外文翻译--员工培训被评为“绝对的关键”
上海人力资源三级 英文单选 题英汉版
单项选择题（1-100 英中对照含答案）1、The process of helping redundant employees to find other work or start new careers is outplacement （B）帮助失业的员工重新谋职的过程是一个新的职业A、replacementB、outplacementC、releaseD、downsizing替换重新谋职发布精简2、(D) Critical incidents focuses the evaluator’s attention on those Behaviors that are key in making the difference between executing a job effectively or ineffectively.关键事件将评估者的重点聚焦在那些在有效或无效地执行工作行为的区别上The group order ranking B、Written essay C、The individual ranking D、Critical incidents集团排名书面描述法个人排名关键事件评估3. The recruitment plan should include plans for attracting good candidates by ensuring that the org anization will become an 'employer of choice'. （C）招聘计划应该包括吸引优秀候选人的计划，确保该组织成为“首选雇主A、outplacementB、 evaluationC、 recruitmentD、training重新谋职评估人才招聘培训4、Organizational goals and corporate plans indicate the direction in which the organization is going. （A）组织目标和公司计划指明了组织前进的方向A. goalsB. resourceC. resultD. process目标资源结果方法5. Job rotation aims to broaden experience by moving people from job to job or department to department. （B）轮岗的目的是通过将人们从工作或部门转移到部门来拓宽工作经验。
外文翻译--员工培训被评为绝对的关键
本科毕业论文（设计）外文翻译外文题目Staff training rated ‘absolutely pivotal’外文出处Knowledge training,2008(10):p46-47外文作者 Olivia原文：Staff training rated ‘absolutely pivotal’OliviaAs a recent survey reveals the importance that job seekers attach to an organization’s commitment to training, Olivia Hemmings talks to three companies whose investment in their staff is resulting in higher productivity, increased profits and better staff retention.For some job hunters, salary is the main consideration, while for others it is flexible working hours or even location. However, one prospect that unites 90% of travel industry job seekers is the promise of training and development, according to a survey by Abta and People 1st, the sector skills council for the hospitality. leisure travel and tourism industries.And it is easy to understand why. For the applicant, a company's commitment to staff training and development means a likely improvement in their performance, leading to progression up the career ladder.What is surprising, therefore, is that training is provided only by 43% of employers to all their staff each year, by 36% to most employees and by 19% to some. Two per cent of the survey's respondents said they provided no training or ongoing development at all. But three companies that do make significant investment in staff training — and are reaping the rewards — are Thomas Cook, Bales Worldwide and STA.THOMAS COOKWhat training is available?At Thomas Cook, overseas resorts staffs are given training from day one. Before departing the UK, they attend an eight-day residential induction to be taught the basic skills and behaviors they need to be a company representative. Once in resort, they receive up to 12 on-the-job training days before becoming a fully-fledged rep.But training doesn't stop there. Elinor Carr, learning and development manager for Thomas Cook holiday division, says it offers overseas resort staff a clear progressionpath.In fact, regular training sessions are delivered throughout the season and staffs are presented with a range of development opportunities, including Stars, the Senior Training and Recognition Scheme.This training initiative has career progression at its core. Split into three levels, the scheme aims to train up frontline staff to first-line management, then second-line management and finally resort management level, using rigorous training courses. Employees who successfully complete all three levels can then consider the Overseas Management Development Programme (OMDP} if they wish to learn about the wider Thomas Cook business.For this programme, managers attend courses in the UK and complete operational and management modules. Operational modules teach managers about yield management and explain the commercial factors driving the business. The management and leadership modules look at the individual's management style and personality and assess what impact they have on their leadership.Most companies are poor at developing their executives, and most of them acknowledge this: only 3 percent of the 6,000 executives occupying the top 200 positions at 50 large US corporations examined by a recent McKinsey survey strongly agreed that their organizations developed talent quickly and effectively.1 In no area of executive development—job rotation, traditional internal and external training, or mentoring—did a majority of these executives believe that their employers were doing a good job (Exhibit 1).Some companies feel that their high performers will rise to the top naturally, like cream. Others, believing that talent can be bought, try to recruit executives from such sources as General Electric, a famous developer of people. In fact, though businesses should look for senior-level talent outside their own organizations, they themselves must also be good at developing it. In the first place, as talent becomes scarcer—and demography suggests that it will—the "buy-only" strategy becomes risky and expensive. Moreover, recruiting all of a company's senior executives externally sacrifices cultural cohesion and institutional memory. In any case, companies thatcan't develop their own talent find it hard to attract good people from the outside.Job experience drives executive developmentCompanies develop executives in various ways: by giving them feedback, coaching, mentoring, and training. But more than anything else, executives need on-the-job experience in appropriate positions. What makes positions appropriate? Four considerations are crucial.The first is the way a job is structured: the executive who holds it should have both headroom (authority and responsibility) and elbow room (scope and variety). Organizations that are decentralized or that have many "P&L jobs"—in which the holder's decisions are linked to, and measured by, the company's profit or loss—therefore create more opportunities for development than organizations that do not.Second, people with high potential should move through a series of challenging jobs, for after two or three years the learning curve in any position tends to flatten out, and capable people start to chafe. How long any one person should stay put varies with the business, the extent of the challenge, and that person's ability to grow. One company's line executive held 18 positions in 24 years, and though not everyone can or should move so quickly, companies tend to leave executives in jobs much too long. Third, this series of jobs should provide a range of challenges. Working in different geographic regions or with a variety of bosses requires executives to master new contexts. Leading a turnaround, stimulating a stagnant business, and influencing a company from a staff position draw on different skills.Finally, executives need to learn their craft from highly skilled colleagues as well as superiors. The ability to lead can in part be acquired through apprenticeship, and apprentices learn more from world-class experts and leaders than from mediocre ones. Success, moreover, breeds success, so good people are likelier to stay with an organization that has many other good people.Why does Cook invest in training?"We're a people business. We put them at the top of our agenda," explains Phil Bamfather, head of learning and development for Thomas Cook holiday and central.He says well-trained staff are "absolutely pivotal" in the company's success.Phil says that the skills, knowledge and understanding that come with training also increase organizational performance, such as sales and service delivery targets, as well as employee satisfaction.Elinor adds that it's important that staff can see how they add value and that the business is interested in investing in them. She says programmes such as Stars help ensure staff stay within the business and are promoted from within."Staff retention is one benefit of our training scheme," she explains.It also helps Cook with succession planning, when people move up or out of one area of the business and into another.BLAES WORLSWIDEWhat training is available?Susan Rock, inhouse training coordinator at Bales, gives new sales employees six to eight weeks of dedicated one-to-one training.First, new sales and operational staff are introduced to the company's written standards and its brochures. They are then taught about the reservations system Galileo, airline contracts and how to make quotes and take bookings. By the end of the course, the trainees are taking calls and doing the job under supervision.Bales also places a great deal of importance on the need for ongoing development of its staff through product and sales training. Product training involves at least two overseas trips every year for sales staff to gain in-depth knowledge of the destinations. On each trip they can visit up to 10 locations.Sales training is delivered by an external training company which runs three full-day, off-the-job training sessions each year- Training sessions can vary from phone skills to communication techniques that convey conviction in the product.The role of job experience in driving growth is fairly well understood. Thus, it is striking that only 10 percent of the 6,000 executives McKinsey surveyed thought that their companies used job assignments effectively. The problem is that the people who control the process—senior line executives—don't adequately factor development into their decisions. A division president naturally finds it safer to appoint an experienced,highly qualified candidate to a key position than to take a chance and stretch a possible future leader. Furthermore, that division president might not know how to use job experience to develop people: in the McKinsey survey, 48 percent of human-resources executives said that most executives think development is simply a function of training programs.Except for action learning and early training in managerial skills, training programs just are not capable of producing truly great executivessuch programs are often favored because they are highly visible, as well as simple to create and run, and by establishing them an HR department can show that it is doing its bit to nurture people. But with two exceptions—action learning, built around real work projects, to a small group of promising people, and in fact result in action. One project in a GE executive development course required a team to assess the company's investment strategy in South Korea. After four weeks partly spent in that country, the team presented its recommendations to GE's top 28 executives, who based the company's investment decisions largely on those recommendations.Why does Bales invest in staff training?Vivienne Thorn, human resources director at Bales, regards staff training as the future of die company."In all strategic plans for a company and where it's going, you have to include staff training so they can deliver. It's integral to meeting business objectives," she says. Offering the highest level of customer service is a key business objective at Bales. Thom says ensuring staff have the skills to carry this out is one of the reasons behind their "tremendous" investment in employee training.Rock says the training programme also ensures consistent practice across staff. "The benefits of our one-to-one training is the speed at which we can get trainees up to the standards we want, and the learning process is consistent for everyone," she says.The intensive induction has other benefits, says Thom. These include staff making fewer mistakes, feeling supported in their role and "going that little bit extra".In terms of sales achievements. Bales conversion rates have risen from 20% in2004 to 29% last year, and customer complaints have reduced.STA TRAVELWhat training is available?Inconsistencies in induction and management training in the past recently prompted STA to overhaul its training to bring all branches in line with one another. STA offers an informative induction programme and an ongoing development scheme for staff, plus specialist training.The scope of training is now regularly adapted to meet staffs changing needs, and often it is in response to employee feedback.The induction process is an intensive three-week programme that includes basic geography, plus lessons about the company's systems. Presentations are also given by other department heads about the activity they oversee, providing new recruits with an overall company picture. In the second week, inductees spend one day with their branch, shadowing consultants and learning about the booking process. The third week is given over to sales techniques.Trainees are then put into a branch for seven weeks where the branch manager will guide them through other processes and teach them the additional skills they require. Elsewhere, management personnel are also offered a varied learning programme, with training about how to hold a meeting, setting objectives, getting the most out of staff, driving sales and time management.A new initiative in STA's training portfolio is a personal leadership programme which is open to branch managers as well as senior staff. The three-day course aims to provide the leadership and communication skills necessary for managers be able to take owner-ship of a problem and deal with it, rather than refer it to their manager. Why does STA invest in staff training?Catherine Wilson, STA's human resources director, says the company tries to establish its targets as a business, and then provides its people with the skills to achieve them.As well as having increased knowledge to drive sales, Wilson believes training helps to engage employees by demonstrating what's expected of them. She says it alsogives them the ability to be flexible and adapt to the job."We're keen to promote that people don't just come to work for work's sake and for the money but that they come because they want to work for us as a company," she says.STA's commitment to staff investment appears to be paying off. In the past 12 months, employee turnover has been cut by 20%, and sales and revenue have also increased.译文：员工培训被评为“绝对的关键”奥利维亚由于最近的一项研究表明了求职者对公司培训员工的承诺的重视，Olivia Hemmings 告诉三家公司，它们在员工身上的投资将会获得更高的生产力，额外的利润和员工对公司更好的忠诚度。
