员工培训与开发外文翻译

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员工培训计划英语翻译

员工培训计划英语翻译IntroductionEmployee training and development is a crucial aspect of any business. It helps employees to acquire new skills, improve their performance, and enhance their productivity. A well-designed training plan not only benefits the employees, but it also contributes to the growth and success of the organization as a whole.The purpose of this employee training plan is to provide a framework for employees to acquire the necessary skills and knowledge to excel in their roles. This plan will encompass a variety of training methods and tools, including classroom training, online courses, workshops, coaching, and on-the-job training.Training ObjectivesThe objectives of this training plan are to:- Provide employees with the necessary skills and knowledge to perform their jobs effectively and efficiently- Enhance the performance of employees by providing them with opportunities for continuous learning and development- Foster a culture of learning and innovation within the organization- Improve employee satisfaction and retention by investing in their professional developmentTraining Needs AssessmentBefore designing the training plan, it is essential to conduct a thorough training needs assessment to identify the skills and knowledge gaps within the organization. This assessment will involve gathering feedback from employees, managers, and other stakeholders to understand the current challenges and areas for improvement.Based on the feedback received, the following training needs have been identified:- Technical skills: Employees require training to enhance their technical skills, such as proficiency in using software and tools specific to their roles.- Soft skills: Employees need to improve their communication, leadership, teamwork, and problem-solving skills to work more effectively in teams and with clients.- Compliance training: Certain roles require specific compliance training to ensure adherence to legal and regulatory requirements.- Managerial skills: Managers need training to develop their leadership, coaching, and performance management skills to effectively lead their teams.Training Program DesignThe training program has been designed to address the identified needs and provide employees with a comprehensive learning experience. The program will include the following components:1. Classroom Training:This traditional training method will be used to deliver technical and soft skills training. Experienced trainers and subject matter experts will conduct interactive sessions to engage employees and facilitate learning.2. Online Courses:Employees will have access to a variety of online courses and learning resources to enhance their knowledge and skills. These courses will be tailored to their specific roles and can be completed at their convenience.3. Workshops:Specialized workshops will be conducted to provide hands-on training and practical experience in specific areas, such as problem-solving, conflict resolution, and customer service.4. Coaching and Mentoring:Employees will have the opportunity to receive one-on-one coaching and mentoring from senior employees and managers to support their professional development and career growth.5. On-the-Job Training:Supervisors and team leaders will provide on-the-job training to ensure that employees can apply their skills and knowledge in real work situations.6. Performance Management Training:Managers will receive training on performance management to effectively evaluate and provide feedback to their team members, as well as to set and monitor performance goals. Training Delivery and EvaluationThe training will be delivered through a combination of in-house training sessions, external training providers, and online learning platforms. The effectiveness of the training will be evaluated through the following methods:1. Pre-Training Assessment:Before the training programs, employees will undergo a pre-training assessment to measure their existing knowledge and skills, which will serve as a benchmark for evaluating their learning progress.2. Post-Training Evaluation:After completing the training, employees will undergo a post-training evaluation to assess the impact of the training on their performance and skills development.3. Feedback and Surveys:Feedback from employees, managers, and trainers will be gathered through surveys and interviews to evaluate the effectiveness of the training programs and identify areas for improvement.4. Performance Reviews:The impact of the training on employee performance will be assessed through regular performance reviews and appraisals. Any improvements in performance will be attributed to the training programs.Training Schedule and BudgetThe training plan will be executed over a specified period to ensure that employees have adequate time to complete the training programs without disrupting their daily responsibilities. A training budget will be allocated to fund the various training initiatives, including trainer fees, course fees, training materials, and other related expenses.ConclusionThis employee training plan aims to provide a structured approach to training and development that aligns with the organization's goals and objectives. By investing in the professional growth of employees, the organization can cultivate a skilled and motivated workforce that contributes to its long-term success. This training plan will be regularly reviewed and updated to adapt to the changing needs of the organization and its employees.。

培训与开发-外文文献翻译

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 of people'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 of convenient, 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 of knowledge, 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 andcommunication 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 enterprises for 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 of two-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 developall 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-technology investments, 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, knowledge structure, 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.2.外文文献翻译培训与开发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。

