外文翻译--员工培训被评为“绝对的关键”

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’

Olivia

As 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 COOK

What 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 progression

path.

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 that