工职前引导训练制度的设计和实施
Designing and implementing orientation training policy
培训课程安排
Training Courses Arrangement
具体培训内容每班会根据学员实际情况有所修，以导师实际上课内容为准！
Training content will be changed according to the trainees’ condition and it will be subject to the coacher
第一天
the first day
模块一、目标导向型培训体系和培训制度的建立实务
Module1: Practice of setting up training and development system oriented by goals
―案例研讨：支持么托罗拉经营策略的培训发展管理
Case study: Support for the training development management of Motorola’s business strategy
―实践经验分享：建立支持公司年度目标达成的培训计划
Sharing practical experience: Setting up
training plan to support the realization of
company’s goals
―培训与发展策略制定的技术与方法
Techniques and methods of setting training and development strategy
―培训组织的确立与管理
Establishment and management of training organization
―关键知识、能力、技能和态度培训的识别
Recognizing key knowledge, ability, skills and attitude training
―工作模拟：识别公司成功的技能和态度
Job sampling: Recognizing company’s successful skills and attitude
―编制有效支持公司业务需要的培训项目
Organizing effective training project to support company’s needs
―指导性培训项目设计技术
Techniques of designing instructional training project
―激励性培训项目设计方法实践
Practice of methods of designing incentive training project
―年度培训计划的制定与实施
Setting up and implementing annual training plan
―实操技能训练：制定年度培训计划
Practice of practical operating skills: Setting up annual training plan
―开发和应用有效的培训方法
Developing and applying effective training methods
―实操技能演练：培训方法的选择
Practice of practical operating skills: Selecting training methods
―培训计划和培训课程编写实务
Practice of compiling training plan and course
―培训的安排与管理
Arrangement and management of training
―选择和应用适合和培训方法
Selecting and applying appropriate training methods
―工作模拟：培训项目设计
Job sampling: Designing training project
―编制有效的培训与发展管理制度
Compiling effective system of training and development management
―实操训练：培训制度设计
Training in practical operation: Designing training system
―员工发展管理
Management of staff’s development
―培训与发展管理经验分享
Sharing experience of training and development management
―培训与发展管理热点问题交流
Communicating on the hot issues of training and development management
模块二、有效的培训效果评估方法和培训效果转化技术
Module2: Effective assessment methods and transformation technology of training effects
―案例研讨：申请39万元培训费用的挑战
Case study: Challenge of applying 390,000 Yuan for training
―培训实践经验分享：通过培训改善质量和服务
Sharing training practical experience:
Improve competence and service through training
―设计和应用有效的培训效果评估方法
Designing and applying assessment methods of training effect
―知识培训评估
Assessment of knowledge training
―能力培训评估
Assessment of ability training
―技能培训评估
Assessment of skills training
―态度培训评估
Assessment of attitude training
―工作模拟：选择合适的培训方法
Job sampling: Selecting appropriate
training methods
―设计有效的培训评估表
Designing effective training assessment form
―培训成果预测方法
Predicting methods of training results
―培训效果较化技术及其应用
Transformation technology of training effect and its application
―工作计划转化法
Transformation of work plan
―业绩指标转化法
Transformation of performance indicators
―职业发展专转法
Transformation of career development
―报酬指标转化法
Transformation of compensation indicators
―实操能力训练：设计有效的培训效果转化方法
Training of practical operating skills: Designing effective transformation methods of training effect
―员工职业生涯管理
Management of staff’s career
―经验分享：有效留住才激励人才的安江集团
Sharing experience: Anjiang Group－ Keeping and motivating talents effectively
―培训与发展管理实践
Practice of training and development management
―外部培训导师与培训机构的选择
Selection of external training trainers and training institutions
―技能训练：设计员工的素质模型
Skills training :Designing KCI for staff
―工作模拟：员工职业发展设计
Job sampling: Design of staff’s career development
―经验分享：管理培训生策划
Sharing experience: Planning managing trainees
―学员问题解答
Answering students’ questions
第二天
the second day
模块三、目标导向型培训需求分析技术及其应用
Module3: Designing and practicing training needs analysis techniques oriented by goals
―案例研讨：无效的培训应由谁负责
Case study: Who should be responsible for the Ineffective training?
―经验分享：有效支持公司经营的年度培训
Sharing experience: Effectively supporting company’s business annual training
―培训需求评估过程
Assessment process of training needs
―工作模拟：识别公司的关键培训内容
Job sampling: Recognizing key training content of company
―选择和开发有效的培训需求调查方法
Selecting and developing effective methods of training needs survey
―公司层面的需求调查
Survey on company’s needs aspect
―员工层面的需求调查
Survey on task’s needs aspect
―任务层面的需求调查
Survey on task’s needs aspect
―实操技能训练：进行有效的培训需求调查
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
―设计和应用有效的培训需求调查表
Designing and applying effective investigation survey of training needs
―建立支持公司业务发展的培训计划
Setting up training plan to support company’s business development
―工作模拟：开展年度培训计划调查
Job sampling: Carrying out survey of annual training plan
―经验分享：识别公司关键培训需求
Sharing experience: recognizing company’s key training needs
―热点问题交流
Communicating on hot issues
模块四：激励性员工职前引导训练制度的设计和实施
odule4: Designing and implementing incentive
orientation training policy
―案例研讨：离职率为什么这么高
Case study: Why is the leaving ratio still so high?
