人力資源管理雙語教學課件06培訓與開發(fā)

HumanResourceManagementChapter6TrainingandDevelopingEmployeesLearningObjectives(1)1.Discusshowtrainingcancontributetocompanies’businessstrategy;2.Explaintheroleofthemanagerinidentifyingtrainingneedsandsupportingtrainingonthejob;3.Conductaneedsanalysis;4.Evaluateemployees’readinessfortraining;5.Discussthestrengthsandweaknessesofpresentation,hands-on,andgrouptrainingmethods;LearningObjectives(2)6.Explainthepotentialadvantagesofe-learningtraining;7.Designatrainingsessiontomaximizelearning;8.Chooseanappropriateevaluationdesignbasedontrainingobjectivesandanalysisofconstraints;9.Designacross-culturalpreparationprogram;10.Developaprogramforeffectivelymanagingdiversity.TeachingAims6-1Introduction6-1-1Orientation6-1-2Training6-2TrainingProcess6-2-1TrainingNeedsAssessment6-2-2EnsuringEmployees’ReadinessforTraining6-2-3CreatingaLearningEnvironment6-2-4TransferofTraining6-2-5SelectingTrainingMethods6-2-6EvaluatingTrainingPrograms6-3TrainingTechniques6-4CareerDevelopmentOpeningCase:

Xerox’sTrainingStrategy(1)AsthenewCEOatXerox，DavidKearnswasfacedwithaseriousproblem．Becausecompetitioninthephotocopyindustryhadintensified，bothhomeandabroad，Xeroxwasexperiencingaseveredropinmarketshare.Once“kingofthephotocopiers,”Xerox’smarketsharefellfrom18.5to10percent．OpeningCase:

Xerox’sTrainingStrategy(2)Mr．Kearnsrealizedthattoregaincompetitiveadvantage，Xeroxhadtoimprovedrasticallythequalityofitsproductsandservices．Thismeantithadtochangethebehaviorofitsemployees.Xeroxthusdevelopedandimplemented(執(zhí)行)afive-yearprogramentitled(命名)“LeadershipThroughQuality.”Theprogramhadtwobasictenets(原則)：(1)Customersmustalwaysbesatisfiedand(2)qualityimprovementisthejobofeveryXeroxemployee．OpeningCase:

Xerox’sTrainingStrategy(3)Thetrainingprocesswasveryexpensiveandtimeconsuming，costinganestimated$125millionand4millionworkhours．Theresults，however，morethanjustifiedtheexpense.Becauseemployeeswerenowworkingtogetherasteamstoidentifyandcorrectqualityproductionandserviceproblems，customerperceptions(認知)ofXeroximproveddramatically—customersatisfactionincreasedby40percentandcustomerquality-relatedcomplaints(質(zhì)量投訴)decreasedby60percent．Mostimportantly,Xeroxhadreclaimed(重歸)

itstoppositionintheU．Scopiermarket．Apocalypse(啟示):

Trainingcan...Increaseemployees’knowledgeofforeigncompetitorsandcultures;Helpensurethatemployeeshavethebasicskillstoworkwithnewtechnology;Helpemployeesunderstandhowtoworkeffectivelyinteamstocontributetoproductandservicequality;Ensurethatthecompany’scultureemphasizesinnovation,creativityandlearning;Ensureemploymentsecuritybyprovidingnewwaysforemployeestocontributetothecompanywhentheirjobschange,theirinterestschange,ortheirskillsbecomeobsolete(過時);Prepareemployeestoacceptandworkmoreeffectivelywitheachother,particularlywithminoritiesandwomen.6-1Introduction6-1-1Orientation(上崗引導)Definition:-Introductionofnewemployeestotheorganization,theirworkunitandtheirjob.-Employeeorientationprovidesnewemployeeswiththebasicbackgroundinformationtheyneedtoperformtheirjobssatisfactorily.OrientationKit(上崗引導全套資料)6-1-1OrientationTypesofOrientation:OrganizationalorientationDepartmentalandjoborientationSocialization(社會化)：Orientationisaprocessofsocialization——ongoing(持續(xù)的)

processofinstilling(逐步灌輸)inallemployeestheprevailing(主導的)