员工培训外文文献综述
员工培训外文文件综述第 1目1、LiteratureResearch ............................................................... .........................................................................2 2 、外文文件翻..................................................................... ................................................⋯⋯⋯⋯⋯⋯⋯⋯ .51、Literature ResearchEmployee training needs theoretical guidance of staff training inthe theoretical understanding of ambiguity, will lead to blindnesstraining .The guiding theory of employee training, with the production technology, expansion of business scale and gradually developed.First, scientific management and staff skills trainingThe late 19th century, early 20th century, the United States such as Taylor and Gilbreth first to emphasize the importance of training.Taylor is the father of scientific management theory, and his major works include "piecework" system, "Plant Management", "scientific management principles and methods", "scientific management" and so on.As the results of his theory first time in history of science from theexperience up.He found that the main reason for low productivity workers are lack of training, Without the correct operation method andapplication of tools, so he carried a lot of tests in the factory. Healso studied tools, machinery, materials and standardization of the work environment, and the basis of these findings to develop more scientific work day fixed, and the completion of these fixed, standardized tools.Gilbreth also shoot video with the method of recording and analyzing the operation of the workers movement, to find the best reasonable action to improve efficiency.This time they are through the use of research, action research methods to made standard operating method, according to this standard method to train workers.Taylor said: first-class workers are not fall from the sky, is trained by scientific training, and in the past, the training is his thing, by their own plans, their implementation, and now, training is something the factory, the specialized agencies and staff, to make standardized tools and standardized methods of operation complete control by the workers, it must be systematic, scientific training, we must take the workers one by one by a qualified teacher, with the new operating practices to train until the workers are able to continuously and used to operate in accordance with scientific rules ("Principles of Scientific Management").Taylor and Gilbreth and others from the research can be seen, with their emphasis on training is the training of staff operating skills.Second, behavioral science theory and the attitude of staff trainingScientific management theories that focus on aspects of the production process, the human body as a machine accessories, arousedstrong resentment among the workers, so some scholars began to physiology, psychology, sociology and so starting to study the human enterprise work motivation, emotion, behavior and the relationship between work and so on, so how in accordance with the laws ofhuman psychological development to stimulate their enthusiasm and creativity of the behavioral sciences is adopted.30 years of the 20th century, the United States in the WesternElectric Company psychologist Mayo's Hawthorne plant belongs, for the determination of various factors on the degree of production efficiencyof thelast eight years, a series of tests, this is the famous Hawthorne Experiment .The experiment, Mayo and others found that: the working environment, working conditions, good or bad as people are notexpected to affect workers as labor productivity; people are "social" and, therefore, staff morale, job satisfaction, can be appreciated is also an important factor affecting labor productivity.In 1943, the famous American psychologist Maslow proposed "hierarchy of needs" that: human needs can be divided into five levels: (1) physiological needs; (2) safety needs; (3) the feeling of belonging; (4) respected; (5) self-realization.These five requirements are based on (1)to (5) from low to high order, and under normal circumstances, onlyin the lower level needs are met before to meet higher level needs.attitude, emotional, demand will affect the level of productivity gains, therefore, focus on skills training to employees after the theory in the behavioral sciences under the guidance of staff training to enhance knowledge, skills training, while more and more attention the attitudeof the staff training.Focus on training staff on the proper values,corporate philosophy, positive work attitude, good habits, and thepursuit of higher goals.Thus, training to become a specializedprofession, training content, constantly deepening and expanding.Since the 60s of the 20th century, people began to study theleadership style of management satisfaction with the relationshipbetween workers, making the lower staff training from a focus on staff training to focus more on the changes on the training of managers.Third, knowledge management and staff learning, innovation training 2l century is the era of knowledge economy, knowledge-based economy is built on the basis of knowledge and information economy, knowledge and information based on the production, distribution and use of thedirect basis of the economy, knowledge is to improve the productivity and economic growth.And the knowledge economy corresponding to the management theory is knowledge management, knowledge management is a knowledge resource for institutional information and the systematic management of science.The practice of knowledge management work generally consists of three aspects: (1) through the establishment of institutional knowledge base and set the body of knowledge managers need to master the knowledge and the systematic collection of resources,filtering, sorting, storage, to new knowledge in order to extract organization personnel at any time and apply them to practical work and learning; (2) to promote the exchange of knowledge within the organization and sharing, and communication process with the new knowledge resources to conduct precipitated into the body of knowledge library; (3) personalized tool to helpcustomize the management of personnel within the organization specific knowledge resources required to improve the efficiency ofwork and study, and to facilitate personal knowledge management.Era of knowledge economy, knowledge to the average 5-year aging cycle for each individual business, only continuous learning, innovation is the only way out, a lot of business decision-makers are concerned about whether their company has such a capability.Bideshengji's "The Fifth Discipline," a book stressed: "Only by learning the business will be competitive," "You have to learn than your competitors, faster."So it proposed the establishment of "learning organization."The development of information technology provides a powerful knowledge management tool, knowledge management is to create a platform for learning organizations.Learning organization is a stable platform for developing creative talent and organizational security.Because, in the era of knowledge management, the significance of employee trainingis learning ability and creative ability of the training, the ultimate goal of training is to form a self ranging from under a full learning culture.In summary, the guiding theory of corporate training experience,from scientific management to knowledge management, behavioralscience and then to the three stages of staff training has also gone through training from skills training to approach and then to learning,innovation training, three processes, factors that promote this development process the technology's progress and expansion of business scale and economy of development.2、外文文件翻译公司员工的培训工作需要必定的理论作指导，在理论上对员工培训工作认识含糊，会致使培训工作的盲目性。
员工培训的新发展外文翻译
中文3615字本科毕业论文（设计）外文翻译外文题目New Developments in Employee Training 外文出处Work Study外文作者Christianne Derouen, Brian H. Kleiner原文：New Developments in Employee TrainingChristianne Derouen, Brian H. KleinerIn order to accommodate the rapid technological changes, employees must mas-ter increasingly complex technical skills. Five major forces behind training becoming so important and central to any firm’s operations are as follows:(1) global and domestic competition;(2) changes in technology;(3) mergers, acquisitions and divestitures causing realignment of structures andfunctions of companies;(4) better educated workforce;(5) emergence of new occupations(computer, etc.).New training ideas are developed because trends are towards making training more practical, realistic and pertaining to employees’ jobs. Training must give em-ployees broader knowledge, enabling them effectively to utilize new technology and integrate it into the workplace. Lower costs, better quality, faster return on investment, increased productivity and long-term growth are all achieved once employees adapt to changes and are trained accordingly. In the past, training was very class-room/instructororiented. This has recently proven ineffective compared with more modern developments.Two books published in 1988[1,2] discuss many companies and modern em-ployee-training ideas which are being utilized today to keep pace with technology. The four areas addressed are:(1) aligning training strategies with corporate goals;(2) continuous learning;(3) manufacturer-user; and(4) designing and delivering training cost-effectively.Additionally, various magazine articles supplement some of the ideas discussed in the two books as well as introduce new training methods.Aligning Training Strategies with Corporate GoalsThe first type of training mentioned in the above books discusses aligning train-ing strategies with corporate goals, which is necessary because each company must evaluate what is needed for it to be competitive and successful. Once this is known, training can be applied accordingly.American Transtech, a subsidiary of AT&T, aligns its training with corporate goals by focusing its training in the following manner: managers are trained to hire their own personnel, relying less on Human Resources. Once hired, new employees go through a two-day orientation where company policy and procedures are outlined and teamwork participation is encouraged, since teamwork is an integral part of American Transtech. On completion of the orientation, the new hires are placed in groups and trained about their job and its functions with the aid of a computer. There are no instructors leading the class, so it is necessary for the teams to discuss among themselves various problems and assignments presented to them on the computer.Group training follows the employees to the workplace, where groups often meet to discuss needs and problems of the company. From this process the goals of training for the company are met. The computer/no instructor process