员工培训与开发

Am I protected against unfair dismissal.docAm I protected against unfair dismissal?Employees have the right not to be unfairly dismissed. In most circumstances you must have at least one year's continuous service before you can make a complaint to an employment tribunal. However, there is no length of service requirement in relation to 'automatically unfair grounds'. Also, the requirement is reduced to one month if you claim to have been dismissed on medical grounds as a consequence of certain health and safety requirements that should have led to suspension with pay rather than to dismissal.A complaint of unfair dismissal must be received by an employment tribunal within three months of the effective date of termination of the employment (usually the date of leaving the job) unless the tribunal considers this was not reasonably practicable. Time limits may also be extended where statutory procedures apply- subject to certain conditions.If both you and your employer agree, instead of going to an employment tribunal, the case may be heard by an arbitrator under the Acas Arbitration Scheme. If a tribunal establishes that a dismissal has taken place it is normally for your employer to show that it was for a fair reason and that they have, as a minimum, followed the statutory disciplinary procedures. In such cases the tribunal must then decide whether, in the circumstances, your employer acted reasonably in treating that reason as sufficient for dismissal.BBC newsreader loses claim for unfair dismissalPress Association, Friday 17 October 2003 02.47 BSTArticle historyThe veteran BBC newsreader Laurie Mayer lost a claim for unfair dismissal yesterday despite an employment tribunal upholding his complaint about a "culture of bullying" in one of the broadcaster's newsrooms.The 57-year-old presenter brought a case under whistleblowing legislation alleging that he had suffered detrimental treatment after highlighting problems in the newsroom in Tunbridge Wells, Kent.A reserved judgment made public yesterday set out the unanimous decision of the tribunal that he had "not been subjected to any detriment" and his claim for unfair dismissal was thus rejected.The former presenter of BBC South East Today told a tribunal in Ashford last month that he had paid a "personal price" for raising concerns about the treatment of journalists in the studio.Mayer said he complained to a senior manager about the "atmosphere of intimidation". His complaints culminated in a confrontation in June last year when he stormed out of the studio just before he was due to go on air.The tribunal's ruling stated: "This has been a sad case involving a much-respected broadcaster who went out on a limb to try to protect his colleagues from bullying and harassment. As a result, he found himself without a job... One of the more disturbing aspects of this case has been the way the BBC has sought, retrospectively, to blacken his name."Hospital chief awarded ?200k for unfair dismissalTash Shifrin, Wednesday 25 June 2003 12.27 BSTArticle historyA former hospital chief executive has been awarded more than ?200,000 by an employment tribunal for unfair dismissal and disability discrimination.In what is believed to be a first, Barbara Harris was awarded ?218,439 in a case against Royal United hospital Bath trust.Ms Harris was chief executive of the Somerset trust from 1993 until June 2001, when she was seconded as director of the NHS Leadership Centre - a scheme that aims to nurture senior mangers' careers and gives advice on appointing the most talented candidates.She stood down from the leadership centre post in December 2001, after a commission for health improvement report criticised the management style at Royal United. In May 2002, reviews of finances and waiting list data reported that there was evidence of waiting list manipulation at the trust and a projected financial deficit of ?17m.The trust, which remained Ms Harris's employer, terminated her contract on August 22 2002.The tribunal's chairman ruled that Ms Harris had been "sacrificed for the greater good of the organisation" and that the trust had treated her "with arrogance and contempt for her basic rights as an employee".The tribunal agreed that Ms Harris had been subjected to "an astonishing catalogue of unfairness" and had "no opportunity to prepare or present a case".The trust's allegations of serious neglect in relation to misreporting waiting list numbers were rejected by the tribunal.Ms Harris said: "I am glad that the unfairness and discrimination I have endured is now public and that, at the hearing, the trust finally acknowledged that they did not pursue allegations of personal misconduct against me."That an NHS trust showed no compassion and no regard for justice in this matter is not only ironic but is also a matter for public concern. I hope that lessons will be learned by the trust from this decision and that in future others will not be made a scapegoat for a trust's problems, as I was."Ms Harris's award for unfair dismissal and disability discrimination, relating to depression, included ?6,124.27 for personal injury and a ?7,811.92 award against the trust for aggravated damages.The trust's chairman, Mike Roy, said he accepted the tribunal's finding that the trust had not fully followed the appropriate disciplinary procedures.The trust would review the full findings and "seek to learn any lessons that may be apparent", he said.Management of the zero-starred trust was set to be contracted out under the government's policy of "franchising" the management of failing trusts. But theprocess was abandoned in May, when Avon, Gloucestershire and Wiltshire health authority, which is struggling to tackle a financial crisis across the Avon area, decided to take "a much more direct role" in running Royal United.Royle to sue for unfair dismissalDigg itDaniel Taylor, Wednesday 3 October 2001 02.38 BSTArticle historyJoe Royle's acrimonious departure from Manchester City is likely to culminate in the High Court after he issued a writ against his former employers claiming unfair dismissal and that he is owed another ?500,000 in severance pay.Royle was given a ?200,000 pay-off after being sacked in the