attitudes,standards,values,andpatternsofbehaviorthatareexpectedbytheorganizationanditsdepartments.Thethreephasesofsocialization:6-1-1OrientationAnticipatorySocialization期望社會化EncounterPhase遭遇階段Settling-inPhase融入組織階段6-1-1OrientationThreePhasesofSocializationThroughanticipatorysocialization,expectationsaboutthecompany,job,workingconditions,andinterpersonalrelationshipsaredeveloped.Theencounterphaseoccurswhentheemployeebeginsanewjob.Inthesettle-inphase,employeesstarttofeelcomfort-ablewiththeirjobdemandsandsocialrelationships.Orientationprogramsplayanimportantroleinsocializingemployees.Itinvolvesfamiliarizingnewemployeeswithfirmrules,policiesandprocedures6-1-1OrientationContent1:OrganizationalOrientationProgram(1)1.OverviewofthecompanyWelcomingspeechFounding,growth,trends,goals,priorities,andproblemsTraditions,customs,norms,andstandardsCurrentspecificfunctionsoftheorganizationProducts/servicesandcustomersservedStepsingettingproducts/servicestocustomersScopeanddiversityofactivitiesOrganization,structure,andrelationshipofcompanyanditsbranchesFactsonkeymanagerialstaffCommunityrelations,expectations,andactivities2.Keypoliciesandproceduresreview6-1-1OrientationContent1:OrganizationalOrientationProgram(2)3.CompensationPayratesandrangesOvertimeHolidaypayShiftdifferentialHowpayisreceivedDeductions:requiredandoptional,withspecificamountsOptiontobuydamagedproductsandcoststhereofDiscountsAdvancesonpayLoansfromcreditunionReimbursementforjobexpenses6-1-1OrientationContent1:OrganizationalOrientationProgram(3)4.Fringebenefits(附加福利)InsuranceMedical/dentalLifeDisabilityWorkers’compensationHolidaysandvacations(e.g.,patriotic,religious,birthday)Leave:personalillness,familyillness,bereavement,maternity,military,juryduty,emergency,extendedabsence)RetirementplansandoptionsOn-the-jobtrainingopportunitiesCounselingservicesCafeteriaRecreationandsocialactivitiesOthercompanyservicestoemployees6-1-1OrientationContent1:OrganizationalOrientationProgram(4)5.SafetyandaccidentpreventionCompletionofemergencydatacard(ifnotdoneaspartofemploymentprocess)Healthandfirst-aidclinicsExerciseandrecreationcentersSafetyprecautionsReportingofhazardsFirepreventionandcontrolAccidentproceduresandreportingOSHArequirements(reviewofkeysections)PhysicalexamrequirementsUseofalcoholanddrugsonthejobTaxshelteroptions6-1-1OrientationContent1:OrganizationalOrientationProgram(5)6.EmployeesandunionrelationsTermsandconditionsofemploymentreviewAssignment,reassignment,andpromotionProbationaryperiodandexpectedon-the-jobconductReportingofsicknessandtardinesstoworkEmployeerightsandresponsibilitiesManagerandsupervisorrightsRelationswithsupervisorsandshopstewardsEmployeeorganizationsandoptionsUnioncontractprovisionsand/orcompanypolicySupervisionandevaluationofperformance6-1-1OrientationContent1:OrganizationalOrientationProgram(6)6.Employeesandunionrelations(continued)DisciplineandreprimandsGrievanceproceduresTerminationofemployment(resignation,layoff,discharge,retirement)ContentandexaminationofpersonnelrecordCommunications:channelsofcommunication(upwardanddownward),suggestionsystem,postingmaterialsonbulletinboard,sharingnewideasSanitationandcleanlinessWearingofsafetyequipment,badges,anduniformsBringingthingsandremovingthingsfromcompanygroundsOn-sitepoliticalactivityGamblingHandlingofrumors6-1-1OrientationContent1:OrganizationalOrientationProgram(7)7.Physicalfacilities(物質(zhì)設施)TouroffacilitiesFoodservicesandcafeteriaRestrictedareasforeatingEmployeeentrancesRestrictedareas(e.g.,fromcars)ParkingFirstaidRestroomsSuppliesandequipment6-1-1OrientationContent1:OrganizationalOrientationProgram(8)8.EconomicfactorsCostsofdamagetoselectitemswithrequiredsalestobalanceProfitmarginsLaborcostsCostofequipmentCostsofabsenteeism,tardiness,andaccidents6-1-1OrientationContent2:DepartmentalandJobOrientationPrograms(1)1.DepartmentfunctionsGoalsandcurrentprioritiesOrganizationandstructureOperationalactivitiesRelationshipoffunctionstootherdepartmentsRelationshipsofjobswithinthedepartment6-1-1OrientationContent2:DepartmentalandJobOrientationPrograms(2)2.JobdutiesandresponsibilitiesDetailedexplanationofjobbasedoncurrentjobdescriptionandexpectedresultsExplanationofwhythejobisimportantandhowthespecificjobrelatestoothersinthedepartmentandcompanyDiscussionofcommonproblemsandhowtoavoidandovercomethemPerformancestandardsandbasisofperformanceevaluationNumberofdailyworkhoursandtimes6-1-1OrientationContent2:DepartmentalandJobOrientationPrograms(3)2.Jobdutiesandresponsibilities(continued)OvertimeneedsandrequirementsExtradutyassignments(e.g.,changingdutiestocoverforanabsentworker)RequiredrecordsandreportsCheckoutonequipmenttobeusedExplanationofwhereandhowtogettools,andhaveequipmentmaintainedandrepairedTypesofassistanceavailable,whenandhowtoaskforhelpRelationswithstateandfederalinspectors6-1-1OrientationContent2:DepartmentalandJobOrientationPrograms(4)3.Policies,procedures,rulesandregulationsRulesuniquetothejoband/ordepartmentHandlingemergenciesSafetyprecautionsandaccidentpreventionReportingofhazardsandaccidentsCleanlinessstandardsandsanitation(e.g.,cleanup)Security,theftproblems,andcostsRelationswithoutsidepeople(e.g.,drivers)Eating,smoking,andchewinggum,etc.,indepartmentarea6-1-1OrientationContent2:DepartmentalandJobOrientationPrograms(5)3.Policies,procedures,rulesandregulations(continued)RemovalofthingsfromdepartmentDamagecontrol(e.g.,smokingrestrictions)TimeclockandtimesheetsBreaks/restperiodsLunchdurationandtimeMakingandreceivingpersonaltelephonecallsRequisitioningsuppliesandequipmentMonitoringandevaluatingofemployeeperformanceJobbiddingandrequestingreassignmentGoingtocarsduringworkhours6-1Introduction6-1-2TrainingDefinitionofTrainingAplannedeffortbyacompanytofacilitateemployees’learningofjob-relatedknowledge,skills,andbehaviorsthatarecriticalforsuccessfuljobperformance.6-1Introduction6-1-2TrainingHigh-leveragetraining(高成效培訓)islinkedtostrategicbusinessgoalsandobjectives,issupportedbytopmanagement,reliesonaninstructionaldesignmodel,

