Course Background:
The traditional enterprise training system is generally a short board in demand analysis and effect transformation, the demand is not well connected with the business, the transformation is not closed-loop, and the ROI of training cannot be evaluated.
Therefore, training must return to the fundamentals, the demand from the business objectives, the transformation into performance, the "five steps to focus on training needs", based on first principles, the use of a variety of technologies and tools, is from the target performance to the KSA gap funnel analysis method, can improve a variety of traditional training needs methods. "4S Training Effect Transformation" uses the troika principle of promoting behavior change, combined with guidance technology, target management, and incentive mechanism to promote behavior change and improve performance.
In the implementation of training, we innovate the training form, transform the traditional classroom with constructivism and five-star teaching, and enrich the classroom with action learning Xi, guidance technology, review, organizational experience extraction, micro-lessons, etc., so as to make the learning Xi interesting, useful and effective.
In terms of teacher training, the lecturer is first trained as a guide, and the Xi of micro-action learning is embedded in the classroom, and the curriculum, students, and teachers are activated with advanced methods.
In terms of training management, we use tools such as the point system to allow managers at all levels to deeply participate in training, make the training value chain a PDCA management closed loop, and truly turn training into the most value-added investment.
Course Benefits:
Master the five-step drill focused training needs analysis method.
Learn to compare the correspondence between the five-step focus and the fourth level of Kirkoff and performance improvement.
Master the main content and key points of the training plan.
Learn to formulate an implementation plan for the transformation of training effects.
Learn to use the BOS Behavior Observation Scale to evaluate the first level of conversion.
Learn to create and think about the mechanism of teacher training, motivation and retention.
Course Duration:3 days, 6 hours a day.
Course Target:Training managers, department managers.
Course Style:Theory explanation + Xi + case analysis + tool application.
Course Model:
Course Tools (excerpts):
Tool 1: Structured Thinking Tool, MECE
Tool 2: Bootstrap technology - team co-creation.
Tool 3: Bootstrap Technique – Profit Matrix.
Tool 4: Guided Techniques – Focused Conversation Techniques.
Tool 5: Training Priority Index (PNI).
Tool 6: Performance Management Tools – MBO, Management by Objectives.
Tool 7: Performance evaluation tool - BOS Behavior Observation Scale.
Tool 8: Five-star teaching.
Tool 9: Incentive tool - point system.
Import:Problem focus, use UMU questionnaire survey, focus on the training system.
Lecture 1: Problems and countermeasures in the construction of training system
First, there is a problem
1.The demand is not accurate, and there is no good business docking.
2.The transformation is not enough, and there is no unity of knowledge and action.
3.The classroom is rigid and the teaching effect is poor.
4.The training of internal trainers is difficult and unstable.
5.Lack of management mechanism and contradiction between engineering and learning.
Second, the solution
1.The training needs must stem from the company's management objectives.
2.Training must be closed loop for PDCA management.
3.Transform traditional classrooms and lecturers with advanced teaching concepts.
4.Establish a good rule mechanism to make the training run efficiently.
Lecture 2: A five-step approach to focus on training needs analysis – funnel analysis from goal to KSA
First, the first principle of five-step focusing
Principle 1: Business activities and management activities are subordinated to performance and goals.
Principle 2: Behavior is the only form of achieving performance goals.
Principle 3: Training can only solve the KSA problem.
Principle 4: Find the KSA criteria that lead to high-performance behaviors.
Principle 5: Find out the needs from the KSA gap.
Panel Discussion:Is each one an "axiom"?
2. The five-step focus on the training needs analysis method
1.Describe the goal – express the goal achieved and the evaluation criteria.
2.Determine Behaviors – Identify business and management behaviors to accomplish goals.
3.Job Requirements – Find the KSA job requirements that follow the behavior.
4.Look for gaps – find the KSA gaps for the people involved.
5.Identification of needs - Determine training needs, develop training plans, and behaviorally express training objectives.
Xi:Strategy-based five-step analysis.
Xi:Task-based, five-step analysis.
Xi:Five-step competency-based analysis.
Panel Discussion:Is the five-step focus on a requirements analysis approach that fits all categories?
2.Does each type of question require five steps?
