Application case
The mentorship program at TVH ( xe tải xúc )
Đại loại là TVH đang có nhiều vấn đề về nhân sự sự chuyển dịch từ lứa già sang lứa trẻ , làm sao để mà thằng già truyền lại những kiến thức cho thằng trẻ , trong khi những thằng già sợ mất đi những cơ hội .
( 1 vài cái cụ thể mà sau khi thằng Paul Sanders đọc xong thư của thằng Jacops ) ( the young guy at prepacking has never seen a forklift truck in his life , but he start off in charge of three older people. We have worked together successfully for more than 30 years , and I hope that you will deal correctly with this situation () (Các chàng trai trẻ đã phân chia không bao giờ nhìn thấy một chiếc xe nâng trong cuộc sống của mình, nhưng ông bắt đầu phụ trách ba người lớn tuổi. Chúng tôi đã làm việc cùng nhau thành công trong hơn 30 năm, và tôi hy vọng rằng bạn sẽ đối phó với tình hình này một cách chính xác)

Dốt cuộc là thằng paul này p làm ntn để quản lý hiệu quả

câu hỏi
1. Nếu là thằng paul thì sẽ làm ntn với vđ được nêu trong thư
2. Những cái gì để làm thành công định nghĩa ( thành công vs thất bại
3. Và chọn quá trình ntn
Theory
1. Orienting and training ( sự định hướng ) 2. Analyze training needs and design the training program (phân tích , thiết kế ) 3. Implementing the training program (công cụ ) 4. Management development program 5. Organizational change program 6. Evaluate the training effort

1.1 ( key ) the four step training process includes analysis , instructional design , implementation and evaluation, trainees need to be motivated to learn , ensuring that they are motivated involves making the learning meaningful , making skills transfer easy and reinforcing the learning

1.2 Before training employees , it’s necessary to analyze their training needs and design the training program in training new employees , employers use task analysis basically , a detailed study of the job to determine what skills the jovb requires. Performance analysis is require , specially to verify that there is performance efficiency and to determine if training is the solution. Distinguishing between can’t do and won’t do problem is the main issue .

1.3 With this the place , you can turn to implementing the training program , specific training methods include on the job training , apprenticeship training , informal learning , job instructions trainning, lectures , programmed learning, audiovisual base training , vestibule training, videoconferencing , electronic performance support system and computer based training . ( doc them phan nay )

1.4 Most training methods are useful for all employees, but some are particularly appropriate for management development program. New employees often get on the job training , via job rotation and coaching . additional , its usual to supply various off the job training and development opportunities

1.5 When facing economic , competitive or ther challendges , managers haveto execute organizational change programs. These may aim at changing the company strategy , culture , structure , technologies , or the attitudes and skills of the employees. ( doc them )

1.6 Whatever the training program, its important to evaluate the training effort . you can measure reaction, learning , behavior, or result , ideally using a control group that is not exposed to training , in parallel with the group that you are training.