isbenchmarkedtoprogramsinotherorganizations.

6-1Introduction6-1-2TrainingContinuous

trainingAlearningsystems

thatrequiresemployeestounderstandtheentireworkprocessandexpectsthemtoacquirenewskills,applythemonthejob,andsharewhattheyhavelearnedwithotheremployees.TrainingProcessNeeds

Assessment

CreatingaLearningEnvironment

EvaluatingTrainingPrograms

EnsuringTransferofTraining

SelectingTrainingMethods

EnsuringEmployees’ReadinessforTraining

6-2TrainingProcess6-2-1NeedsAssessmentNeedsassessment：Definition:Asystematicanalysisofthespecifictrainingactivitiestheorganizationrequirestoachieveitsobjectives.6-2-1NeedsAssessmentContents:Whatproblemsistheemployeehavinginhisorherjob?Whatadditionalskillsand/orknowledgedoestheemployeeneedtobetterperformthejob?Whattrainingdoestheemployeebelieveisneeded?Whatskillswillouremployeesneedoverthenextfiveyears.Whatproblemsdoesourorganizationhavethatcanbesolvedthroughtraining?6-2-1NeedsAssessmentOrganizationalAnalysis-Aprocessfordeterminingthebusinessappropriate-nessoftrainingPersonAnalysisAprocessfordeterminingwhetheremployeesneedtraining,whoneedstraining,andwhetheremployeesarereadyfortrainingTaskAnalysisAprocessforidentifyingthetasks,knowledge,skillsandbehaviorsthatneedtobeemphasizedintraining高層管理者中層管理者培訓者組織分析培訓對實現(xiàn)組織目標的重要性、培訓如何支持組織戰(zhàn)略目標的實現(xiàn)要花錢培訓嗎？花多少錢？有錢買培訓產(chǎn)品和服務嗎？經(jīng)理會支持嗎？人員分析哪些職能部門和經(jīng)營單位需要培訓？哪些人需要培訓？（經(jīng)理、專業(yè)人員、一線雇員）怎樣確定需要培訓的雇員？任務分析公司有具備了一定知識、技能、可參與市場競爭的雇員嗎？哪些工作領域內(nèi)通過培訓可大幅度改變產(chǎn)品質(zhì)量或客戶服務水平哪些任務需要培訓？該任務需要具備的知識、技能有哪些？組織中不同成員對培訓需求分析關注的重點NeedsAssessmentQuestionnairewithSelectedQuestionsInstructions:Pleasereadthelistoftrainingareascarefullybeforeanswering.CircleYesifyoubelieveyouneedtraininginthatskill,eitherforuseinyourcurrentjob