is not mentioned very often but is a more modern way to train as computer use is so widespread. American Transtech found this method is successful in getting people to work together as well as learn together.Corning Glass Works is another company which implemented a training pro-gramme aligned with its corporate goals. Training is so important to Corning Glass that it felt the training given would directly relate to success and hopefully put it a step ahead of its competition. The corporation, with the help of outside consultants, put together a textbook about quality at Corning Glass. The training department worked hard exposing all 28,000 employees to training in product and people quality. Mid-level management was the focus of the training. The book was used as a guide-line, and the emphasis was teamwork. From the initial training, Corning Glass found problem areas which needed to be addressed in further company training courses, in-cluding interpersonal relationships and problem solving. Though use of books is byno means a modern training method, a company writing its own book for training purposes and updating as needs arise is not a commonality. Most companies rely on outside training courses.Continuous LearningMore recent trends show training going beyond “job specific” to “continuous learning”, in which the focus is on other areas of expertise within the company. In continuous learning employees are encouraged to learn and understand the jobs and skills needed of those around them and more often perform them on a regular basis. Semiautonomous work teams are most conducive in the continuous learning envi-ronment because each employee trains others in their group. This way employees know one another’s jobs and can perform them in case of an employee absence. Em-ployees begin to realize that learning and continuous training is as big a part of their job as the job itself.Training one another, or “train the trainer”, is another important aspect of con-tinuous learning. It allows employees to develop new applications and techniques and share them with their peers or supervisors.S.B. Thomas, Inc. feels there are two types of training in its continuous learning plan – social and technical task training. In social training employees are given a sec-ondary job, such as communicator, counsellor, safety officer. These secondary jobs change frequently and are minor jobs compared with the job for which they are hired, but it gives employees a “teamwork” sense of pride in productivity. Although this is not an actual training course in the truest sense, it is a training method to increase em-ployees’ morale, and good employee morale increases work output as well as inter-personal relations.The technical task training is focused on learning the job which the employee will perform. Films are used to illustrate and explain various tasks the company per-forms and those which will be undertaken by the new employee. As this is not a new development, it will not be discussed.S.B. Thomas has work teams in which members train one another. A new hire learns from a facilitator the overall job of the group in which he/she is placed. In thecourse of this, a new employee receives direction and support from a co-worker al-ready experienced in the task. Although S.B. Thomas does not focus as much on out-side training (e.g. college courses), its commitment to the in-house training and moti-vation of all employees has proved effective.Factories are also utilizing modern training ideas. They are prone to employ mul-tiskilled workers and use multipurpose machines. Factories now use flexible automa-tion – organizing the shopfloor into cells and short assembly lines. Workers in each cell must have knowledge and skills to operate a variety of machines and know prod-uct requirements. Single purpose assembly lines are a thing of the past because the ability to do more than one job increases productivity, giving companies a competi-tive advantage. Traditionally, single-skilled training was highly specialized with cen-tralized decision making. The “factory of the future” focuses on cross-training and decentralized decision making.“Communication plays a major role in ensuring tasks are learned”In order to succeed in using multiskilled employees, a factory must train imme-diately, get employees involved, and get the support of top management. Training must address many issues such as planning, operating methods, communication flows, safety, etc. Communication plays a major role in ensuring tasks are learned. Addi-tionally, stress and conflict must be overcome for employees to be most productive.Through performing a variety of functions, the employee gains task identity and skill variety, creating increased motivation, work performance and decreased absen-teeism. This is another form of continuous learning, as employees are learning not only their particular job but also those of their cellmates. This area of training has re-cently become widespread but not a major training impetus.Manufacturer-UserAnother form of training is “manufacturer-user”, which involves the vendor and sup-plier sharing ideas and information about design and implementation and having joint responsibility for training. Turning to the manufacturer for aid in training would seem a likely choice as it should know about the machine in use and its various functions. This form of training can result in more up-time, increased creative applications,manufacturer and customer satisfaction and improved design of machines. It is also a relatively inexpensive way to train because the supplier does not need to implement training programmes or hire outside consultants. Manufacturer-user training asks for a training commitment from the supplier on entering into a buying agreement; and the more co-operative and committed the vendors and users are, the more productive the training is. It is believed that this type of training, although not used extensively, will gain a foothold in the next ten years.Goodyear Tire and Rubber Company is an example of a company which initiated a manufacturer-user programme with its suppliers. It requires its suppliers to enter in-to a training agreement on award of an equipment bid. A typical training agreement with suppliers requires:●Access to supplier’s plant by training poeple from Goodyear in order to pre-pare task analysis and training material.●Hands-on use for operators, maintenance workers, and managers. Classroomwork, media, equipment and instructionare also used.●Training content matching specifications required.●Complete training before the equipment goes into operation.● A training representative of the supplier dedicated to full-time training.Goodyear’s training is limited, teaching only a basic knowledge of how to use the equipment, then leaves training new or additional employees up to the supplier using train-thetrainer style mentioned earlier.Designing and Delivering Training Cost-effectivelyThere are three approaches to designing and delivering training costeffectively. The first is a systems approach, which organizes the educational process into man-ageable steps, resulting in improved decision making and training delivery.The second approach is training partnerships with community colleges. Compa-nies get together with colleges to decide which training courses can be offered and what the company needs. Then the company signs up employees to attend. This area is enhanced when colleges increase their flexibility of courses offered and provide high quality instruction.The third approach is satellite or live interactive TV, which usually offers gradu-ate level courses. Many companies use a combination of the above three approaches.“They realized that learning occurs on the receiving end”The first approach mentioned is not a modern development so will not be dis-cussed. The second and third approaches have more recent applications.National Technical University is an example of a company which uses both the second and third approach to design cost-effectively and deliver trainingcollege and satellite TV. National Tech is a non-profit private educational corporation which awards master degrees in selected fields. Involvement by 24 universities nation-wide as well as employees’ companies allows National Technical University to emphasize high quality instruction. Companies pay a fee to join, which allows employees to par-take in the education. Then the student pays the fees and may receive reimbursement from the employer. The basic functions of National Technical University are, in addi-tion to awarding master degrees in selected disciplines, to provide research seminars, operate telecommunication for on-site services, offer short courses, seminars and workshops to introduce new technology, and establish a satellite network between industries and universities. Classroom time is done on-site or at work, over satellite. This is the wave of the future, as there is a growing number wanting to take part in this type of programme.The US Army utilizes the third approach –TV –for effective, costefficient training. Although this method is already used in industry, the approach which the army took in presenting it is more modern. The Army Training Department found that a simple, dry lecture on TV was not the most productive way to train. They realized that learning occurs on the receiving end; so, getting the students involved through TV training would be a tough challenge. They decided to restructure TV training by having their lecturers “interact” with the viewers by speaking to them as if they were in the same room, asking questions, and presenting problems which required team-work among the students. Training was found to be more fun, as students sat forward in their seats and concentration increased, creating a more conducive training pro-gramme. This “interactive” approach, although it works best, does not seem to be theapproach which many companies take.译文：员工培训的新发展克里斯蒂安·德鲁昂布赖恩·克莱纳为了适应科技的迅速变化，员工必须掌握日益复杂的技术和技能。
评估员工培训效果的关键指标
# 评估员工培训效果的关键指标## 引言员工培训是组织提高员工能力和知识水平的重要手段。
为了确保培训的有效性和投资的回报，评估员工培训效果至关重要。
通过评估培训效果，组织可以了解培训的成果、员工的学习程度以及对业务绩效的影响。
本文将介绍一些关键的指标来评估员工培训效果，并讨论它们的应用方法。
## 1. 培训满意度（Training Satisfaction）培训满意度是评估员工培训效果的重要指标之一。
它表示员工对培训内容、教学方法、培训师等方面的满意程度。
通过评估培训满意度，组织可以了解员工对培训的反馈和体验，发现改进机会，并提升培训的质量和效果。
## 2. 知识和技能提升（Knowledge and Skill Enhancement）知识和技能提升是评估员工培训效果的另一个关键指标。
它表示员工在培训过程中所获得的知识和技能的提升程度。
通过评估知识和技能提升，组织可以了解培训对员工的实际影响，是否达到预期的学习目标，并根据结果调整培训内容和方法。
## 3. 应用和转化效果（Application and Transfer Effectiveness）应用和转化效果是评估员工培训效果的另一个重要指标。
它表示员工在培训后将所学知识和技能应用于工作中的程度。
通过评估应用和转化效果，组织可以判断培训对员工工作表现的直接影响，是否成功地将学习内容转化为实际工作中的行为和成果。
## 4. 绩效改进（Performance Improvement）绩效改进是评估员工培训效果的关键指标之一。
它表示员工在培训后工作绩效的提升程度。
通过评估绩效改进，组织可以了解培训对员工绩效的实际影响，是否能够帮助员工在工作中取得更好的业务成果，并为培训投资的回报提供依据。
## 5. 反馈和应用意愿（Feedback and Application Intention）反馈和应用意愿是评估员工培训效果的另一个重要指标。
它表示员工对培训的反馈和应用意愿，即员工是否打算将所学知识和技能应用于实际工作中，并向组织提供反馈和建议。
员工培训参考文献及员工培训外文文献翻译汇编
员工培训参考文献及员工培训外文文献翻译员工培训参考文献及员工培训外文文献翻译参考文献[1] 黄维德.刘燕人力资源管理实务[M].上海: 立信会计出版社,2004:167-198. [2] 王伟强. 员工培训木桶理论〆重在分清主次[DB/OL] [3] 刘东.家族企业以及经济的文献[DB/OL] [4] 许玉林. 绩效管理[C] 上海:复旦大学出版社,2001:154-256. [5] Gary. Desler Human resources management (6th edition) [M]. Beijing〆People's University of China Press 1999 : 213-397. 六维[6] 王丽娟译.员工招募、面试甄选和岗前引导[M] 北京:中国人民大学出版社1995:123-178,301. [7] 张易. 国有企业的家族化[A], 浙江:社会科学文献出版社.2002-01-01:45 —49. [8] 王伟. 员工培训误区面面观[DB] [9] 王先庆. 现代零售丛书-零售企业员工培训[J] 广东: 广东经济出版社.2004-8月:32-75. [10] 湛新民. 人力资源管理概论[J] 北京:清华大学出版社2005:86-103,233-262.[11] 谢晋宇. 企业员工流失[C] ,广东:经济与管理出版社,1999年3 月.132-162. [12] 任少葱. 以企业战略为中心建立科学的员工培训体系[D]. [13] Raymond A .Noe R. Hollenbeck, Barry Gerhart,Pateick M. Wright, Human Resource Management ,3rd Ddition, Beijing, Qinghua University Press, October 2003 . [14] Germany gan P. Enterprise management personnel quality and capacity factor Empirical Study P19-31. [15] tash.Control of Enterprises Training Human Kinetics Publishers,2003. 1 培训的过程1.1 导言〆培训和响应培训就是给新雇员或现有雇员传授其完成本职工作所必需基本技能的过程。
员工培训参考文献及员工培训外文文献翻译
员工培训参考文献及员工培训外文文献翻译员工培训参考文献及员工培训外文文献翻译参考文献[1] 黄维德.刘燕人力资源管理实务[M].上海: 立信会计出版社,2004:167-198. [2] 王伟强. 员工培训木桶理论〆重在分清主次[DB/OL] [3] 刘东.家族企业以及经济的文献[DB/OL] [4] 许玉林. 绩效管理[C] 上海:复旦大学出版社,2001:154-256. [5] Gary. Desler Human resources management (6th edition) [M]. Beijing〆People's University of China Press 1999 : 213-397. 六维[6] 王丽娟译.员工招募、面试甄选和岗前引导[M] 北京:中国人民大学出版社1995:123-178,301. [7] 张易. 国有企业的家族化[A], 浙江:社会科学文献出版社.2002-01-01:45 —49. [8] 王伟. 员工培训误区面面观[DB] [9] 王先庆. 现代零售丛书-零售企业员工培训[J] 广东: 广东经济出版社.2004-8月:32-75. [10] 湛新民. 人力资源管理概论[J] 北京:清华大学出版社2005:86-103,233-262.[11] 谢晋宇. 企业员工流失[C] ,广东:经济与管理出版社,1999年3 月.132-162. [12] 任少葱. 以企业战略为中心建立科学的员工培训体系[D]. [13] Raymond A .Noe R. Hollenbeck, Barry Gerhart,Pateick M. Wright, Human Resource Management ,3rd Ddition, Beijing, Qinghua University Press, October 2003 . [14] Germany gan P. Enterprise management personnel quality and capacity factor Empirical Study P19-31. [15] tash.Control of Enterprises Training Human Kinetics Publishers,2003. 1 培训的过程1.1 导言〆培训和响应培训就是给新雇员或现有雇员传授其完成本职工作所必需基本技能的过程。