The third and fifth steps focus on the advantages and characteristics of demand analysis
1.Parse and reconstruct the performance system once and for all – once and for all.
2.Sort out in place – sort out the value chain and business processes.
3.Clarify performance - clarify the key outputs of departments and positions.
4.Identify the key – identify the key success factors and behavioral criteria.
5.Technology control priority - analysis of technology control and human control factors, technology control is better than human control.
6.Kill two birds with one stone – output performance improvement and training needs at the same time.
The four- and five-step focus corresponds to the Korotkoff four-assessment assessment
1.Describe the objectives – corresponds to Kirkoff Level 4, Performance Layer.
2.Determine the behavior - corresponds to Kirkoff level 3, the behavior layer.
3.Job requirements - corresponding to Kochkoff level 2, level 1, Xi layer, reaction layer.
5. Five-step focus and performance improvement
1.Principles of performance improvement
1) Thomasf. GilbertGilbert) behavioral engineering model.
2) The basic concept: first technical control, then human control.
2.Five-step focus and performance improvement are twins
Common denominator 1: It all stems from goals and performance.
Common denominator two: Find the factors that affect performance.
Common point three: training needs to find KSA's shortcomings.
Common point four: performance improvement to find technical control factors.
Panel Discussion:What will happen in the long run if you only do performance improvement and no training?
6. Prepare a training plan
1.The main modules of the training program
Content 1: Objective - Effect**, evaluation method.
Content 2: Formulation basis - methods, tools, processes, quantification.
Content 3: Training content - course, outline, class time, method.
Content 4: Implementation measures - division of responsibilities, matching of rights and responsibilities.
Content 5: Incentives - material, spiritual.
Content 6: Financial budget - reasonable and moderate.
2.Use action verbs to express behavioral (expressive) goals
1) Knowledge. 2) Skills.
3) Attitude. 3.Ten Considerations for Training Needs Planning
1) Focus on the business – The plan must be around the company's business objectives and management requirements.
2) Embody the will - reflect the guiding ideology of the leadership for training.
3) Justified - there is a basis and process for training needs, and it is best to have quantitative data.
4) Pragmatic and feasible - operational, not planned.
5) Describe expectations – There is a description of behavior improvement after training to help decision-makers understand.
6) Timely communication - first report the ideas to the decision-making level, understand the requirements, and then plan in detail.
7) Clear division of labor - determine the form of training, and clarify the division of labor between departments and HR.
8) Evaluation criteria – develop incentives to ensure the implementation of the plan.
9) Budget rigidity - reflect the status and role of training.
10) Formatting preference – the leader's preference for the format of the text.
Lecture 3: Transformation of 4S Training Effect - The Cycle of Cognitive-Emotional Behavior
1. Why do you do conversion?
1.Knowledge oblivion – the fragments of knowledge disappear with the wind.
2.Confusion of views – There are many and mixed ideas, and it is difficult to form a consensus.
3.Skills are not long - without deliberate Xi practice, it is difficult to form skills.
4.Reduced confidence – no return on investment is seen, and the boss is reluctant to invest any more money.
5.Lack of confidence - the business department gradually loses interest in training, and HR loses its sense of achievement and effectiveness.
Case Study:What impact did one of the lessons you remember the most have on you?
Case Study:Which movie is still fresh in your memory and what has changed you in the past?
2. The troika that leads to behavioural change
1.Behaviour – Possessing competence and generating action.
2.Cognition - have the right concept of what should be known and should be understood.
3.Emotions – blessed with the right values.
Case: From learning Xi playing mahjong to see the principle of the troika of behavior change.
3. The difference in KSA transformation
1.Differences in knowledge, skills, and attitudes
1) Knowledge is stored in the brain – it is forgotten.
2) Skills are stored in the neuromuscular muscles – not forgotten.
3) Attitude is the cognitive memory of values plus emotions - once established, it is more stubborn.
2.Knowledge, skills, and attitudes are transformed
1) Knowledge construction.
2) Skills training.
3) Attitude identification.
3.Transform the form of the output
1) Knowledge - concepts, rules and regulations change, values change.
2) Skills – methods, techniques, tools.
3) Attitude – Cases, Stories, Advocacy.