wake of City's relegation to the First Division last season. However, the 52-year-old has employed a Manchester firm of solicitors to contest his case that it should have been around ?700,000. In papers lodged with the High Court Royle states he was dismissed without fair ground, namely that City were in a stronger position than when he took over and that he was not properly compensated."Being sacked by City and the manner of my dismissal was the worst experience of my career," he said. "The issues at stake are the level of settlement and unfair dismissal. But the matter is now in the hands of my solicitors and that is all I can say."Royle was only 12 months into a four-year contract after guiding City to the Premiership in successive seasons. His wages varied significantly depending on which division the club were in.Even though City's relegation had already been confirmed, he is claiming that at the time he was sacked he was still technically a Premiership manager. It is understood the club calculated his pay-off as though he were earning First Division wages - taking a 65% pay cut.David Bernstein, the City chairman, declined to comment, other than to say "clearly the club will strongly defend this unnecessary action".The Aston Villa striker Dion Dublin's red card for an incident in the match against Southampton last month has been rescinded by the Football Association.The Villa manager John Gregory had accused the Southampton defender Taher el Khalej of cheating to get Dublin sent off when the clubs met at St Mary's on September 24. Spurs' manager Glenn Hoddle says the club's record signing Sergei Rebrov is going nowhere despite speculation linking him with a move to Italy.Hoddle has reaffirmed his belief that the Ukrainian striker has a major role to play at the club even though he is reportedly being trailed by Lazio and AC Milan. Rebrov, an ?11msigning a year ago, has yet to start a Premiership match this season and is rumoured to be unhappy but Hoddle has insisted there is no problem.A move to Italy is unlikely at this stage as the transfer window has closed until the end of the year."I am sure Sergei will be playing a big part in this club and I have told him that," said Hoddle. "It is a long, hard season and I have had a chat with Sergei. I am sure he is going to contribute to this club in a big way."Spurs, meanwhile, have been given permission to redevelop their East Stand but have not ruled out the possibility of leaving White Hart Lane.Haringey Council have approved plans for a new three-tier structure which will increase the stadium capacity to 44,000 from 36,238.However, the club insist that, before they commit to what would be a major investment, they are looking to the local authority to improve the club's environment, otherwise they will continue with their search for alternative locations.· You've read the piece, now have your say. Email your comments, as sharp or as stupid as you like, to the football.editor@'Rabbi row' cook wins claim for unfair dismissal, Friday 26 July 2002 01.57 BSTArticle historyA cook who was sacked by a caterers after allegedly throwing food over a rabbi duringa Jewish wedding, won his claim for unfair dismissal at an employment tribunal yesterday.Abad Amash, 36, an Arab Israeli, from Golders Green, north London, had worked at the ultra Orthodox Jewish Reich's Caterers in Golders Green for 10 years, the tribunal heard. He worked up to 100 hours a week for ?250 preparing food for bar mitzvahs and other Jewish festivals.But he lost his job after allegedly stealing and drinking a bottle of whisky and throwing a tray of food over a rabbi during a wedding.Nachman Reich, owner of the caterers, told the tribunal in central London that Mr Amash would steal from work and was constantly drunk.He said he employed Mr Amash as a casual working one or two days a week and had warned him "hundreds of times" about his conduct. He also alleged Mr Amash "smothered" a rabbi in food after a row during a Jewish wedding.But Mr Amash, speaking through an Arabic interpreter, denied throwing the tray of food or drinking at work or stealing. He said he only had a verbal disagreement with the rabbi.He claimed unfair dismissal after being sacked on March 24 and claimed deductions were unfairly made from his wages and that he should have been entitled to holiday and sick pay.Nicola Walker, chairwoman of the tribunal panel, ruled that Mr Amash clearly was a full-time employee and entitled to holiday and sick pay. She also ruled he had been unfairly dismissed.She said: "There were considerable inconsistencies in Mr Reich's evidence. If this employee was so outrageous as Mr Reich alleges, then why did he get regular employment?" Mrs Walker ordered Mr Amash to be paid ?250 wages which had been deducted from his pay.A separate hearing on September 4 will decide how much holiday and sickness pay he is entitled to. It is believed to be around ?2,500.Press Association'I want to sue for unfair dismissal'Each week we advise on readers' problemsNeasa MacErleanThe Observer Sunday 12 September 1999Article historyQ: I have just been sacked by my boss after 10 years of working for him as a hairdresser. I want to sue for unfair dismissal and think I will stand a good chance.I have been told that as I was paid cash-in-hand, the company didn't pay any tax to the Revenue, and this could cause me problems. Is this true?A: It sounds as though your boss has been running your employment contract illegally - by failing to meet its PAYE obligations.This may prevent you from relying on your statutory rights (such as bringing an unfair dismissal case), but only if you knew about the illegality or participated in it. In a similar case, the Employment Appeal Tribunal said that the test was whether the employee actually knew of the employer's deception, not merely whether he or she should have known.So your ability to bring your unfair dismissal claim will depend mainly on whether you knew (from your year-end P60 form, for instance) that your boss was not paying any income tax to the Inland Revenue. If you genuinely thought he was paying tax - and the Tribunal believes you - you should be all right.Incidentally, if you think you may have