orforgettingreadyforpromotion

toabetterposition.Circlethequestionmarkifuncertain.CircleNoifyoufeelnoneedfortraininginthatarea.1.Howtomoreeffectivelymanagemytime

Yes/No2.Howtohandlestressonthejob

Yes/No3.Howtoimprovemywrittencommunicationskills

Yes/No4.Howtoimprovemyoralcommunicationskills

Yes/No5.Howtoimprovemylisteningskills

Yes/No6.Howtoimprovemypersonalproductivity

Yes/No6-2-2EnsuringEmployees’ReadinessforTraining1.Trainingobjective:

Descriptionofaperformanceyouwantlearnerstobeabletoexhibitbeforeyouconsiderthemcompetent(能勝任的).1.TrainingObjectives:(1)Instructional(指導性的)objectivesWhatprinciples,factsandconceptsaretobelearnedinthetrainingprogram?Whoistobetaught?Whenaretheytobetaught?6-2-2EnsuringEmployees’ReadinessforTraining6-2-2EnsuringEmployees’ReadinessforTraining1.TrainingObjectives:

(2)OrganizationalanddepartmentalobjectivesWhatimpactwillthetraininghaveonorganizationalanddepartmentaloutcomes,suchasabsenteeism(曠工),turnover,reducedcosts,andimprovedproductivity?6-2-2EnsuringEmployees’ReadinessforTraining1.TrainingObjectives:(3)IndividualperformanceandgrowthobjectivesWhatimpactwillthetraininghaveonthebehavioralandattitudinaloutcomesoftheindividualtrainee?Whatimpactwillthetraininghaveonthepersonalgrowthoftheindividualtrainee?6-2-2EnsuringEmployees’ReadinessforTraining2.Motivationtolearn：Thedesireofthetraineetolearnthecontentofthetrainingprogram.6-2-2EnsuringEmployees’ReadinessforTraining3.Self-efficacy：

Managerscanincreaseemployees'self-efficacylevelby:Lettingemployeesknowthatthepurposeoftrainingistoimproveperformance,notidentifyincompetencies(能力不足).Providingasmuchinformationaspossibleaboutthetrainingprogramanditspurpose.Showingemployeesthetrainingsuccessoftheirpeers.Providingemployeeswithfeedback.Theemployees'beliefthattheycansuccessfullylearn

thecontentofthetrainingprogram.SKILLS4.BasicSkills:CognitiveAbility-verbalcomprehension,-quantitativeability,-reasoningabilityReadingAbility

-thedifficultylevelofwrittenmaterialsMcGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.6-2-3CreatingaLearningEnvironmentEmployeesneedtoknowwhytheyshouldlearn.Employeesneedmeaningfultrainingcontent.Employeesneedthetrainingprogramtobeproperlycoordinatedandarranged.Employeesneedtocommittraining

contenttomemory.Employeeslearnbyobserving,experiencing,andinteractingwithothers.Employeesneedtohaveopportunitiestopractice.Employeesneedfeedback.6-2-4TransferofTrainingTransferofTrainingClimatefortransferOpportunitytouselearnedcapabilityTechnologicalSupportSelf-managementskillsManagersupportPeerSupportTheuseofknowledge,skillsandbehaviorslearnedintrainingonthejob6-2-5SelectingTrainingMethodsTrainingmethodsinwhichtraineesarepassiverecipientsofinformation6-2-5SelectingTrainingMethodsOn-the-jobtrainingSimulations(情景模擬)BusinessgamesandcasestudiesWeb-basedtrainingBehaviormodelingInteractivevideoHands-onMethods(專家傳授法)-Trainingmethodsthatactivelyinvolvethetraineeinlearning.6-2-6EvaluatingTrainingPrograms6-2-6EvaluatingTrainingProgramsOUTCOMECognitiveOutcomesSkill-basedOutcomesAffectiveOutcomesResultsReturnonInvestmentWHATISMEASUREDAcquisitionofKnowledge

