员工培训与开发 外文翻译

Training and Developing Employees

Gary Dessler.Human resource management (Ninth Edition) [M].Tsinghua University

Press.2005, 187-189

Training refers to the methods used to give new or present employees the skills they need to perform their jobs. Training might mean showing a new Web designer the intricacies of your site, a new salesperson how to sale your firm's product, or a new supervisor how to interview and evaluate employees. Training is a hallmark of good management, and a tack manager overlook at their peril. Having high-potential employees doesn't guarantee they'll succeed. Instead. they have to know what you want them to do and how you want then to do it. If they don't, they'll do the jobs their way, not yours. Or they will improvise, or, worse, do nothing productive at all. Good training is vital.

Why the training business is booming

“Training”is more inclusive than it used to be. Training used to focus mostly on teaching technical skills. such as training assemblers to solder wires or teachers to write lesson plans. Today, such technical training is no longer enough. Employers today have to adapt to technological

change, improve product and service quality, and boost productivity to stay c ompetitive. Doing so often requires remedial education. For example, quality improvement programs require employees who can produce charts and graphs and analyze data. Similarly, today's employees need skills (and thus training) in team building, decision making, and communication, as well as technological and computer skills (such as desktop publishing and computer-aided design and manufacturing). And as competition demands better service, employees increasingly require customer service training.

As one trainer puts it: “we don't just concentrator on the traditional training objectives anymore. . . We sit down with management and help them identify strategic goals and objectives and the skills and knowledge needed to achieve them. Then we work together to identify whether our staff has the skills and knowledge, and when they d on’t, that's when we discuss training needs.”

Trends like these help explain why training is booming. In one survey, about 84% of employees reportedly received some type of formal training while with their current employers. On average, employees annually received about 45hours of training, about one-third of which was formal, and two-thirds informal. Larger U.S. firms spent about $54 billion training employees in 2000. Much of that paid the salaries of in-house training specialists, but more than $19 billion went to outside vendors for materials, and services.

The Five-Step Training and Development Process

Training programs consist of five steps. The first, or need analysis step, identities the specific job performance skills need, analyzes the skills and needs of the prospective trainees, and