been sacked because of your sex, you may still be able to bring a sex discrimination claim, even if you knew of the tax fraud. Source of legal advice: 'Employment Case Law: the Impact on HR Managers', a practical casebook written by Lewis Silkin, and published by Gee. Copies available on 0171 393 7666.ABC News defends itself against unfair dismissal claimClaire Cozens, Monday 26 September 2005 18.03 BSTArticle historyABC News' demand for foreign news increased dramatically in the wake of the September 2001 terrorist attacks, the head of the US broadcaster's London bureau said today.Speaking on the second day of an unfair dismissal case brought by former ABC News correspondent Richard Gizbert, Marcus Wilford said the demands on his team had increased following the attacks.The ABC News' executive said it had become clear in 2002 that Mr Gizbert was no longer interested in covering this kind of story and was happier covering what he described as "feature stories", which Mr Wilford said had become "anachronistic".The tribunal heard that the London bureau acted as a central hub for ABC News' increased coverage of the Middle East with correspondents being sent to Iraq and Afghanistan, sometimes for long periods of time."Since 9/11 there has been much greater demand in the US for in-depth reporting of foreign news ... this has increased the pressure on the resources available to me, the bureau chief," Mr Wilford said."The principal call on our resources had come to be from Afghanistan and Iraq." Mr Gizbert is suing ABC News for unfair dismissal after his contract with the network was terminated in July 2004. He claims he was sacked for refusing to travel to war zones in breach of UK employment laws on health and safety. He is suing the network for ?2.3m.Mr Wilford today acknowledged that many of the regions covered by ABC's London bureau were "places where circumstances are to a greater or lesser extent unstable" such as Israel and Caucasian Russia.Mr Wilford explained how in 2002 the network agreed to employ Mr Gizbert on a freelance basis, guaranteeing him a hundred days' work a year to fill in at the London bureau when the three full-time correspondents were not there. But he said the arrangement had not worked out as well as he had hoped because he could not rely on Mr Gizbert to be available whenever he wanted as he could with a staff journalist. He described how Mr Gizbert would sometimes refuse assignments because, for example, he had concert tickets. A staff journalist, he said, would have to arrange time off in advance."The demand was increasingly for lengthy periods in the field. (As a result) I came to the view that I could no longer accommodate Richard's requirements," he said."We needed a full-time correspondent, someone who was consistently available, who got up in the middle of the night to go to the scene of an earthquake or a terrorist attack ... my ideal would have been a full-time correspondent and we didn't have that we had a part-time correspondent."Asked whether he had mentioned Mr Gizbert's unwillingness to travel to war zones as a reason for dismissing him, Mr Wilford replied that he could not recall whether he had done so but that his expectation was that Mr Gizbert's successor would be prepared to travel to dangerous places.He said the nature of modern television news "requires journalists to be as close to the action as possible". But he said ABC took journalists' safety very seriously, employing former special forces' personnel as safety advisers and sending correspondents on hostile environment training courses.ABC News denies it sacked Mr Gizbert for refusing to go to war zones, saying the decision was down to budget cuts.The case continues with Mr Gizbert and Martin Bell, the former BBC war correspondent, expected to give evidence this week.· To contact the MediaGuardian newsdesk email editor@ or phone 020 7239 9857· If you are writing a comment for publication, please mark clearly "for publication".Pensioners fail to breach unfair dismissal age barrierPhillip Inman, Saturday 4 September 2004 01.23 BSTArticle historyTwo pensioners who were sacked by their employer failed yesterday to overturn a court ruling that denied them the right to claim unfair dismissal and redundancy pay.A court of appeal judgment said the men had failed to prove that employment rights extended beyond the state retirement age.The ruling overturns an employment tribunal decision in favour of the pensioners. Under current laws, over-65s are not eligible for redundancy payments or protectedfrom unfair dismissal.Lawyers acting for John Rutherford and Samuel Bentley said they would need time to study the judgment but would consider asking the court leave to appeal to the House of Lords.The dispute, which has been going on for more than five years, began when Mr Rutherford, from Essex, and Mr Bentley, from Islington, north London, were dismissed from their jobs in the clothing industry. Both were in their 70s.They argued UK laws discriminated against men, who were affected more by lack of employment protection than women. The laws amounted to sex discrimination, they said, and were in breach of EU equal pay legislation which should apply in their case.The employment tribunal supported the case but the Department of Trade and Industry appealed, and a review last year threw out the argument. Mr Rutherford and Mr Bentley went to the court of appeal in March and learned of its judgment yesterday. Pensioner groups said they were dismayed the government did not see the case as a chance to end what they believe is ageism in the workplace.Gordon Lishman, director-general of Age Concern England, said: "This judgment is a kick in the teeth for older people in work. The outcome of this appeal means that age discrimination remains acceptable in the workplace, denying employment rights to all those working beyond 65."The future of older people's rights and choices at work now hangs in the balance. But the government has a chance to rectify its actions. If it is bold it will deliver equality for people of all ages by scrapping mandatory retirement ages and offering full employment protection to all workers."Other groups, including the Employers。