BehaviorSkills

MotivationReactiontoProgramAttitudesCompanyPayoffEconomicvalueoftrainingHOWMEASUREDPencilandpapertestsWorksampleObservationWorksampleRatingsInterviewsFocusgroupsAttitudesurveysObservationDatafrominformationsystemorperformancerecordsIdentificationandcomparisonofcostsandbenefitsofoftheprogramMcGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.成果舉例衡量方式認知成果安全規(guī)則、電子原理、面談步驟筆試、工作抽樣技能成果使用拼圖、傾聽技巧、駕駛汽車觀察、工作抽樣情感成果對培訓的滿意度、組織文化認同訪談、態(tài)度調(diào)查、小組觀察績效成果缺勤率、事故率、專利成果觀察、信息收集投資回報利潤率成本-收益培訓評估的項目類型與衡量方式培訓效果評估的內(nèi)容評估培訓目標是否達到評估培訓目標是否有效評估培訓方法的有效性確定培訓成本與收益認知成果技能成果情感成果經(jīng)營績效投資回報成本節(jié)約浪費減少效率提高利潤增加產(chǎn)量質(zhì)量提高項目開發(fā)與購買培訓材料設備及硬件培訓設施交通住宿培訓參與人員工資因培訓損失的生產(chǎn)率6-2-6EvaluatingTrainingProgramsEvaluationDesigns:Pretest/PosttestwithComparisonGroup:

Thismethodcomparesagroupofemployeeswhoreceivetrainingandagroupwhodonot.Pretest/Posttest:ThismethodissimilartothePretest/PosttestComparisonGroupdesignbutnocomparisongroupisused.PosttestOnly:

Inthismethod,onlytrainingoutcomesarecollected.TimeSeries:Inthismethod,trainingoutcomesarecollectedatperiodicintervalsbeforeandaftertraining.6-3TrainingTechniquesTypesofTraining:Employeeorientation員工導向On-the-JobTraining在職培訓Off-theJobTraining脫產(chǎn)培訓Jobrotation工作輪換ApprenticeshipTraining學徒培訓Classroomtraining課堂培訓SimulatedTraining模擬培訓Web-basedtraining網(wǎng)上培訓AudiovisualandDistanceLearningTechniques遠程培訓6-3-1On-the-JobTraining

On-the-jobtraining(OJT):Trainingapersontolearnajobwhileworkingatit.Experiencedworkerorthetrainee’ssupervisortrainstheemployee.Techniquesincludejobrotation,thecoaching/understudyapproach(實習),andactionlearning(從行動中學習).

Jobrotation-movingmanagementtraineesfromdepartmenttodepartmenttobroadentheirunderstandingofallpartsofthebusinessoranemployeemovesfromjobtojobatplannedintervalsStepsLeadingtoEffectiveOJTDeterminingthetrainingobjectivesandpreparingthetrainingarea:Decidewhatthetraineemustbetaughttodothejobefficiently,safely,economically,andintelligently.Providetherighttools,equipment,supplies,andmaterial.Havetheworkplaceproperlyarrangedjustasthetraineewillbeexpectedtokeepit.StepsLeadingtoEffectiveOJTPresentingtheinstruction:

Step1.Preparationofthetraineeforlearningthejob:a.Putthetraineeatease.b.Findoutwhatthetraineealreadyknowsaboutthejob.c.Getthetraineeinterestedinanddesirousoflearningthejob.