Fourth, the transformation of 4S training effect, the unity of knowledge and action
Step1: Orid extracts
1) Harvest - the four aspects of the Dao Spell Weapon, the three dimensions of KSA.
2) How to use it - what benefits can be brought to the work, both collective and individual.
3) Why—on what basis the conclusions are drawn.
Xi:Use ORID to write the conversion content of "Efficient Communication".
Panel Discussion:What if I can't write orid?
Step 2: Select the best profit matrix
1) Put the idea into the "Profit Matrix".
2) Choose one that is easy to implement and has large benefits.
Step 3: Change the action plan into an action plan (idea into an actionplan).
1) Comply with the law of objective management.
2) Develop evaluation criteria.
Step 4: Motivation to follow up is indispensable
1) Public commitment – increase the cost of default, and keep it.
2) Mutual complaints - talk about action plans and make suggestions to each other.
3) Share with others – Share the action plan with your boss and colleagues.
4) Brain Prediction – Imagine the benefits of "outcomes".
5) Personal PK - clever incentives.
6) Group PK - Collective Integral Confrontation.
7) Community check-in – use herd mentality.
8) DingTalk - electronic follow-up.
9) Always remind - post the action plan in a conspicuous place, "barrage".
10) Timely affirmation - small progress, quick motivation, the formation of a pleasant circuit.
Resource support, necessary materials
Xi:"Human Resource Management for Non-HR Managers", "Time Management", "Effective Communication", "Leadership Excellence", choose a course and develop a transformation plan.
Fifth, transformation is management work, follow the management principles
1.Responsible person
1) Transformation of all employees - basic skills or quality improvement.
2) Transformation of the expert group - key research and technological innovation.
3) Problem owner transformation - remove the itch and be proactive.
4) Cross-departmental team transformation - comprehensive and complex problems.
2.Four principles for the selection of responsible persons
Principle 1: Stakeholders.
Principle 2: Personal will, interest.
Principle 3: Terms of Reference.
Principle 4: Team wisdom.
Principle 5: Individuals take responsibility.
Discuss: Who is responsible for the transformation of the "Quality Improvement" course?
Discuss: Who is responsible for the transformation of the "Effective Communication" course?
3.Training should be a closed-loop management
1) "Start with the end in mind" – look back at the training plan and goals, and don't go too far.
2) PDCA - constantly review, follow-up, review.
3) The mechanism cannot be less - incentives and constraints, to be real.
4) People are the key - find the right key people, stakeholders.
5) Long-termism – Change doesn't happen overnight.
4 Evaluation of the transformation of training effects
1) Conceptual knowledge - see how the system and norms have adjusted the direction.
2) Skill behavioralization – assessed with the BOS Behavior Observation Scale.
3) Attitude - Use the KIT key event method to see the change of positive behavior.
5.Ten tricks of transformation mechanism
One trick: don't do it - "don't do training without transformation".
The second move: not approved - "there is no budget for the transformation plan, and the budget is not approved".
Three tricks: everyone - "everyone must have a plan of action, and there must be growth every year".
Four tricks: assessment supervisor - "There is no supervisor who helps his subordinates to transform, and the 'training subordinate assessment item' has zero points".
Five tricks: priority appointment - "transformation of serious students, an important reference in the selection".
Six tricks: resource support - "give time and financial support to transformation activities".
Seven tricks: develop Xi habits - "design Xi incentive mechanism and atmosphere, so that learning to apply becomes a Xi habit".
Eight tricks: counseling support - "follow-up, review, feedback and guidance on conversion".
Nine tricks: the price of violators - "students who do not do transformation, stop the next round of learning Xi".
Ten tricks: leadership demonstration - "managers at all levels and HR should take the lead in setting an example".
Xi:Time Management 4 Quadrant Tool, How to Translate?
Xi:How to evaluate the improvement of students' communication skills in the transformation of the course "Effective Communication".
Xi:How to evaluate the upgrading of management concepts in the transformation of "Inhuman" courses?
Lecture 4: Activating Classrooms, Students, and Lecturers – Improving Teaching with Constructivist Five-Star Teaching
1. Problems in traditional classrooms
1.Teacher-oriented – students are not fully activated.
2.More knowledge indoctrination – less skill Xi.