培训与开发专业术语中英文对照

1.现代培训与开发建立共同愿景building shared vision团队学习team learning改变心智模式improve mental models自我超越personal mastery系统思考system thinking智力资本intellectual capital人力资本human capital胜任力competency关键事件技术critical incident technique行为事件访谈法behavior event interview准时培训just in time2.战略性培训与开发愿景vision战略性培训I strategic training领导胜任力模型competence model评价中心assessment center发展中心development centre管理技能开发management skills development人本主义范式humanist paradigm胜任力中心competence centre自我提升意识self-awareness for advance培训培训者train the trainer战略性员工strategic training of employees model 培训模型3.培训中的基本学习原理建构主义constructivision成败归因attribution of success and failure体验式学习experiential learning干中学learning by doing行动学习action learning在线学习e-learning体验式学习experiential learning4.培训需求分析胜任力compentence职位概描position profiling个人概描personal profiling5.新员工导向培训新员工导向培训employee orientation 组织社会化organizational socialization工作室workshop6.在职培训与脱产培训在职培训on the job training师带徒apprenticeship导师制mentoring导师mentor工作轮换job rotation行动学习action learning演讲法presentation methods讲课lecture案例研究法case study情景模拟法simulation training 管理游戏法management games 商业游戏法business games角色扮演法role plays行为示范法behavior modeling一揽子公文in-basket 处理法7.应用新技术进行培训准备性readiness任务情境phenomenaria信息库information banks建构工具箱construction kits网络培训network training任务管理者task managers课堂社区class community电信技术培训technology based training多媒体远程培训multimedia distance learning计算机辅助培训computer-assisted training技术辅助远程培训technology-assisted distance learning 媒体辅助远程培训media-assisted distance learning直接提供正确结论beyond the informance given不直接提供正确结论without the information given8 .管理开发培训双环学习理论 double-loop learning领导-成员交换 leader-member exchange敏感性训练 sensitive training相互作用分析 transactional analysis9 .培训有效性评估培训有效性 training effectiveness资源需要模型 resource requirement model过程评估formative evaluation 综合评估summative evaluation 睡眠效应sleeper effect 方差分析analysis of value 成本有效性cost-effectiveness 成本-收益cost-benefit 投资回报 return on investment10 .领导力开发socialization reinforcement insight self reflection mental imagery collaborative assessment人际互动强化顿悟自我反省心象合作性评价11 .高科技企业管理人员管理技能的培训与开发technical skill team building human skill conception skill decision making negotiation skill专业技能团队建设人文技能概念技能决策谈判技能。

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。

员工培训实训英文

员工培训实训英文Employee Training and Development。

Employee training and development play a crucial role in the success of any organization. It is essential for companies to invest in their employees' growth and skill development to ensure they are equipped with the knowledge and capabilities needed to perform their jobs effectively. In this article, we will explore the importance of employee training and development, as well as the different methods and strategies that can be used to enhance the skills and competencies of the workforce.One of the key benefits of employee training and development is that it helps to improve employee performance. By providing employees with the necessary training and resources, they can enhance their skills and knowledge, which in turn, leads to increased productivity and efficiency. Training also helps employees stay up-to-date with the latest industry trends and developments, ensuring they are equipped to handle new challenges and tasks.Moreover, employee training and development can boost employee morale and job satisfaction. When employees feel that their company is investing in their growth and development, they are more likely to be engaged and motivated in their work. This can lead to higher levels of job satisfaction, lower turnover rates, and a more positive work environment.There are various methods and strategies that organizations can use to provide effective training and development opportunities for their employees. One common approach is to offer on-the-job training, where employees learn new skills and techniques while performing their regular duties. This hands-on approach allows employees to apply their learning in real-time and gain practical experience.Another popular method is to conduct workshops and seminars, where employees can receive specialized training on specific topics or areas of interest. These sessions canbe led by internal experts or external trainers and can cover a wide range of subjects, from technical skills to leadership development.In addition to traditional training methods, companies can also leverage technology to provide online training programs and e-learning modules. These digital platforms allow employees to access training materials at their own pace and convenience, making it easier for them to fit learning into their busy schedules.It is important for organizations to create a culture of continuous learning and development, where employees are encouraged to seek out new opportunities for growth and improvement. By fostering a learning mindset within the organization, companies can ensure that their workforce remains adaptable and resilient in the face of change.In conclusion, employee training and development are essential components of a successful organization. By investing in the growth and skill development of employees, companies can improve performance, boost morale, and create a culture of continuous learning. By utilizing a variety of training methods and strategies, organizations can ensure that their workforce remains competitive and capable of meeting the challenges of today's dynamic business environment.。