员工培训与开发-外文翻译
Training and Developing EmployeesGary Dessler。
Human resource management （Ninth Edition) ［M].Tsinghua UniversityPress。
2005，187-189Training 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 sal e your firm’s p roduct，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。
企业薪酬体系设计外文文献翻译中文字数3000多字
企业薪酬体系设计外文文献翻译中文字数3000多字The success of any management strategy is dependent on the people who make up an XXX any enterprise。
and the XXX。
It is essential for an XXX can attract。
retain。
and motivate employees。
XXX enterprises。
and the design of a n system is not only an effective way to XXX on the design and performance XXX'ssalary system。
with a particular XXX.2 The Importance of a Well-Designed Salary SystemA well-designed salary system XXX。
It can help attract and retain top talent。
XXX。
and increase productivity。
Moreover。
a salary system that is XXX。
it XXX to design a salary system that aligns with their business objectives and values。
while also meeting the XXX.3 XXXEquity incentives are an essential component of a well-designed salary system。
especially for XXX incentives。
such as stock ns and restricted stock units。
外文翻译--员工激励
毕业论文（设计）外文翻译一、外文原文：原文：Employee MotivationNohria Nitin; Groysberg Boris; Lee Linda-ElingGetting people to do their best work，even in trying circumstances, is one of managers' most enduring and slippery challenges. Indeed, deciphering what motivates us as human beings is a centuries-old puzzle. Some of history's most influential thinkers about human behavior -- among them Aristotle, Adam Smith, Sigmund Freud, and Abraham Maslow -- have struggled to understand its nuances and have taught us a tremendous amount about why people do the things they do.Such luminaries, however, didn't have the advantage of knowledge gleaned from modern brain science. Their theories were based on careful and educated investigation, to be sure, but also exclusively on direct observation. Imagine trying to infer how a car works by examining its movements (starting, stopping, accelerating, turning) without being able to take apart the engine.Fortunately, new cross-disciplinary research in fields like neuroscience, biology, and evolutionary psychology has allowed us to peek under the hood, so to speak -- to learn more about the human brain. Our synthesis of the research suggests that people are guided by four basic emotional needs, or drives, that are the product of our common evolutionary heritage. As set out by Paul R. Lawrence and Nitin Nohria in their 2002 book Driven: How Human Nature Shapes Our Choices, they are the drives to acquire (obtain scarce goods, including intangibles such as social status); bond (form connections with individuals and groups); comprehend (satisfy our curiosity and master the world around us); and defend (protect against external threats and promote justice). These drives underlie everything we do.Managers attempting to boost motivation should take note. It's hard to argue with the accepted wisdom -- backed by empirical evidence -- that a motivated workforcemeans better corporate performance. But what actions, precisely, can managers take to satisfy the four drives and, thereby, increase their employees' overall motivation?We recently completed two major studies aimed at answering that question. In one, we surveyed 385 employees of two global businesses -- a financial services giant and a leading IT services firm. In the other, we surveyed employees from 300 Fortune 500 companies. To define overall motivation, we focused on four commonly measured workplace indicators of it: engagement, satisfaction, commitment, and intention to quit. Engagement represents the energy, effort, and initiative employees bring to their jobs. Satisfaction reflects the extent to which they feel that the company meets their expectations at work and satisfies its implicit and explicit contracts with them. Commitment captures the extent to which employees engage in corporate citizenship. Intention to quit is the best proxy for employee turnover.Both studies showed, strikingly, that an organization's ability to meet the four fundamental drives explains, on average, about 60% of employees' variance on motivational indicators (previous models have explained about 30%). We also found that certain drives influence some motivational indicators more than others. Fulfilling the drive to bond has the greatest effect on employee commitment, for example, whereas meeting the drive to comprehend is most closely linked with employee engagement. But a company can best improve overall motivational scores by satisfying all four drives in concert. The whole is more than the sum of its parts; a poor showing on one drive substantially diminishes the impact of high scores on the other three.When it comes to practical implications for managers, the consequences of neglecting any particular drive are clear. Bob Nardelli's lackluster performance at Home Depot, for instance, can be explained in part by his relentless focus on the drive to acquire at the expense of other drives. By emphasizing individual and store performance, he squelched the spirit of camaraderie among employees (their drive to bond) and their dedication to technical expertise (a manifestation of the need to comprehend and do meaningful work). He also created, as widely reported, a hostile environment that interfered with the drive to defend: Employees no longer felt theywere being treated justly. When Nardelli left the company, Home Depot's stock price was essentially no better than when he had arrived six years earlier. Meanwhile Lowe's, a direct competitor, gained ground by taking a holistic approach to satisfying employees' emotional needs through its reward system, culture, management systems, and design of jobs.An organization as a whole clearly has to attend to the four fundamental emotional drives, but so must individual managers. They may be restricted by organizational norms, but employees are clever enough to know that their immediate superiors have some wiggle room. In fact, our research shows that individual managers influence overall motivation as much as any organizational policy does. In this article we'll look more closely at the drivers of employee motivation, the levers managers can pull to address them, and the "local" strategies that can boost motivation despite organizational constraints.The Organizational Levers of MotivationAlthough fulfilling all four of employees' basic emotional drives is essential for any company, our research suggests that each drive is best met by a distinct organizational lever.The reward system. The drive to acquire is most easily satisfied by an organization's reward system -- how effectively it discriminates between good and poor performers, ties rewards to performance, and gives the best people opportunities for advancement. When the Royal Bank of Scotland acquired NatWest, it inherited a company in which the reward system was dominated by politics, status, and employee tenure. RBS introduced a new system that held managers responsible for specific goals and rewarded good performance over average performance. Former NatWest employees embraced their new company -- to an unusual extent in the aftermath of an acquisition -- in part because the reward system was tough but recognized individual achievement.Sonoco, a manufacturer of packaging for industrial and consumer goods, transformed itself in part by making a concerted effort to better meet the drive to acquire -- that is, by establishing very clear links between performance and rewards.Historically, the company had set high business-performance targets, but incentives had done little to reward the achievement of them. In 1995, under Cynthia Hartley, then the new vice president of human resources, Sonoco instituted a pay-for-performance system, based on individual and group metrics. Employee satisfaction and engagement improved, according to results from a regularly administered internal survey. In 2005, Hewitt Associates named Sonoco one of the top 20 talent-management organizations in the United States. It was one of the few mid-cap companies on the list, which also included big players like 3M, GE, Johnson & Johnson, Dell, and IBM.Culture. The most effective way to fulfill the drive to bond -- to engender a strong sense of camaraderie -- is to create a culture that promotes teamwork, collaboration, openness, and friendship. RBS broke through NatWest's silo mentality by bringing together people from the two firms to work on well-defined cost-savings and revenue-growth projects. A departure for both companies, the new structure encouraged people to break old attachments and form new bonds. To set a good example, the executive committee (comprising both RBS and ex-NatWest executives) meets every Monday morning to discuss and resolve any outstanding issues -- cutting through the bureaucratic and political processes that can slow decision making at the top.Another business with an exemplary culture is the Wegmans supermarket chain, which has appeared for a decade on Fortune's list of "100 Best Companies to Work For." The family that owns the business makes a point of setting a familial tone for the companywide culture. Employees routinely report that management cares about them and that they care about one another, evidence of a sense of teamwork and belonging.Job design. The drive to comprehend is best addressed by designing jobs that are meaningful, interesting, and challenging.Cirque du Soleil, is committed to making jobs challenging and fulfilling. Despite grueling rehearsal and performance schedules, it attracts and retains performers by accommodating their creativity and pushing them to perfect their craft. Its employeesalso get to say a lot about how performances are staged, and they are allowed to move from show to show to learn new skills. In addition, they get constant collegial exposure to the world's top artists in the field.Performance-management and resource-allocation processes. Fair, trustworthy, and transparent processes for performance management and resource allocation help to meet people's drive to defend. RBS, for instance, has worked hard to make its decision processes very clear. Employees may disagree with a particular outcome, such as the nixing of a pet project, but they are able to understand the rationale behind the decision. New technology endeavors at RBS are reviewed by cross-business unit teams that make decisions using clear criteria, such as the impact on company financial performance. In surveys, employees report that the process is fair and that funding criteria are transparent. Although RBS is a demanding organization, employees also see it as a just one.The Role of the Direct ManagerOur research also revealed that organizations don't have an absolute monopoly on employee motivation or on fulfilling people's emotional drives. Employees' perceptions of their immediate managers matter just as much. People recognize that a multitude of organizational factors, some outside their supervisor's control, influence their motivation, but they are discriminating when it comes to evaluating that supervisor's ability to keep them motivated. Employees in our study attributed as much importance to their boss's meeting their four drives as to the organization's policies. In other words, they recognized that a manager has some control over how company processes and policies are implemented.Employees don't expect their supervisors to be able to substantially affect the company's overall reward systems, culture, job design, or management systems. Yet managers do have some discretion within their spheres of influence; some hide behind ineffective systems, whereas others make the most of an imperfect model. Managers can, for example, link rewards and performance in areas such as praise, recognition, and choice assignments. They can also allocate a bonus pool in ways that distinguishbetween top and bottom performers. Similarly, even in a cutthroat culture that doesn't promote camaraderie, a manager can take actions that encourage teamwork