Step2.Breakdownofworkintocomponentsandidentificationofkeypoints:a.Determinethesegmentsmakingupthetotaljob.b.Determinethekeypointsor“tricksofthetrade.”StepsLeadingtoEffectiveOJTStep3.Presentationoftheoperationsandknowledge:a.Tell,show,illustrate,andquestiontoputoverthenewknowledgeandoperations.b.Instructslowly,clearly,completely,andpatiently,onepointatatime.c.Check,question,andrepeat.d.Makesurethetraineeunderstands.StepsLeadingtoEffectiveOJTStep4.Performancetryout:

a.Testthetraineebyhavinghimorherperformthejob.b.Askquestionsbeginningwithwhy,how,whenor

where.c.Observeperformance,correcterrors,andrepeatinstructionsifnecessary.d.Continueuntilthetraineeiscompetentinthejob.

Step5.Follow-up:

a.Putthetraineeonhisorherown.b.Checkfrequentlytobesurethetraineefollowsinstructions.c.Taperoffextrasupervisionandclosefollow-upuntilthetraineeisqualifiedtoworkwithnormalsupervision.6-3-2ApprenticeshipTraining

-Individualsbecomeskilledworkersthroughacombinationofclassroominstructionandon-the-jobtraining.Definition6-3-2ApprenticeshipTrainingLengthofSelectedApprenticeshipCoursesSource:OATELS,U.S.DepartmentofLabor.

Occupation LengthofCourse(years)Airplanemechanic3-4Automotivemechanic3-4Barber2Brewer2-3Butcher2-3Carpenter4Musicalinstrumentmechanic3-4Photographer3Radioelectrician4-5X-raytechnician46-3-3SimulatedTraining

Definition:

-Atrainingmethodthatrepresentsareal-lifesituation,allowingtraineestoseetheoutcomesoftheirdecisionsinanartificialenvironment.SimulatedTraining6-3-3SimulatedTrainingLearnontheactualorsimulatedequipmenttheywilluseonthejobbutreceivetheirtrainingoffthejob(脫產(chǎn)).Necessarywhenitistoocostlyordangeroustotrainemployeesonthejob.Flightsimulators6-3-4Off-theJobTraining

ManagementGames管理游戲OutsideSeminars外部研討會University-RelatedPrograms校企合作培訓項目RolePlaying角色扮演BehaviorModeling行為塑造In-HouseDevelopmentCenters

內(nèi)部發(fā)展中心6-3-5AudiovisualandDistanceLearningTechniques

Tele-training：-Trainerinacentrallocationcantraingroupsofemployeesatremotelocationsviatelevisionhookups(視頻傳送).VideoconferenceDistanceLearning：-Ameansofjoiningtwoormoredistantgroupsusingacombinationofaudioandvisualequipment.6-3-6LearningPortals

Firm’semployeesareabletoaccessallthecorporateapplications(訪問共有應用軟件)theyneedtouse.Getthetoolstheyneedtoanalyzedatainsideandoutsidethecompany.Seethecustomizedcontent(用戶內(nèi)容)theyneed,likeindustrynewsandcompetitivedata.6-3-7TrainingforSpecialPurposes

LiteracyTrainingTechniques

ValuesTraining

DiversityTraining

TrainingforTeamworkandEmpowerment

目前在企業(yè)中最流行的培訓項目：新進員工定向培訓、領導技能、業(yè)績評估、人際關系技能、培訓培訓師、團隊建設、聆聽技能、個人電腦實務、招聘與選拔、時間管理、解決問題技能、決策技能、新設備操作、開會技能、信息溝通、授權、防止性騷擾、管理變化、安全常識、產(chǎn)品知識、全面質(zhì)量管理、公共演講技能、演示技能、壓力管理、目標管理、信息管理系統(tǒng)、計算機編程、多元化管理、激勵員工、書寫技能、談判技巧、計劃、戰(zhàn)略管理、市場營銷、開發(fā)創(chuàng)造力、財務管理、防止浪費、戒煙、職業(yè)道德、退休計劃、采購流程、閱讀技巧、企業(yè)再造、外語、推銷技能、組織發(fā)展、人力資源管理、生產(chǎn)管理、大眾心理學、追求卓越心態(tài)等。6-4CareerDevelopment6-4-1IntroductionofDevelopmentCareer職業(yè)生涯-theoccupationalpositionsapersonhashadovermanyyears.CareerManagement職業(yè)生涯管理-processforenablingtheemployeestobetterunderstandanddeveloptheircareerskillsandinterests.6-4-1IntroductionofDevelopmentCareerDevelopment職業(yè)生涯開發(fā)-isanformalizedeffortbyanorganizationthatfocusesondevelopingandenrichingtheorganization’shumanresourcesinlightofboththeemployees’