HND员工培训与开发4

Individual ReportA6HC34 Training and Developing the workforceOutcome 4NAME:SCN:CLASS:ContentsIntroduction (3)Section 1:Appropriate definition of learning organization (3)Section 2:Appropriate explanation of continuous development (4)Section 3:Benefits of continuous development (5)Section 4:Appropriate strategies for embedding continuous development (6)Section 5:appropriate roles and responsibility (7)Section 6:Summary (8)Conclusion (8)Reference (9)IntroductionThis report will be introduced promote and support learning organization and continuous development activities to Support the sustainable development of the company. Several types of learning are introduced in the report, and the benefits to theAG Bell Ltd. .Section 1: Appropriate definition of learning organizationA learning organization is the organization where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together.Learning organization’s Benefits:Maintaining levels of innovation and remaining competitive. Having the knowledge to better link resources to customer needs. Improving corporate image by becoming more people oriented.Learning organization’s Barriers:Favours individual and collective learning processes at all levels of the organization, but does not connect them properly to the organization's strategic objectives. Challenges in the transformation to a learning organization. Focuses mainly on the cultural dimension and does not adequately take into account the other dimensions of an organization.Relevance to AG Bell Ltd is the following:The AG Bell Ltd.’s employees can be improved through learning organization. AG Bell Ltd.’s employees having the knowledge to better link resources and to meet customer needs. Learning organization is a human centered learning activity. Learning organization to improve AG Bell's corporate image. Learning organization can keep the innovation level and keep the competitive power. AG Bell companies can be more longtermdevelopment. AG Bell Company have a certain challenge to the learning organization.Section 2: Appropriate explanation of continuous developmentContinuous development is an approach to the management of learning. Continuous development means that we can continue to update our knowledge in life and work. To do this we need to be able to identify development opportunities which happen as part of our work.For the Organisation：For the organisation the management of learning on an ongoing basis through the promotion of learning as an integral part of work itself. The AG Bell company's management is based on the continuous learning to enhance their own work essential components. Sustainable development can help AG Bell company on the basis of sustainable management, to help companies optimize human resources, good human resources is part of the company's sustainable development.For the Individual：For the Individual Self-directed, lifelong learning, with a strong element of selfdirection and self-management. AG Bell Ltd. has a large number of new employees, and these employees are some of the relatively low professional skills of vulnerable groups. AG Bell company allows employees to train self-guidance, lifelong learning, has a strong self-guidance and self-management elements. Personal ability improvement is conducive to the rapid realization of organizational goals, to ensure the sustainable development of organizations.Planned learning:Set a goal in learning knowledge or skills, and commit to a plan to understand what we need when we learn. Planned learning helps employees complete learning skills. Planning learning can help employees to plan and achieve sustainable development of individual goals. New employees need to master the basic skills of their jobs. Employeesneed to master their skills and need to improve their skills. Employees with skilled skills need to change jobs, they need to adapt to the new environment. Staff work fixed, employees need to plan learning. Program learning is conducive to the sustainable development of employees and enterprises.Section 3: Benefits of continuous development•Everyone in the organization understands and shares ownership of operational goals.AG Bell Company have a lot of organizations, the organization of each personshould be the target of the organization's operations goal to hard work. AG BellCompany’s employees who has completed the organization's operation objectives will lead to the company to achieve AG Bell Company’s goal.•Strategic plans are more likely to be achieved. Due to the rapid development of AG Bell company, so AG Bell company needs strategic plan. AG needs 40 newemployees. In order to achieve this goal, the company must be in two months after the re deployment of a larger plan. A company to develop strategic G Bell to ensure stable development.•New developments are promoted; change is constructive, welcomed and enjoyed, not forced and resisted. AG Bell Ltd. has a reputation throughout the industry for its innovative approach to HR Employing. The AG Bell Ltd. company is successful in developments.•By enabling employees to make the most of their talents, the organization will be ina position to deploy individuals most effectively. AG company's flat organizationalstructure, the company's employees are regarded as a key resource and development to meet business needs. Every employee's talent is found to meet the needs of the company's development.In general, the organization can expect fewer mistakes, fewer accidents, less waste, higher productivity, higher morale, lower staff turnover, better employee relations, better customer service, and hence greater returns to the organization. AG Bell Ltd.through the training of employees can improve the efficiency of staff and reduce the staff's mistakes. AG Bell Ltd. can be through the planning of employees, thecompany gives employees a better working environment can keep employees at the same time reduce the turnover rate of staff.Section 4: Appropriate strategies for embedding continuous developmentFormal training:Formal training is often seen as the only solution to meeting an employee’s training needs. AG Bell Ltd. recruitment of staff, including a variety of vulnerable groups. Vulnerable groups include black, minority workers, disabled workers, and workers with criminal records.Work experience:Work experience can be used to give an employee a better understanding of the work undertaken by an organization. It can take the following form. Job rotation: where a number of staff learns to perform one another’s roles. Secondments: Generally involve the temporary transfer of an employee either from one department to another or from one organization to another. AG Bell Ltd. in order to achieve the new goal, AG Bell Ltd. needs 40 new employees. New employees need to work experience. Experience in working with new employee. New employees through training and work experience of the people exchange and training of accumulated work experience.Section 5: appropriate roles and responsibilityResponsibilities and RolesEveryone in the organization should be encouraged to view the day-to-day operation of the organization as a continuous learning process. Everyone should have some responsibility for this. AG Bell Ltd.'s senior management should encourage employees to work in a planned and continuous learning, each employee should bear theresponsibility, each employee in the work to learn and accumulate work experience.ManagersManagers must give some attention to the sustainable development of subordinates. There should be a regular discussion of development needs, plans to meet demand, coaching, mentoring and coaching. Managers should also introduce changes to make learning easier and more effective. AG Bell Ltd. executives and employees need to communicate, and they should be regularly discussed. Employees are more likely to learn to learn more effectively through mentoring and coaching. The introduction of changes in the management of employees to get the opportunity to learn to keep the company's sustainable development.Personnel professionalsPersonnel professionals should provide a resource of information services, and continuously monitor the degree and quality of learning activities in the organization. If Personnel professionals believes that employee learning activities are not sufficient to support the business needs of the business, Personnel professionals should lead initiatives to generate sustained development strategies for discussion, and suggest appropriate actions. AG Bell Ltd. company's management staff should test the degree of learning. Management through the discovery of the problem of targeted training for employees.All learnersAll learners (including groups of three or more) must be aware that they are responsible for clarifying their learning goals and that these goals will be identified through the review and discussion of the management of the forward-looking plans and discussions. AG Bell Ltd. should communicate with the manager in a timely manner. Staff review your own performance without waiting for it to seek new information. When asked to explain, to solve the problems they do not understand. Employees should help and learn from each otherSection 6: SummaryThere are many advantages to learning organization and sustainable development strategy. Advantages include improved operating performance and the ability to promote the learning of employees at the same time the company has been developing. Employees get and learn a lot of useful skills, accumulated a lot of work experience. Employees through learning, improve their ability. Employee's technical progress and rich work experience can meet the needs of customers and promote the development of the company.ConclusionThis report gives a brief introduction to the learning organization and the composition of the structure and the composition of personnel to support the sustainable development of the company. Learning organization and structure of the composition and personnel composition is very important. The AG Bell Ltd. will have a long-term development in the future.ReferenceHallier, J. and Butts, S. (2000) ‘Attempts to advance the role of training: process and context’, Employee Relations, Vol. 22, No. 4, pp. 375-402.King, N. (1994), ‘The qualitative research interview’, in Cassell, G., Symon, G. (Eds), Qualitative Methods in Organisational Research, Sage Publications, London.。