and make jobs more meaningful and interesting. Many supervisors are regarded well by their employees precisely because they foster a highly motivating local environment, even if the organization as a whole falls short. On the other hand, some managers create a toxic local climate within a highly motivated organization.Although employees look to different elements of their organization to satisfy different drives, they expect their managers to do their best to address all four within the constraints that the institution imposes. Our surveys showed that if employees detected that a manager was substantially worse than her peers in fulfilling even just one drive, they rated that manager poorly, even if the organization as a whole had significant limitations. Employees are indeed very fair about taking a big-picture view and seeing a manager in the context of a larger institution, but they do some pretty fine-grained evaluation beyond those organizational caveats. In short, they are realistic about what managers cannot do, but also about what managers should be able to do in meeting all the basic needs of their subordinates.At the financial services firm we studied, for example, one manager outperformed his peers on fulfilling subordinates' drives to acquire, bond, and comprehend. However, his subordinates indicated that his ability to meet their drive to defend was below the average of other managers in the company. Consequently, levels of work engagement and organizational commitment were lower in his group than in the company as a whole. Despite this manager's superior ability to fulfill three of the four drives, his relative weakness on the one dimension damaged the overall motivational profile of his group.Our model posits that employee motivation is influenced by a complex system of managerial and organizational factors. If we take as a given that a motivated workforce can boost company performance, then the insights into human behavior that our article has laid out will help companies and executives get the best out of employees by fulfilling their most fundamental needs.How to Make Big Strides in Employee MotivationThe secret to catapulting your company into a leading position in terms of employee motivation is to improve its effectiveness in fulfilling all four basic emotional drives, not just one. Take a firm that, relative to other firms, ranks in the 50th percentile on employee motivation. An improvement in job design alone (the lever that most influences the drive to comprehend) would move that company only up to the 56th percentile -- but an improvement on all four drives would blast it up to the 88th percentile.Direct Managers Matter, TooAt the companies we surveyed whose employee motivation scores were in the top fifth, workers rated their managers' ability to motivate them as highly, on average, as they rated the organization's ability to fulfill their four drives. The same pattern was evident within the bottom fifth of companies, even though their average ratings on all five dimensions were, of course, much lower than those of companies in the top fifth.Harvard Business Review，Jul-Aug2008，Vol. 86 Issue 7/8, p78-84二、外文译文：译文：员工激励Nohria Nitin; Groysberg Boris; Lee Linda-Eling让员工将工作做到最好，即使是在令人讨厌的工作环境下，是管理者最持久的挑战。
英语翻译论文
广州地铁英汉翻译考察-------从中揭示的中英翻译问题【摘要】当今有很多同学都觉得英语翻译很难，觉得很难去掌握，为了使大家更好的去掌握，本人从地铁英语入手，希望可以总结出对大家行之有效的策略。
[关键字] 考察中英翻译策略今天在地铁里面进行英语翻译考察,获益良多,而且记录了里面的某些英语翻译以供研究.其实在地铁里面遇到的多数是一些比较短小的翻译,以下是本人遇到的一些小翻译。
Attention, please! The train is approaching请注意，列车正在进站.The train is bound for Sanyuanli. Don’t get over the yellow line. Please keep your things with you.不要越过黄线，保管好您的随身物品.Mind the gap. 小心站台间隙。
Lean on the door prohibited.禁止倚靠。
Cation！Risk of pinching hand.当心夹手。
This door would not open with the light on.灯亮时此门不开。
Don’t enter or exit the train when there’s a flashing light or warning chime.灯亮铃响时请不要上下列车。
…………………………………………………………………………………………在地铁里面遇到的这些翻译，给我的第一感觉就是简洁明了，专业准确。
好像我里面遇到的翻译：灯亮铃响时请不要上下列车。
Don’t enter or exit the train when there’s a flashing light or warning chime.巧妙地引用了一个there’s就把整个翻译简化了，而且感觉还使整个翻译没有硬生生的，很符合英国人的讲话习惯，并没有“中化”。
企业员工培训外文翻译文献
企业员工培训外文翻译文献(文档含英文原文和中文翻译)1.Literature ResearchTraining and developmentThe meaning of Training and developmentTraining and development is the means to carry out certain business organizations and the need for investing in human capital, using a variety of ways to carry out the purpose of staff in a planned training and training management activities, and its goal is to enable staff to update knowledge and develop skills, improve staff motives, attitudes and behavior to adapt to the new requirements of enterprises, their current win better work or higher levels of job responsibility, thus contributing to the improvement of organizational efficiency and organizational goals.The development of training and developmentWe all know that general education can only provide some basic low-level professional knowledge and skills. Face of large-scale enterprise development, the need for a number of skills training in order to enable staff to achieve continuous business development. Therefore, the organization in order to raise labor productivity and personal satisfaction for professional, direct and effective for the organization of production and management services, the Government has implemented a variety of methods, types of organizations to carry out investment activities in education and training.U.S. economist and Nobel Laureate in Economics, Schultz found that simply from the natural resources, physical capital and labor's point of view, can not explain all the reasons for increase in productivity, capital and wealth as a form of conversion ofpeople's knowledge and abilities are decisive reasons for social progress. But it was not the acquisition cost, it needs to be formed through investment, training is an important investment in such a form..The level of training and developmentThe main groups of the organization of training, corporate training is to organize all the staff, staff positions held as a result of different orientation training with a variety of characteristics. In general, the main is divided into three categories: First, the decision-making level, and the other is management is the operation of three layers. The main contents of training and developmentOrganization of training content and structure is inherent in the specific form of training, thus the development of the company Training content, and organization must be the cause of progress, development strategies and goals, but sometimes in order to adapt to organizational changes in the external environment, but also training in the use of some emergency measures. Therefore, as the contents of the structure of training should be long-term development of the organization of production with the current combination of common training content into the enterprise.Period of training and developmentDivided by time period, training can be divided into long-term training and short-term training, long-term training of more general scheme, there is a strong purpose; by training, job training and can be divided into two full-time training; by the training system, organizations can be divided into the training system and training system for the two organizations, with the training system, including basic training, the applicability of training, day-to-day training, individual training and training objectives; the training system organizations, educational institutions, if divided, can be divided into for three categories: full-time college and the recognition of higher education institutions, local governments and administrative departments of education and training institutions, the use of community resources to schools.Source of funding for training and developmentOrganization of training funds mainly come from two ways: First, the source of the organization, mainly referring to organizations and staff training costs assessed;second is the raising of funds, first of all by the Government through taxes levied training, and then by the state organizations, social enterprises to co-ordinate the funding sponsorship.The economic benefits of training and developmentAs the organization and implementation of staff training to improve skills and to mobilize the enthusiasm of the production, so under the same conditions of employees to create more effective. The increase in the efficiency, can be used in two ways: direct and indirect calculation method of calculation.In the course of training, trainees should pay attention to the learning curve and information feedback, trainees listen to timely information that can help organizations improve the effectiveness of future training, to reduce unnecessary expenditures.In the training market, there are different styles of lecturers, there are different types of courses, some courses are developed by their own lecturers, some courses are foreign agents, and some courses are designed by companies. Training curriculum design is the first step in the design of different ways to use the curriculum, lecturers say is different, the final results of the training are different. Determines the script as a drama, the curriculum design is the first step in training, but also determines the effectiveness of courses.The cost of trainingEducation and training primarily on the basis of the level of information as well as the size of, the higher the level of information and larger, then the lower cost.Effective cost control is in fierce competition in the market of the basic elements of success. However, the absolute cost control is not just the cost of compression, the need to establish a scientific and reasonable cost analysis and control system that allows business managers have a clear framework for the company's costs, profitability in the right direction and decision-making, internal decision-making enterprises key support to radically improve the situation of the cost of doing business and thus truly effective cost control.8 kinds of employee training forms1, the teaching method: the training of the traditional way to use up the advantage ofconvenient, easy to control the whole process of training. The disadvantage is that a one-way transmission of information, poor feedback effects. Some of these notions are often used for training knowledge.2, audio-visual technology law: adoption of modern audio-visual technology (such as projectors, DVD, VCR and other tools), training of staff. Advantage of the use of visual and auditory perception of the way of clear-cut intuitive. However, feedback from students and practice less, and the cost of production and the purchase of a high content of easily outdated. It is used for business profiles, to impart training skills, conceptual knowledge can also be used for training.3, to discuss the law: In accordance with the complexity and operation cost of the procedure can be divided into the general panel discussions and seminars in two ways. Lectures, seminars and more in the main, or after the half-way to allow students and lecturers communicate. Advantage of multi-directional transmission of information, compared with the teaching of good feedback effects, but higher cost. The panel discussion is characterized by law, when the exchange of information for multi-directional transmission, the participation of students with high, low-cost. Used for the consolidation of knowledge, analysis of the training of students, problem-solving skills and the ability of human interaction, but the training of teachers on the use of the higher.4, case study method: the training of clients, through to the relevant background information, to find a suitable solution. The use of low-cost, effective feedback can be an effective analysis of the training of students problem-solving abilities. In addition, training in recent years studies have shown that the case, discussion can also be used for the training of knowledge category, and better.5, role-playing method: training grant to train teachers in the work of the design of which play a role in the training of teachers and other students in the students after performing the appropriate comments. As a result of multi-directional transmission of information, feedback effects, and practical, and low-cost, and thus more capacity for human relations training.6, self-learning method: This approach is more suitable for the general concept ofknowledge, with emphasis on adult learning as a result of experience and understanding of the properties, so that a certain learning