―实践经验分享：通过职前引导训练减小员工的流动率
Sharing of practical experience: reducing staff turnover rate through pre-service orientation training
―确定职前引导目的
Confirming determination of pre-service orientation
―建立支持公司战略的职前训练体系和制度
Setting up system and policy of pre-service training to support company’s strategy
―开发有效的职前训练制度
Setting up effective system of pre-service training
―实操技能训练：设计两天的职前训练安排
Practice of practical operating skills: designing two-day’s arrangement of pre-service training
―选择有效的职前引导方法
Selecting effective methods of pre-service orientation
―工作模拟：导师的选择
Job sampling: selecting trainer
―选拔和培养合适的内部培训导师
Selecting and cultivating suitable internal trainer
―职前培训安排和管理
Arranging and managing pre-service training
―编制职前培训手册
Compiling manual of pre-service training
―职前引导培训经验分享
Sharing experience orientation training before taking the job
―经验性练习：编写职前培训管理办法培训与发展管理热点问题交流
Practice: compiling management methods of orientation training
温馨提示：
中午用餐：AA制原则
上课地点：广东省广州市
培训师介绍
力资源硕士、心理学博士。20多年大型外资、合资、国营和民营企业人力资源高层管理职位工作经历。曾任亚加达国际商务教育培训中心人力资源培训导师。现任新世纪人力资源管理学会会长；知名培训品牌：外资合资企业HR经理/总监胜任力特训营首席设计师和首席培训导师；美国认证协会（ACI）授权导师，美国ACI：国际职业资格注册HR经理、执行官认认证广州区首席培训导师；GEPMS(全球企业绩效电子管理系统)首席设计师和顾问师。
Depew Chen, senior strength strategy implementation consult, HR management consulting and training expert; Master of HR, Doctor of Psychology. 20 years of working experience as HRD or above in large-scale foreign, joint ventures, state-owned and private enterprises. Mr. Chen has been the HR training coacher of Alcanta International Business Education Training Center. Currently, he is the President of New Century HR Management Association(pure academic non-profit professional Organization); Chief designer and chief training coacher of the well-known training brand―Goodcareer-Michigan: CPM-HR Training Series; Authorized coacher of American Certification Institution （ACI）; Senior training coacher of International Professional Qualification Registered HR Management Series Certification issued by American Certification Institution （ACI）in Guangzhou area; Chief designer and consultant of GEPMS(Global Electronic Performance Management System); Chief strategy and HR consultant of Goodcareer Consulting Group.
陈建志导师长期专注于人力资源管理理论的研究和应用实践，以20年的人力资源管理实战经验和8年的人力资源培训和项目服务经验同国际现代人力资源管理理论和实践相结合，创立了以不同人力资源管理职位所需胜任力（KCI―HRM）结构为训练目标的实战型人力资源培训课程系列，成为一名知名的实战型人力资源管理专家、人力资源培训专家、人力资源项目服务专家和领先的人力资源课题研究者。其中开发的实战型人力资源管理胜任力培训课程有：CPM―HR系列（外训培训系列）――根据外资/合资人力资源管理经理级以上职位胜任力结构设计的八个级别系列训练课程，共128个HR专业模块；PHR系列（外训培训系列）――根据人力资源管理专家级胜任力结构设计的四个级别系列培训课程，共24个专业模块；MHR列（内训培训系列）―根据企业中高层管理人员管理胜任力结构设计的非人力资源管理者的人力资源管理技能培训课程，四个级别共26个专业模块等。
Depew Chen has been kept focusing on human resources management theory research for a long term. By combining 20 years of human resources management experience with international modern human resources management theory, Mr. Chen has established strength HR management training courses series with HR management ability as training goal. He has been a well-known strength strategy implementation expert、HR management expert、HR training expert, HR project service expert and leading HR issue researcher. The strength HR training courses are: CPM―HR series (external training series) designed according to ability structure of HR management manager level or above--- a total of 8- level series training courses and 128 professional modules. PHR series(external training series) designed according to HR management expert-level ability structure ――4-level series of training courses, a total of 24 professional modules; MHR series(internal training series);Non-HR Managers’ HR management ability training courses--- a total of four-level and 26 modules in accordance with enterprise middle and high-level management person ability structural design.
本课程名称： 培训和发展管理专家胜任力特训营（人力资源培训课程）
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