培训与开发外文资料原文及翻译

培训与开发外文资料原文及翻译Training and developmentJudith B. StrotherAdministration and Policy in Mental Health, No. 1, September 1997, Vol. 25~31培训与开发朱迪斯.B.斯特罗瑟心理健康的管理和政策,1997,1卷:25~311,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。

2,培训的发展我们都知道,普通的教育,只能够提供一些基本的专业知识和层次很低的技能。

而面临规模化的企业发展,必须进行多次的技能培训,才能使员工逐步达到企业的不断的发展的要求。

所以,组织为了提高劳动生产率和个人对职业的满足程度,直接有效地为组织生产经营服务,不断采取各种方法,对组织的各类人员进行教育培训投资活动。

美国经济学家、诺贝尔经济学奖得主舒尔茨发现,单纯从自然资源、实物资本和劳动力的角度,不能解释生产力提高的全部原因,作为资本和财富的转换形态的人的知识和能力是社会进步的决定性原因。

但是它的取得不是无代价的,它需要通过投资才能形成,组织培训就是这种投资中重要的一种形式。

3,培训的层次组织培训的主体,企业培训是组织的全部员工,由于员工担任的职位不同,因此培训方向具有多样化的特征。

一般来说,主要划分为三大类:一是决策层,二是管理层,三是操作层。

4,培训的内容组织培训内容结构是培训的内在具体形态,因而制定公司培训内容,必须与组织的事业进步、发展战略和目标相联系,然而有时为了适应组织外部环境的变化,也采用一些应急培训的措施。

所以,作为培训的内容结构,应当把组织长期发展与当前的生产结合起来,共同纳入企业培训内容。

员工培训计划中英文

员工培训计划中英文Introduction 介绍The success of a company largely depends on the skills and knowledge of its employees. Therefore, it is essential for companies to invest in the training and development of their staff. A well-planned and executed employee training plan can help improve productivity, reduce turnover, and enhance the overall performance of the organization. This document outlines a comprehensive training plan for employees, which includes various training programs to enhance their skills and knowledge.公司的成功在很大程度上取决于员工的技能和知识。