ability and self-conscious students is both economical and practical approach, but this method There are also deficiencies in poor supervision.7, group interaction law: also known as sensitivity training. This method is mainly applicable to the management of interpersonal and communication training. Training to enable trainees to experience activities to enhance their ability to deal with interpersonal relationships. The advantage is improved interpersonal relationships and communication skills, but its effects depend on the level of teacher training.8, Network Training Act: is a new type of computer network information on training methods, greater input. However, due to the use of flexible and distributed learning in line with new trends, focus on training students to save time and costs. Large amount of information in this way, new knowledge and new delivery concepts have obvious advantages, it is more suitable for adult learning. Therefore, for the strength of the popular business, training and development is an inevitable trend.The classification of training methods1. Smile Training: to serve the people, through a variety of special events, a speech full of passion, as well as recognition of participants, so that participants feel that the training process very interesting.2. Hands-On Training: First of all new workers need to perform their work after the observation, and then, through long experience with those who mentor or work colleagues together, to digest, absorb and purpose of the skills.3. Instrument Training: Through a standardized, there is no organization or organizations for the work of the evaluation tools tailored to obtain the relevant skills and their knowledge and information.4. Objective--Based Instuction: including a structured, guiding the training design, the focus is to better the implementation of a work, the incumbent must learn the specific knowledge and skills.5. Enterprises House: by inviting trainers to a series of staff training.6. Public courses: to participate in short-term training courses, job-related enterprisesfor the delivery of the staff to learn the relevant short courses, you can end the cost of provincial and corporate training people in different positions and better training.7. The professional training courses: there is a similar human resources MBA classes, classes, director of the long-term nature of these high-end training courses, a set of professional knowledge into the system, it is time to start the use of industry and better facilitate the incumbent charge.The role of training and developmentEmployee training, as the ability to directly raise the level of managers and staff skills, providing new ideas, knowledge, information, skills, competence and professional growth of employees, the fundamental spirit of innovation and an excellent way to approach is the most important human resources development, investment in physical capital than the more important investment in human capital. With China's accession to the WTO and the world economic integration, business has never been as great importance to training. In this paper, some personal views on the training to the training of innovative enterprises.1. Training - business to take offEffective training, in fact, is to enhance the competitiveness of our business process. In fact, the effect of training does not depend on the individual trainees, but the contrary, the business organization as a state of organisms, plays a crucial role. Good-to-business benefits of training four points:(1), training to improve staff-to-business sense of responsibility sense of belonging and ownership. On businesses of employee training more fully, more attractive to employees, human resources can play a more high-value-added, so as to create more effective business. Data showed that Pepsi-Cola Company of Shenzhen's 270 employees 100 to conduct a survey, almost all of these people participated in the training. Of which 80% of the staff for their work expressed their satisfaction with 87% of employees are willing to remain in the company. Training not only improved the skills of workers and trade unions to raise awareness of their own values, goals fora better understanding.(2), training to promote the business and employees, management and staff level oftwo-way communication, enhance cohesion and cohesiveness, excellent shape corporate culture. Many enterprises have taken training and commissioned their own training methods. Training to do so easily into the corporate culture, because culture is the soul, it is a core value for all employees of the education enterprise micro-cultural system. Enterprise management and staff agree that corporate culture will not only take the initiative to study scientific and technological knowledge and skills to master, but also would enhance a sense of ownership, quality awareness, sense of innovation. So as to nurture their professionalism, innovation and social responsibility to develop all levels of scientific and technological knowledge self-consciously to create a favorable atmosphere for the invention, enterprise IT professionals will grow, enterprise technology development capacity will be increased. More papers in business management "Maoshan under the" Find.(3), training can improve the overall quality of employees, increase productivity and service levels, establish a good image of enterprises, and enhance the profitability of the business. U.S. authorities monitoring, training return on investment of around 33% generally. The United States in the analysis of large-scale manufacturing companies, the company obtained from the training rate of return of up to about 20% -30%. Motorola annually to all employees with at least 40 hours of training. Survey: 1 U.S. dollars per Motorola training fees can be in 3 years to achieve the production efficiency of 40 U.S. dollars. Motorola believes that the quality of good corporate employees have been through technical innovation and economical operation of the company has created four billion U.S. dollars of wealth. Training Motorola's huge investment in training revenue shows the importance of the enterprise.(4), to adapt to market changes, enhance the competitive edge of the reserve forces training enterprises, enterprises operating Yong-Ji vitality. To put it bluntly the competitiveness of enterprises is a competition of talents. Growing wise entrepreneurs realize that training can not be ignored is the development of the "people investment" is to enhance the "hematopoietic" a fundamental way. A study by the United States show that technological innovation is the best investment ratio 5:5, that is, "people investment" and 50% of hardware investment. People-oriented soft-technologyinvestments, the role of the machinery and equipment investment in the hardware technology, doubled the effectiveness of output. Equipment in the same conditions, the increase in "people" to invest up to 1 vote in the middle of the input-output ratio of 8. Promote technological innovation in developed countries not only pay attention to the introduction of machinery and equipment upgrading of the hardware inputs and so on, and pay more attention to improve people's quality as a major objective in the soft technology. Facts have proved that talent is the primary resource, with first-rate talent, we can develop a first-class products, to create first-class performance, enterprises can be competitive in the market in an invincible position.The principles of training and developmentIn order to ensure the direction of training and development will not deviate from the target organizations & companies need to develop basic principles and be guided by them. Specifically include the following:1. Strategic principlesEnterprises must be staff training and development on a strategic level to understand. Bring immediate relief and some staff training, staff will soon be reflected in performance on; some may be obvious after a number of years in order to receive the results, especially for training managers. Therefore, many companies see training as an input but not output to "lose money" transactions, the current emphasis is often placed on the interests of the arrangements, "No admittance except on business" to attend training, and in genuine need of trained personnel due to the heavy task and can not leave. The results on the knowledge there will not use or do not have the "training of specialized households" to make the training a real input into not only the output of the "loss" transactions. So & business strategy must establish the concept of & in accordance with the objectives and strategies for enterprise development the development of training plans, training and development and business in close connection with the long-term development.2. Theory with practice and apply what they have learned the principles ofStaff training should be targeted clear, from the practical & the needs of closely integrated with the job characteristics, and training targeted at their age, knowledgestructure, the capacity of the structure, thinking the situation closely with the aim of training staff with the necessary skills to to complete the work, and ultimately to increase the economic benefits of services. Only in this way in order to receive effective training in order to improve efficiency.3. Knowledge and skills training and corporate culture principle of trainingThe content of training and development, in addition to cultural knowledge, expertise, professional skills training should include the ideals, beliefs, values, moral values, such as the contents of such training. While the latter also with business goals, corporate culture, enterprise system, enterprises such as the fine tradition of combining so that employees in all respects to comply with the requirements of enterprises.4. Full training and focus on the principle of combiningFull training is planned, step-by-step on-the-job training of all staff, which is to improve the quality of the only way for all staff. In order to improve the rate of return on investment of training, training must focus on enterprises that have a significant impact on the rise and fall of management and technical backbone, especially in senior management, is also promising the echelon personnel, should be training in a planned way and development.5. The effect of feedback training and strengthening the principles ofThe effect of feedback and training is indispensable to strengthen the important link. Training effect of feedback refers to the training staff after the inspection, its role is to consolidate the skills of their staff in the use, in time to correct errors and deviations feedback more timely, accurate & training the better. Refers to as a result of enhanced feedback and training personnel on the incentives or penalties. Its purpose is to reward the one hand, to receive training and obtain the performance of staff, on the other hand, is to strengthen the training of other staff awareness training has been further enhanced the effect.翻译:培训与开发1、培训与开发的定义员工培训是指一定组织为开展业务及培育人才的需要，采用各种方式对员工进行有目的、有计划的培养和训练的管理活动，其目标是使员工不断的更新知识，开拓技能，改进员工的动机、态度和行为，是企业适应新的要求，更好的胜任现职工作或担负更高级别的职务，从而促进组织效率的提高和组织目标的实现。
4P营销策略和营销渠道外文文献翻译2014年译文3000多字
4P营销策略和营销渠道外文文献翻译2014年译文3000多字XXX market。
In this article。
we will discuss the importance of a well-XXX channels that can be used to reach out to potential customers.Marketing StrategyA marketing strategy is a plan of n that a business uses to promote its products or services to its target audience。
It involves identifying the target market。
understanding their needs and preferences。
XXX should be based on the company's strengths and weaknesses。
as well as the XXX present in the market.The first step in XXX n about the target audience。
their preferences。
and their r。
The research XXX needs.Once the product or service is developed。
the next step is to create a marketing plan。
This plan should include the different marketing channels that will be used to reach out to potentialcustomers。
The marketing channels can include advertising。
工程翻译岗位职责规章制度
工程翻译岗位职责规章制度一、前言本规章制度旨在明确工程翻译岗位的职责和要求，规范翻译工作流程，提高工作质量和效率。
全部从事工程翻译的人员必需遵守本规章制度。
二、岗位职责1.负责各类工程项目文件的翻译工作，包含但不限于项目投标文件、合同文件、工程设计文件、技术规格书、施工方案、设备说明书等；2.依据项目要求，翻译成中文或外文，并保证翻译内容的准确性、流畅性和专业性；3.负责翻译文件的质量评审，确保翻译结果符合规范和要求；4.帮助项目部门进行技术沟通和沟通，供应口译和笔译支持；5.依据项目进度要求，定时完成翻译任务，并及时反馈进展情况；6.参加项目会议，供应翻译支持，记录会议纪要和紧要会议内容，并及时归档；7.搭配项目部门进行审核和修改翻译文件，确保翻译内容符合项目要求；8.保持与项目组和其他部门的有效沟通，解决翻译相关问题；9.参加公司组织的培训和学习，不绝提升专业知识和技能；10.帮助上级完成其他与工程翻译工作相关的任务。
