梁一鸣
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基于任职资格的人才培养体系建设（深圳，</SPAN>10</SPAN>月24-25</SPAN>日）</SPAN></SPAN></SPAN> 【培训日期】</SPAN>2009</SPAN>年10</SPAN>月24-25</SPAN>日</SPAN></SPAN> 【培训地点】</SPAN>深圳</SPAN></SPAN> 【培训对象】</SPAN>企业人力资源管理人员、企业中高层管理人员和决策者、有志于成为人才培养的专家者。</SPAN></SPAN> 【课程背景】</SPAN>几乎每到一个企业，都听到企业家们讲：企业最缺的不是市场和产品，也不是资金，最缺的是人才。某著名高科技企业这几年发展非常迅速，业务每年增长40</SPAN>％以上，每年要产生几十个经理的岗位，但是很难找到适合这些管理岗位的人才。从外面招聘的人也很难胜任，一方面满足不了企业对专业知识的较高要求，另一方面又短期难以接受企业文化。</SPAN></SPAN> 这样的问题如何解决？</SPAN></SPAN> 为什么企业投入大量的资源培训员工，但是培训成果的转化率不超过15</SPAN>％？</SPAN></SPAN> 本课程将在总结国内外标竿企业人才培养成功经验和大量咨询项目实践经验的基础上为企业的人才培养提供系统的思路和实操性的解决办法</SPAN>。</SPAN></SPAN> </SPAN> 【课程收益】</SPAN></SPAN> ■获得一整套快速高效培养人才的思路和实操的方法</SPAN></SPAN></SPAN> ■获得最先进的人才培养理念 </SPAN></SPAN></SPAN> ■掌握世界一流的人才培养的具体而实操的办法</SPAN></SPAN></SPAN> ■掌握系统的人才培养的体系建设方法</SPAN></SPAN></SPAN> </SPAN> 【课程大纲】</SPAN></SPAN> 一、企业在人才培养过程中面临的主要问题</SPAN></SPAN> ■</SPAN>效果不佳</SPAN></SPAN> ■</SPAN>标准不明，缺乏针对性</SPAN></SPAN> ■</SPAN>重视和投入不够</SPAN></SPAN> ■</SPAN>方法不对</SPAN></SPAN> ■</SPAN>培养人才就是讲课</SPAN></SPAN> ■</SPAN>高层不需要培训</SPAN></SPAN> ■</SPAN>培训效果难以评估</SPAN></SPAN> ■</SPAN>培训只是人力资源部的事情</SPAN></SPAN> </SPAN></SPAN> 二、国内外优秀企业是如何培养人才的</SPAN></SPAN> ■</SPAN>百事如何培养人才</SPAN></SPAN> ■</SPAN>培养理念</SPAN></SPAN> ■</SPAN>鲜明的领导人标准</SPAN></SPAN> ■</SPAN>领导人发展项目</SPAN></SPAN> ■</SPAN>个人发展计划（IDAP</SPAN>）</SPAN></SPAN> ■</SPAN>宝洁如何培养人才</SPAN></SPAN> ■</SPAN>直接经理制</SPAN></SPAN> ■</SPAN>大胆用人</SPAN></SPAN> ■</SPAN>项目锻炼制</SPAN></SPAN> ■</SPAN>全员， 全程， 全方位，针对性的培训</SPAN></SPAN> ■</SPAN>西门子如何培养人才</SPAN></SPAN> ■</SPAN>庞大的培训系统</SPAN></SPAN> ■</SPAN>大学菁英培训项目</SPAN></SPAN> ■</SPAN>五级别管理培训</SPAN></SPAN> ■</SPAN>华为如何培养人才</SPAN></SPAN> ■</SPAN>压担子</SPAN></SPAN> ■</SPAN>任职资格管理</SPAN></SPAN> ■</SPAN>直接经理制</SPAN></SPAN> ■</SPAN>大胆用人</SPAN></SPAN> ■</SPAN>项目锻炼制</SPAN></SPAN> ■</SPAN>全员， 全程， 全方位，针对性的培训</SPAN></SPAN> ■</SPAN>西门子如何培养人才</SPAN></SPAN> ■</SPAN>庞大的培训系统</SPAN></SPAN> ■</SPAN>大学菁英培训项目</SPAN></SPAN> ■</SPAN>五级别管理培训</SPAN></SPAN> ■</SPAN>轮岗条件</SPAN></SPAN> ■</SPAN>轮岗原则</SPAN></SPAN> ■</SPAN>轮岗流程</SPAN></SPAN> </SPAN> 三、如何通过专业研讨会的方式来培养人才</SPAN></SPAN> ■</SPAN>专业研讨会的组织</SPAN></SPAN> ■</SPAN>专业研讨会的时间和频率</SPAN></SPAN> ■</SPAN>专业研讨会的管理</SPAN></SPAN> ■</SPAN>如何通过读书会的方式来培养人才</SPAN></SPAN> ■</SPAN>读书会的组织</SPAN></SPAN> ■</SPAN>读书会的时间和频率</SPAN></SPAN> ■</SPAN>读书会的管理</SPAN></SPAN> </SPAN> 四、人才培养体系模型</SPAN></SPAN> ■</SPAN>模型一（培养体系要解决的五个问题）</SPAN></SPAN> ■</SPAN>培养什么</SPAN></SPAN> ■</SPAN>如何培养</SPAN></SPAN> ■</SPAN>谁来培养</SPAN></SPAN> ■</SPAN>培养谁</SPAN></SPAN> ■</SPAN>如何检验培养效果</SPAN></SPAN> ■</SPAN>模型二（培养体系五要素）</SPAN></SPAN> ■</SPAN>明确人才培养理念</SPAN></SPAN> ■</SPAN>确定人才培养策略</SPAN></SPAN> ■</SPAN>确定人才培养组织结构</SPAN></SPAN> ■</SPAN>明确人才培养具体流程</SPAN></SPAN> ■</SPAN>明确培养相关人员的知识技能要求</SPAN></SPAN> </SPAN> 五、非脱产的人才培养方式</SPAN></SPAN> ■</SPAN>如何通过内部导师制来培养人才</SPAN></SPAN> ■</SPAN>导师制目标</SPAN></SPAN> ■</SPAN>导师制的组织体系</SPAN></SPAN> ■</SPAN>导师资格要求</SPAN></SPAN> ■</SPAN>导师培训流程</SPAN></SPAN> ■</SPAN>如何通过内部轮岗和双向交流来培养人才 |