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上海地平线培训

课程类别: 培训管理
授课机构: 上海地平线培训
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上课地点: 上海国定路335号颐高数码广场2号楼1106室
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地平线培训 | 大型培训项目的规划与实施

标准课时 :  1天 6小时/天

课程目标: 面对大型培训项目如何做动态规划 大型培训项目培训需求分析的步骤和方法 大型培训项目的规划工具 大型培训项目的实施与执行经验分享 培训效果的评估及案例分享

培训对象:企业培训管理者

课程介绍:

模块一:引言

u 分享我刚入上海世博局对于培训的思考与疑问(这样前所未见的大型项目培训工作如何开展?)

  Ø 参展规模大

  Ø 展会周期长

  Ø 专业涵盖广

  Ø 参观者数量多

  Ø 自选动作多

u 经历过后对于规划与实施的总结                                                                     

  Ø 动态地规划(规划永远是变化的)                        

  Ø 协调着实施(实施是永远不按规划的)                        

 

模块二、规划(规划的本质是工具)                    

u 维度一:成果                                                                                   

  Ø 培训需求分析报告                                                                            

  Ø 培训总体规划                                                                            

  Ø 行动计划                                                                            

u 维度二:培训对象分类                                                                                   

  Ø 按类别                                                                         

    l 园区运营组织工作人员                                                                     

    l 园区服务岗位人员                                                                     

    l 园区志愿者                                                                  

    l 参展方工作人员   

    l 园区政府行政管理人员      

 Ø 按层次                                                                         

    l 普通员工                                                                     

    l 中层骨干                                                                     

    l 高层领导                                                                     

u 维度三:课程体系                                                                                   

  Ø 分析岗位要求(知识、技能和态度)             

  Ø 确定培训内容                                                                            

    l 通用培训                                                                     

    l 专项培训                                                                     

    l 园区培训                                                                     

    l 岗位培训                                                                     

  Ø 确定培训方式                                                                            

u 维度四:资源支持(资金和时间难,世博项目以时间为最   

  Ø 培训预算                                                                            

  Ø 培训教材(权威、精简、实用)                           

  Ø 培训教师                                                                            

  Ø 培训场地                                                                            

  Ø 培训时间                                                                            

u 维度五:责任体系(实际操作中最需要明确的!) 

  Ø 组织架构                                                                            

  Ø 运行机制                                                                            

  Ø 监督考核                                                                            

总结:从效果上看,规划有三个实际作用:

u 锻炼培训工作团队;

u 助领导理清思路;

u 申请经费。                                                                                       

 

模块三、实施(实施的本质是执行)      

u 导言:冲突                                                                                

  Ø 分管领导与培训中心                                                                         

  Ø 培训中心与各部门                                                                            

  Ø 各部门与外部机构                                                                            

       解决的办法:培训协调员,协调,协调,再协调

u 维度一:资源协调                                                                                   

  Ø 课程、教材(提前准备)                                                                         

  Ø 教师、场地、时间(临时协调)                                                              

       最难的是时间,太多的不可抗力怎么办?                                                       

u 维度二:权力机制(人员召集和时间安排)                                                    

  Ø 边界划分(权责明确)                                                                            

  Ø 奖惩机制(监督考核)                                                                            

       为什么我们都喜欢看宫斗剧?因为执行中和宫斗剧道理一样!                        

u 特别分享:园区志愿者的培训实施                                                                  

  Ø 教材编写                                                                            

  Ø 师资准备                                                                            

  Ø 集中训练营                                                                         

 

模块四、感悟分享(以培训工作推进时间为轴)                                                           

u 培训工作启动                                                                                   

  Ø 仅限核心办博人员                                                                            

u 学习借鉴国外经验                                                                                   

  Ø 日本大阪、爱知世博会                                                                            

  Ø 悉尼、北京奥运会                                                                     

u 培训规划的编制                                                                                

  Ø 关键应是掌握know-how(按TAFE原计划是按功能区域分)                   

  Ø 行动规划制订是一个极大的浪费(未确定课程、未有分类分层)             

  Ø 难题:用中方领导可听懂的汇报语言                                                       

u 培训工作的实施                                                                                

  Ø 培训中心作为独立部门的意义                                                                  

    l 部门职责范围                                                                     

    l 部门分工                                                                     

    l 工作流程                                                                     

    l 各培训协调员的重要性                                                                     

  Ø 领导汇报程序思考                                                                            

    l 128法则的倒置                                                                  

    l 唯一不变的是变化                                                                     

    l 管理你的领导!                                                                  

  Ø 几个难点                                                                            

    l 培训内容的确定(实际运营计划未预留培训时间)                           

    l 合适师资的准备                                                                  

    l 外部人员培训的监督                                                                  

    l 培训与实际工作时间的冲突                                                                     

模块五、培训效果的评估                                                                                

u 虎头蛇尾                                                                            

  Ø 开园后没人关心培训效果评估                                                                  

u 尽力而为                                                                            

  Ø 参观者测评报告                                                                  

  Ø 案例集   

 

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