三、管理标准1.工作计划：依据项目进度和任务量，订立合理的工作计划，并向上级汇报和更新；2.文档管理：建立良好的文档管理体系，确保翻译文档的存档和保密工作；3.资源协调：依据项目需求，合理布置翻译资源，确保翻译任务的及时完成；4.质量掌控：建立翻译质量监控机制，定期进行翻译质量评估和反馈，及时矫正问题；5.团队协作：加强团队沟通和协作，提高工作效率和质量；6.绩效考核：依据翻译岗位职责，订立科学的绩效考核标准，评估员工的工作表现；7.岗位培训：为员工供应必需的培训机会，不绝提升员工的专业和技能水平；8.知识共享：建立知识共享平台，促进员工间的学习和沟通；9.反馈改进：依据员工的反馈和实际情况，及时调整和改进管理措施。
四、考核标准1.项目进度和质量：定时完成翻译任务，并保证翻译结果的准确性和专业性；2.文件管理：依照规定的文件管理流程进行操作，保证文件存档和保密工作的执行；3.团队合作：与项目组和相关部门保持良好沟通，解决问题，并及时供应翻译支持；4.专业本领：不绝学习和提升专业知识和技能，能够适应多而杂的项目需求；5.绩效评估：依据工作计划和绩效考核标准，评估员工的工作表现；6.参加培训：乐观参加公司组织的培训，提升综合素养和个人本领；7.社交活动：乐观参加公司组织的社交活动，建立良好的团队合作氛围；8.自我评估：定期进行自我评估，及时发现并改正不足之处。
英语四级阅读练习：员工培训的重要性
英语四级阅读练习：员工培训的重要性英语四级阅读练习：员工培训的重要性As we know, it is very important that a firm should pay attention to the training of its staff as there exist many weak parts in its various departments. Staff training must have a purpose, which is defined when a firm considers its training needs, which are in turn based on job descriptions and job specifications.A job description should give details of the performance that is required for a particular job, and a job specification should give information about the behavior, knowledge and skills that are expected of an employee who works in it. When all of this has been collected, it is possible to make a training specification. This specifies what the Training Department must teach for the successful performance of the job, and also the best methods to use in the training period.There are many different training methods, and there are advantages and disadvantages of all of them. Successful training programmes depend on an understanding of the difference between learning about skills and training in using them. It is frequently said that learning about skills takes place "off the job" in the classroom, but training in using these skills takes place "on the job", by means of such activities as practice in the workshop.It is always difficult to evaluate the costs and savings of a training programme. The success of such a programme depends not only on the methodsused but also on the quality of the staff who do the training. A company can often check oh savings in time and cost by examining the work performed by the workers and technicians who have completed a training programme. The evaluation of management training is much more complex than that.21. To be successful in our training programmes, we must understand the difference between______.A. a job description and a job specificationB. what is taught and how it is taughtC. learning about skills and training in using themD. the savings in time and the savings in cost22. The success of a training programme depends on_________.A. the places where the training takes placeB. the correct evaluation of the costs and savings of the programmeC. the performance of the workers and technicians trained in the programmeD. the training methods and the quality of the training staff23. A training specification specifies_______.A. the performance required for a certain jobB. the behavior, knowledge, and skills expected of an employeeC. the training contents and methodsD. the costs and savings of the programme24. According to the passage, which of the following statements is NOT true?A. As there exist weak parts in different departments of a firm, the training of its staff is highly necessary.B. A training specification is based on the information collected from a job description and a job specification.C. Training in using skills and learning about skills usually do not happen at the same place.D. It is easier to evaluate management training than to evaluate the training of workers and technicians.25. The best title for this passage might be_______.A. A Successful Training ProgrammeB. How to Describe and Specify a JobC. Staff TrainingD. The Importance of Training Workers and Technicians答案：21. C 22. D 23. C 24. D 25. C。
翻译岗位招聘笔试题及解答(某世界500强集团)2025年
2025年招聘翻译岗位笔试题及解答(某世界500强集团)(答案在后面)一、单项选择题（本大题有10小题，每小题2分，共20分）1、以下哪项最准确地描述了翻译过程中应遵循的基本原则？A. 保持原文的准确性和流畅性。
B. 仅注重语言的优美，忽略原文的准确传达。
C. 保持原意的基础上，添加个人理解进行翻译。
D. 为了适应目标语言的语言习惯，大幅度改动原文内容。
2、在进行专业文本翻译时，以下哪项技能最为重要？A. 良好的口头表达能力。
B. 对源语言和目标语言的深入了解。
C. 丰富的专业知识背景。
D. 快速反应和即时决策的能力。
3、在翻译过程中，最常用的翻译技巧是直译和意译的结合使用。
以下哪个选项不属于直译和意译的结合使用的范畴？A. 直译：保持原文的词汇和语序。
B. 意译：根据目标语言的文化背景调整原文的表达方式。
C. 注释：对原文中的文化特定表达进行解释和说明。
D. 语境分析：根据上下文理解并翻译原文。
4、在翻译一部外文作品时，译者首先需要做的是：A. 了解原作者的意图和风格。
B. 熟悉目标语言的文化背景。
C. 翻译初稿。
D. 校对和修改。
5、以下哪项是翻译工作中常用的专业术语？A. 法律B. 艺术C. 数学D. 物理6、在翻译中，以下哪个词组经常用于表示道歉？A. 对不起B. 谢谢你C. 请原谅D. 再见7、在翻译过程中，遇到专业术语或行业特定的表达方式时，以下哪种做法最为恰当？A. 使用日常用词替代专业术语。
B. 直接采用外文，避免混淆和误解。
C. 猜测其含义并直接翻译。
D. 查阅相关资料或请教专业人士以确保准确性。
8、对于两种语言的转换过程中，下面哪种观点更符合翻译的实际操作原则？A. 应完全遵循原文的语法结构进行翻译。
B. 应注重保持原文的语义内容，同时考虑目的语言的表达习惯。
C. 可以添加个人主观感受或对原文进行改写，以增强翻译的感染力。
D. 翻译时只需关注词汇的对应转换即可，无需考虑文化背景差异。
2020年从资资格考试《四级理论知识》每日一练(第89套)
2020年从资资格考试《四级理论知识》每日一练考试须知：1、考试时间：180分钟。
2、请首先按要求在试卷的指定位置填写您的姓名、准考证号和所在单位的名称。
3、请仔细阅读各种题目的回答要求，在规定的位置填写您的答案。
4、不要在试卷上乱写乱画，不要在标封区填写无关的内容。
5、答案与解析在最后。
姓名:___________考号:___________一、单选题(共70题)1.( )是进行绩效考评的基础，也是绩效管理的关键。
A.定义绩效B.岗位分析C.企业战略D.企业文化2.执行国家特殊岗位资格证书制度，其主要形式包括(??)。
A.技师合格证书制度和特殊岗位资格证书制度B.职业资格证书制度和特殊岗位资格证书制度C.技术等级证书制度和特殊岗位资格证书制度D.岗位合格证书制度和特殊岗位资格证书制度3.绩效低下的原因可分为( )。
A.总体原因和个体原因B.总体原因和组织或系统原因C.个体原因和组织或系统原因D.主观原因和客观原因4.( )是进行培训的物质基础。
A.培训预算B.培训经费C.培训设施D.培训基地5.以改善绩效为目的的培训的特点不包括( )A.以一对一为主要指导方法B.培训时间长内容广C.以客观、公正的绩效考核为依据D.是任职前培训的延续6.劳动合同变更第一前提要求是( )。
A.共同协商B.提前书面通知C.到期前3日D.到期向劳动者变更劳动合同7.如果用人单位安排劳动者延长工作时间，需支付员工不低于本人日工资( )的报酬。
A.100%B.150%C.200%D.250%8.( )不属于法人机关。
A.意思机关B.履行机关D.监察机关9.职工王某2001年4月1日在甲公司参加工作，2013年4月1日调入乙公司工作，2014年5月1日王某患重病需住院治疗,他的医疗期应该是(??)个月。
A.3B.4C.5D.610.岗前培训企业文化介绍不包括( )培训提纲。
A.企业基础B.公司使命C.核心价值观D.企业精神11.关于背景调查应遵循的原则，下列说法错误的是( )。
怎么留住人才外文翻译
外文翻译How To Retain TalentEmployees are our most important asset, "key personnel" is the key to future development. Many companies, however, the "key personnel" culture often clueless they are either ambiguous is a measure of the "key personnel" either practical and reliable employees voted out of low morale, either developed training plan potential for development managers from the day-to-day operations. The result is that those "key personnel" either leave or destroy. How to manage these "key personnel"? Pay design, the essence of the design of the value of the internal relations of distribution, the internal value divided mainly based jobs. Different position and compensation standards will be different; same post, different ability levels, remuneration standards will be different. Therefore, a compensation consulting to businesses, the first thing to do is to position system combing structured design.First, personnel training and company strategy coordinated. Potential depends on the environment, therefore, critical talent management programs should match with the company's strategy. For example, if the company's strategy to achieve development in emerging markets, its focus should be a more global talent pool, as well as those able to flexibly adapt to unfamiliar environment. Conversely, if the company is committed to being the low-cost leader in, then it should be aimed at those highly disciplined and results-oriented person. Secondly, the selection of reserve talents seriously. Selection nomination and objective assessment of the combined talent, in addition to the internal assessment, the company can also listen to the views of the external partners. Many companies are reluctant to publish the list of "key personnel", mainly due to the selection process too subjective or unfair, therefore unconvincing. Studies have shown that employees know that they were elected to key personnel, can significantly increase their willingness to stay with the company, as well as their productivity. Finally, training of key talent in addition to formal training courses should also include self-learning and other forms of training, one of the mosteffective tools is the rotation experience. The rotation experience can include greater management scale, the greater the scope of work, from the front line to the administrative or mobilized from the executive to the front line, cross-cutting mobilize newly created project, turnaround and change management projects, overseas office. Change the level, organization department, place of work, industry and the environment, and help managers grow. Job management, including grade division of the sequence into hierarchical division, five parts of the job name and tenure standards. The grade posts combination of the responsibility of a similar nature, embodied is to provide staff with the wider development of the channel, the variety of career direction selection is simple business can be divided into management grades, professional grade, complex internal division of responsibilities companies can more divided, such as the management of grades, design grade, technical grade, job grades, market grades, grade of business operations, functions that support the grade ... Level is the responsibility of size, degree of difficulty similar job combination, reflect the different levels of positions, multi-level, staff development upside; simple level division can be divided into high, grass-roots, such as further broken down, but also divided into clerical, Commissioner level assistant level, supervisory level, manager level, director level, the level of general manager of the level of vice president, chief executive level; design level, the number of levels, the number and corporate internal scale and Future, The development is expected both to avoid to staff posts soon encounter the ceiling, but also the staff small run incentive.Job design both want to consider employee satisfaction upgrade, but also to consider the efficiency of corporate human resources management of its primary starting point is that people-oriented, fully consider the staff development space with more choice, at the same time achieve classification management easy resources reasonably invested . In short, the reasons for brain drain is a wide range of both internal reasons, external reasons, both subjective reasons, there are objective reasons for both corporate reasons, employees reason, these factors are often intertwined, is extremely complex. Fundamental of the talent business survival as well as social development. Recommendation: First, from the institutional proceed tocreate a flexible, dynamic personnel training and configuration mechanism. Especially in large companies or government departments, it is easy to form a rigid bureaucracy, talent promotion according to seniority phenomenon seriously, young and full of vitality often can not stand this bondage, and therefore should establish performance and capacity system led the chosen people. The capable, Yongzhe let Liezhe, truly dynamic talent selection to leadership positions. In addition, try to avoid formalism and bureaucracy. Increase efforts to train employees, cadres and workers, to create good conditions for their learning, so that everyone can get a lot of growth. The changing of the guard rotation can change the concept of corporate staff, cadres and workers, continue to bring them fresh. Either business or government departments, should be a reasonable treatment mechanism to enhance their sense of belonging and of honor, doing nothing, goof cleared team. Third, thinking of all the staff, so that everyone has expected. Leadership is to lead by example, to be good at their spirit and strength of character to lead the team. So that each employee or each cadres recognize that their work makes sense, recognize that their environment is people-oriented, and recognize that through the efforts of tomorrow will be better aware of their own in the post is a honor. To make efforts to strengthen the internal cohesion, so that the harmony of human relations, tensions do serious, unity, and lively. Attention to the psychological needs of employees, they create plenty of leisure time and leisure conditions. In short, we must be people-oriented.怎么留住人才员工是公司最重要的资产，而“关键人才”更是公司未来发展的关键所在。
