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1、培训员指引辅导技巧(1102)人事模块所需的培训资源时间胶片(分钟 )15P.1白板纸白板纸P.225P.4P.5-830P.9P.10-12辅导技巧 (1102)投影仪、屏幕、白板和笔、白板纸学员作业、观察员反馈指引咭張学员作业大纲欢迎后勤安排破冰游戏学员轮着做:1/自我介绍 , 说出名字、所屬裝瓶廠和职责2/ 扮演教練 , 教大家一个运动动作3/ 分享个人对课程之期望4/ 全体学员重复所教的运动动作课程目标1. 什么是辅导P.2小组讨论(10 分钟 )辅导会有哪些好处?2. “辅导”的重要性和益处对接受辅导的员工对辅导员对公司品质圈 ( 举例 : 日本人的例子)P.3辩论 (20分钟 )辅
2、导员是否一定要对辅导内容 /范围有专业认识 ,才可进行辅导 ?把学员分成正反兩方 , 由学员自行選擇入组選出发言代表三人3. 一个优秀辅导员需具备的特质能力方面思想方面上司跟辅导员的特征比较培训指引欢迎学员来参加培训课程。说明培训要求。把破冰游戏写在白板紙提问 : 什么是辅导探讨辅导的意义提问辅导 , 有需要吗 ? 为什么？请每组把讨论结写在白板紙 , 派代表出来分享结果。讓学员了解辅导对已对人对公司的好处质从人起 , 辅导是提高质素的基本方法使学员相信辅导是值得去做无绝对 是或否的答案举例 :滑雪教練教網球提问 :一个优秀辅导员需具备什么能力?思想方面要怎样调整和配合?20P.13P.14P
3、.15-17P.18-19P.20P.2115P.22-23P.24-2510P.26-304. 说明有效“辅导”的程序4.1制定辅导员工的目标P.4 4.2 识别“辅导”时机小組讨论 : (10 分鈡 )那些情况是辅导的好时机?4.3跟员工協订发展目标与计划4.4进行辅导4.5评估效益5. 辅导技巧5.1 辅导技巧-聆听5.2 辅导技巧-有效的提問5.3 辅导技巧提供反馈正面反馈糾正反馈三明治式反馈试想你曽遇到的好上司，他是怎样做反馈 ?作为上司兼辅导员的你应怎样做?解释 SMART原则提问 :请说出那些情况是辅导的好时机?举例:长期 /短期目标 ?提问 :用什么方法来评估？说明评估要重复地
4、做举例具体说明聆听要留意的地方说明 6W1H 在有效的运用大部分员工都希望和需要定时对他们的工作表现给予反馈有 80%工作表现问题能用洽當的反馈去改善提问 :有几多人收到上司给予应有的反馈?如你的下屬在这裡，被问及同样的问题 , 你猜会有几多人舉手 ?我们常埋怨沒有收到上司的反馈,但自己作为上司时，又何曾给予应有的反馈 ?有效的辅导员能在適當时间给予员工洽當的反馈Feedback is the“ breakfast of Champions”by Ken Blanchard & Spencer Johnson10P.31-3040作者的意思是P.5问巻 :评估你的反馈P.65.4 辅导技巧 量
5、度 / 评估效益提问 : 怎样去观察观察员工表现问巻工作表现系统P.76. 角色扮演 (20 分钟 )反饋是成功之始介绍量度 / 评估表现的方法说明问卷问题是观察要点举例 : KPI, 銷售及市場情況報表每組選一个境況來即場演出每次请名学员當观察员 , 每人派发一張观察指引咭 ,按指引向演出學員给予反饋7P.347. 成功辅导的关键说明辅导要做得好，关键在那。P.358.员工成长阶段P.35-37P.99.领导风格与员工需要的配合3P.3810.优质的辅导P.3911. 总结探讨员工成长阶段辅导员的风格要与员工需要的配合辅导不是一件事情 /是一个項目像结婚一样大家一起走过的日子任何一方不愿意继
6、续 , 就会退出长远来说 :辅导不但能減輕辅导员的工作压力，也可发展員工,正是一舉兩得。辅导员也得到发展12.谢谢5课程课程评估评估表Speaker NotesPage 24 (辅导技巧 (2)提问 ( 开放式 )Ask, don t tellItis the questions that focuses the attention and increases the awareness, not much the more limited command. Awareness and responsibility are raised better by asking than by tel
7、ling.Function of questionsQuestions are most commonly asked in order to elicit information.The answer given by the coachee frequently indicate to the coach the line to follow withsubsequent questions. While at the same time enabling him to monitor whether the coacheeis following a productive track,
8、or one that is in line with the purpose or company objectives.Focus on detailQuestions should begin broad and increasingly focus on detail. The demand for more detail maintains the focus and the interest of the performer.eg. Looking at a square foot of carpet, after observing the pile, colour, patte
9、rn, perhaps a spot or a stain, the carpet will hold little further interest fpr the observer and his attention will be to wander to more interesting things.The coach needs to probe deeper or for more detail to keep the coachee involved and tobring into his consciousness those oftern partially obscur
10、ed factors that may be important.Area of interest Paradoxically it may be valuable for the coach to focus upon any aspect that the coachee appears to be avoiding. So as not to break the trust and responsibility of coachee.Blind SpotsOpen QuestionsOpen question requires descriptive answers promote aw
11、arenessClosed questions are too absolute for accuracy, and Yes and No answers close the door on the exploration of further detail.Open questions are much more effective for generating AWARENESS and RESPONSIBILITY in coaching process.明确性提问 :请你把的使用方法说明一下。相关性提问 :对两件事间的联系性进行提问(今天发生的事对公司的声誉有何影响?)激励性提问 :其他三个部门都把任务做好，你们认为什样。征求意見性提问 :你认为本月計划有无需要修改。证实性提问 :证实、明确事实。Interrogative Words What , When, where, who, whom, how much, how many raise awareness and responsibilityWhy and how discouraged since it often implies criticism and evokes defensiveness. Why