3.Skill intellectualization - the use of the method of learning knowledge to acquire skills.
4.Attitude intellectualization - use the method of learning knowledge to hope that the attitude will change.
Second, the main reasons
1.Influence of traditional teaching concepts.
2.Long-term teaching Xi.
3.The pain and risk of change.
3. Countermeasures
1.Transform the classroom with constructivism
1) Behaviorism – "taming the beast".
2) Cognitivism – "building walls".
3) Constructivism – "watering the flowers".
2.Adhere to the student-centered and activate the student
1) Sense of meaning – why learn and what are the benefits.
2) Efficacy – I can learn it.
3) A sense of accomplishment – I really learned.
3.Use the incentive mechanism to make students happy to learn and eager to learn
1) Points system instead of fines.
2) Various honors, learn Xi Oscar.
3) Action Xi activates the brain.
4) The combination of engineering and learning, open up 721, is useful for work.
Case"A point from the most impressive lesson".
Four- and five-star teaching transforms traditional classrooms
1.What is Five-Star Teaching
1) Focus on the problem.
2) Activate old knowledge.
3) Demonstrate new knowledge.
4) Apply new knowledge.
5) Integration.
5. Use behavioral Xi to solve the problem of disease structure
1.What is Action Xi.
2.What is bootstrap technology.
3.Introduction to the six major guidance techniques
Technology 1: Team co-creation.
Technique 2: Focused Conversational ORID
Technology. 3. Work together.
Technique 4: Fish Tank Meeting.
Technique 5: Private Board of Directors.
Technique 6: World Coffee.
4.What is a pathogenic problem.
Case: Strategic analysis with action learning Xi.
Case: The private board of directors helps entrepreneurs to learn Xi grow together.
Case: Use fishbowl meetings to solve cross-departmental communication problems.
Case: Micro-mobility Xi embedded in the classroom to make the training more exciting.
6. Organize experience extraction, so that experience is not lost
1.Advantages of Organizational Experience Extraction
1) Combine the scene with reality.
2) Employee output recognition.
2.Extraction method
1) Interviews. 2) Group co-creation.
3) Cut the task to the right granularity.
4) Find key behaviors, key qualities, and key concepts.
Case
1.Experience extraction - "Flight Delay, Senior Customer Service Service Skills Experience Extraction".
2.Experience extraction - "Competitive products have a free product sales strategy experience extraction".
7. Review and let 80% of people reach 80 points
1.Review Techniques – Thinking about past events and extracting organizational and personal experiences
1) Enlightenment;The loser, seek the cause.
2) Avoid meaningless successes and summarize meaningful failures.
3) Know what it is, know why it is.
4) Eat a trench, grow a wisdom, never forget the past life, and be the teacher of the future.
5) Simple, easy, effective and reproducible.
6) 80% of people, in 80% of cases, reach 80 points.
7) Don't ask about merit or demerit, just ask about right and wrong.
2.Steps to review
1) Describe the goal – how it was planned in the first place.
2) Expression of the result – what is the result, direct, indirect, organizational, individual.
3) Analyze the reasons – successes, failures.
4) Summarize the experience - refine what can be replicated, and how to do it next time.
3.The principle of review - openness, honesty, truth-seeking, and reflection.
Lecture 5: Trainer Construction, Training System Innovation - Good Mechanism, Good Teachers, Good Training
1. Insist that teaching is carried out in dialogue to improve the basic skills of trainers
1.Listening: In-depth listening, insight into demands.
2.Speak - three-dimensional expression, activate the whole brain.
3.Ask - a series of questions, inspire thinking.
4.A——If you see and hear, you will be happy, and you will be happy to ask questions.
5.Comment - Accurate feedback and empower reviews.
Second, the construction of the trainer team
1.Start by training the trainer as a facilitator.
2.Develop high-quality micro-courses.
3.Internalize the development of the curriculum with on-the-job experience.
4.Choose "good people" and "happy people" as lecturers.
3. Innovation of training management system
1.Points system, not fines.
2.Do quality courses, not big and comprehensive.
3.Rigidity of training budgets.
4.Trainer promotion is preferred.
5.Special honor motivate, learn Xi Oscar.
6.Drive training with a marketing mindset.
Course summary