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petency-Based or a Traditional Approach to
外文作者 Dubois,David1 Rothwell, William2
Competency-Based or a Traditional Approach to Training?
A new look at ISD models and an answer to the question, What's the best approach?
You might think of employee training as a process of helping individuals adjust to the corporate culture of anization and e or remain productive petitive, technological, anizational conditions change. This pares traditional petency-based views of employee training. To that end, it addresses and answers these questions: What is employee training? What petencies, and why are they important? How is training traditionally carried out? How can training petency-based? What are the advantages and challenges of petency-based approach to employee training? When should training petency-based, and when should it be handled traditionally? What models can petency-based training? How can the model petency-based training be implemented? These questions, and our answers to them, provide thought-provoking ways pare and contrast a traditional to petency-based approach to training.
"Training," according to The ASTD Reference Guide to Workplace Learning and Performance (HRD Press, 2000), "is a short-term learning intervention. It is intended to build on individual knowledge, skills, and attitudes to meet present or future work requirements." Training should have immediate and highly specific impact on work performance and be grounded on requirements of anization and its unique corporate culture. In that respect, it differs from education and employee development, which prepare people for work and life.
There are various types of training:
remedial or basic skills
Remedial training helps people meet the basic screening or entry-level requirements for a job.
Orientation training helps individuals e socialized into a corporate culture.
Qualifying training helps people e productive, meeting the basic performance expectations of the work they're hired to perform.
Second-chance training is given to people who aren't performing in line anizational work standards, and is literally a second chance before they're transferred or terminated.
Cross-training helps people master new jobs or new job skills.
Retraining provides upgrading to keep skills current as technological anizational conditions change.
Outplacement training prepares employees for departure from anization in the wake of retirement, downsizing, right-sizing, smart-sizing, or other staffing changes.
Recent research suggests an increase in spending on training. In 1998, the amount spent on corporate training was US$62.5 billion according to Industry Report: 1999. The ASTD 2003 State of the Industry Report states that overall