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中文3570字本科毕业论文（设计）外文翻译外文题目Staff training rated ‘absolutely pivotal’外文出处Knowledge training,2008(10):p46-47外文作者 Olivia原文：Staff training rated ‘absolutely pivotal’OliviaAs a recent survey reveals the importance that job seekers attach to an organization’s commitment to training, Olivia Hemmings talks to three companies whose investment in their staff is resulting in higher productivity, increased profits and better staff retention.For some job hunters, salary is the main consideration, while for others it is flexible working hours or even location. However, one prospect that unites 90% of travel industry job seekers is the promise of training and development, according to a survey by Abta and People 1st, the sector skills council for the hospitality. leisure travel and tourism industries.And it is easy to understand why. For the applicant, a company's commitment to staff training and development means a likely improvement in their performance, leading to progression up the career ladder.What is surprising, therefore, is that training is provided only by 43% of employers to all their staff each year, by 36% to most employees and by 19% to some. Two per cent of the survey's respondents said they provided no training or ongoing development at all. But three companies that do make significant investment in staff training — and are reaping the rewards — are Thomas Cook, Bales Worldwide and STA.THOMAS COOKWhat training is available?At Thomas Cook, overseas resorts staffs are given training from day one. Before departing the UK, they attend an eight-day residential induction to be taught the basic skills and behaviors they need to be a company representative. Once in resort, they receive up to 12 on-the-job training days before becoming a fully-fledged rep.But training doesn't stop there. Elinor Carr, learning and development manager for Thomas Cook holiday division, says it offers overseas resort staff a clear progressionpath.In fact, regular training sessions are delivered throughout the season and staffs are presented with a range of development opportunities, including Stars, the Senior Training and Recognition Scheme.This training initiative has career progression at its core. Split into three levels, the scheme aims to train up frontline staff to first-line management, then second-line management and finally resort management level, using rigorous training courses. Employees who successfully complete all three levels can then consider the Overseas Management Development Programme (OMDP} if they wish to learn about the wider Thomas Cook business.For this programme, managers attend courses in the UK and complete operational and management modules. Operational modules teach managers about yield management and explain the commercial factors driving the business. The management and leadership modules look at the individual's management style and personality and assess what impact they have on their leadership.Most companies are poor at developing their executives, and most of them acknowledge this: only 3 percent of the 6,000 executives occupying the top 200 positions at 50 large US corporations examined by a recent McKinsey survey strongly agreed that their organizations developed talent quickly and effectively.1 In no area of executive development—job rotation, traditional internal and external training, or mentoring—did a majority of these executives believe that their employers were doing a good job (Exhibit 1).Some companies feel that their high performers will rise to the top naturally, like cream. Others, believing that talent can be bought, try to recruit executives from such sources as General Electric, a famous developer of people. In fact, though businesses should look for senior-level talent outside their own organizations, they themselves must also be good at developing it. In the first place, as talent becomes scarcer—and demography suggests that it will—the "buy-only" strategy becomes risky and expensive. Moreover, recruiting all of a company's senior executives externally sacrifices cultural cohesion and institutional memory. In any case, companies thatcan't develop their own talent find it hard to attract good people from the outside.Job experience drives executive developmentCompanies develop executives in various ways: by giving them feedback, coaching, mentoring, and training. But more than anything else, executives need on-the-job experience in appropriate positions. What makes positions appropriate? Four considerations are crucial.The first is the way a job is structured: the executive who holds it should have both headroom (authority and responsibility) and elbow room (scope and variety). Organizations that are decentralized or that have many "P&L jobs"—in which the holder's decisions are linked to, and measured by, the company's profit or loss—therefore create more opportunities for development than organizations that do not.Second, people with high potential should move through a series of challenging jobs, for after two or three years the learning curve in any position tends to flatten out, and capable people start to chafe. How long any one person should stay put varies with the business, the extent of the challenge, and that person's ability to grow. One company's line executive held 18 positions in 24 years, and though not everyone can or should move so quickly, companies tend to leave executives in jobs much too long. Third, this series of jobs should provide a range of challenges. Working in different geographic regions or with a variety of bosses requires executives to master new contexts. Leading a turnaround, stimulating a stagnant business, and influencing a company from a staff position draw on different skills.Finally, executives need to learn their craft from highly skilled colleagues as well as superiors. The ability to lead can in part be acquired through apprenticeship, and apprentices learn more from world-class experts and leaders than from mediocre ones. Success, moreover, breeds success, so good people are likelier to stay with an organization that has many other good people.Why does Cook invest in training?"We're a people business. We put them at the top of our agenda," explains Phil Bamfather, head of learning and development for Thomas Cook holiday and central.He says well-trained staff are "absolutely pivotal" in the company's success.Phil says that the skills, knowledge and understanding that come with training also increase organizational performance, such as sales and service delivery targets, as well as employee satisfaction.Elinor adds that it's important that staff can see how they add value and that the business is interested in investing in them. She says programmes such as Stars help ensure staff stay within the business and are promoted from within."Staff retention is one benefit of our training scheme," she explains.It also helps Cook with succession planning, when people move up or out of one area of the business and into another.BLAES WORLSWIDEWhat training is available?Susan Rock, inhouse training coordinator at Bales, gives new sales employees six to eight weeks of dedicated one-to-one training.First, new sales and operational staff are introduced to the company's written standards and its brochures. They are then taught about the reservations system Galileo, airline contracts and how to make quotes and take bookings. By the end of the course, the trainees are taking calls and doing the job under supervision.Bales also places a great deal of importance on the need for ongoing development of its staff through product and sales training. Product training involves at least two overseas trips every year for sales staff to gain in-depth knowledge of the destinations. On each trip they can visit up to 10 locations.Sales training is delivered by an external training company which runs three full-day, off-the-job training sessions each year- Training sessions can vary from phone skills to communication techniques that convey conviction in the product.The role of job experience in driving growth is fairly well understood. Thus, it is striking that only 10 percent of the 6,000 executives McKinsey surveyed thought that their companies used job assignments effectively. The problem is that the people who control the process—senior line executives—don't adequately factor development into their decisions. A division president naturally finds it safer to appoint an experienced,highly qualified candidate to a key position than to take a chance and stretch a possible future leader. Furthermore, that division president might not know how to use job experience to develop people: in the McKinsey survey, 48 percent of human-resources executives said that most executives think development is simply a function of training programs.Except for action learning and early training in managerial skills, training programs just are not capable of producing truly great executivessuch programs are often favored because they are highly visible, as well as simple to create and run, and by establishing them an HR department can show that it is doing its bit to nurture people. But with two exceptions—action learning, built around real work projects, to a small group of promising people, and in fact result in action. One project in a GE executive development course required a team to assess the company's investment strategy in South Korea. After four weeks partly spent in that country, the team presented its recommendations to GE's top 28 executives, who based the company's investment decisions largely on those recommendations.Why does Bales invest in staff training?Vivienne Thorn, human resources director at Bales, regards staff training as the future of die company."In all strategic plans for a company and where it's going, you have to include staff training so they can deliver. It's integral to meeting business objectives," she says. Offering the highest level of customer service is a key business objective at Bales. Thom says ensuring staff have the skills to carry this out is one of the reasons behind their "tremendous" investment in employee training.Rock says the training programme also ensures consistent practice across staff. "The benefits of our one-to-one training is the speed at which we can get trainees up to the standards we want, and the learning process is consistent for everyone," she says.The intensive induction has other benefits, says Thom. These include staff making fewer mistakes, feeling supported in their role and "going that little bit extra".In terms of sales achievements. Bales conversion rates have risen from 20% in2004 to 29% last year, and customer complaints have reduced.STA TRAVELWhat training is available?Inconsistencies in induction and management training in the past recently prompted STA to overhaul its training to bring all branches in line with one another. STA offers an informative induction programme and an ongoing development scheme for staff, plus specialist training.The scope of training is now regularly adapted to meet staffs changing needs, and often it is in response to employee feedback.The induction process is an intensive three-week programme that includes basic geography, plus lessons about the company's systems. Presentations are also given by other department heads about the activity they oversee, providing new recruits with an overall company picture. In the second week, inductees spend one day with their branch, shadowing consultants and learning about the booking process. The third week is given over to sales techniques.Trainees are then put into a branch for seven weeks where the branch manager will guide them through other processes and teach them the additional skills they require. Elsewhere, management personnel are also offered a varied learning programme, with training about how to hold a meeting, setting objectives, getting the most out of staff, driving sales and time management.A new initiative in STA's training portfolio is a personal leadership programme which is open to branch managers as well as senior staff. The three-day course aims to provide the leadership and communication skills necessary for managers be able to take owner-ship of a problem and deal with it, rather than refer it to their manager. Why does STA invest in staff training?Catherine Wilson, STA's human resources director, says the company tries to establish its targets as a business, and then provides its people with the skills to achieve them.As well as having increased knowledge to drive sales, Wilson believes training helps to engage employees by demonstrating what's expected of them. She says it alsogives them the ability to be flexible and adapt to the job."We're keen to promote that people don't just come to work for work's sake and for the money but that they come because they want to work for us as a company," she says.STA's commitment to staff investment appears to be paying off. In the past 12 months, employee turnover has been cut by 20%, and sales and revenue have also increased.译文：员工培训被评为“绝对的关键”奥利维亚由于最近的一项研究表明了求职者对公司培训员工的承诺的重视，Olivia Hemmings 告诉三家公司，它们在员工身上的投资将会获得更高的生产力，额外的利润和员工对公司更好的忠诚度。