因此，对公司来说，为员工的培训和发展投资至关重要。

一个精心策划和执行的员工培训计划可以帮助提高生产力，减少员工流失，并提升组织的整体绩效。

本文档概述了一个全面的员工培训计划，包括各种培训项目，以增强员工的技能和知识。

Training Objectives 培训目标The objective of the training plan is to equip employees with the necessary skills and knowledge to perform their duties effectively. The training programs are designed to improve their technical, interpersonal, and leadership skills, and enhance their understanding of the company's products, services, and processes. The ultimate goal is to ensure that employees are well-prepared to meet the challenges of their roles and contribute to the overall success of the organization.培训计划的目标是为员工提供必要的技能和知识，以有效地履行他们的职责。

培训与开发外文资料原文及翻译

2,培训的发展我们都知道,普通的教育,只能够提供一些基本的专业知识和层次很低的技能。

而面临规模化的企业发展,必须进行多次的技能培训,才能使员工逐步达到企业的不断的发展的要求。

所以,组织为了提高劳动生产率和个人对职业的满足程度,直接有效地为组织生产经营服务,不断采取各种方法,对组织的各类人员进行教育培训投资活动。

但是它的取得不是无代价的,它需要通过投资才能形成,组织培训就是这种投资中重要的一种形式。

3,培训的层次组织培训的主体,企业培训是组织的全部员工,由于员工担任的职位不同,因此培训方向具有多样化的特征。

一般来说,主要划分为三大类:一是决策层,二是管理层,三是操作层。

所以,作为培训的内容结构,应当把组织长期发展与当前的生产结合起来,共同纳入企业培训内容。

HND员工培训与开发3

At beginning of this assessment, I would introduce the interview in order to be better for designing a training programme for managers within AG Bell Ltd at first. For all managers, the interview of ready working is very important. If we do my best, not only it could keep all work convenient with developing, but also we know we need do next necessary work. Such as: What is the aim or aims throughput the interview. What kind of requirements candidates should have. How we do this programme. When and where to ask prepare the questions and tests in interview. We need choose the concrete times, place, cost and staffs. Prepare some equipment, which needed during the interview.Thus, during the interview, Interviewers must be able to apply an appropriate verity of questioning techniques. Interviewers must be able to take legible note which accurately reflect the satisfaction of the interview. Interviewers must be able to rate different candidates using the company’s candidates rating scheme. Interviewers must be able to provide information about conditions of service and company background. Interviewers must be able to apply to the company’s policy on equality of opportunity and recruitment. Interviewers must be able to observe the response of candidate to make sure whether he nervous and than change the topic of have free talk. However, during the process of the interview, we should mainly create an agreeably, friendly and comfortable environment to the interviewees in order to have a good communication with each other interviewers can ask some simple questions to help interviewees relieve stress and nervous. For us, the interview of core, it is the most important parts in this programme. In this stage, interviewers put their energies mainly on collect the informatio n about the interviewee’s work abilities. We should pay more attention on how to ask questions. There are different kinds of questions, like closing questions, opening questions and guiding questions, we should use these questions together. Interviewers ca n make a judgment about the interviewee’s work abilities. Interviewees can use this stage to check themselves whether forget the core questions and information; also they can ask whether they have opportunities to take the next interviews. After this interview, interviewers can choose and decide who will take part in the next interviews. Then the suitable interviewees will have the written interviews to decide who will obtain the vacancy.At the end of interview, though evaluating the records in the interview, we would analyze the qualification of candidates, and talk about each candidate with the relevant managers who also took part in the interview.According to the theory by Kolb 1975, we could make a good use of it to evaluate the work, which suggests that the process by which people learn is through the learning cycle. There are four main elements of this cycle and it is important to note that a learning process can begin at any point. It is also important for us to be aware that to complete the learning process learners need to work all the way around the cycle. This is important for designing training Activities, as we need to guide learners through the four elements of the learning cycle. The elements in the Kolb’s Learning Cycle are contain the concrete experiences, observations and reflections, formation of abstract concepts and generalization and testing the implications of concepts in new situations. According to this training programme, it also required the trainers to usetheir concrete experiences, and pay attention on observations or reflections about the process of the training programme. After this, that required the trainers to make the information that they observed form into abstract concepts and generalization. At last, all the information has formed as one kind of experience, so the trainers or the managers in the organization could use the information to testing the implications of concepts in new situations.In this a training programme, we must pay attention to four points.Preparing for the interviewPrepare relevant the interview of information or things are necessary before the work. Before interview, the managers should make a job description to improve the effectiveness of interview. Then that need to design the objectives for the interview to know what they want to get. First, we need choose the concrete times, place, cost and staffs. Second, according to the job description, they may draw up some questions, such as working environment, attitude, experience, requirement, career ability, degree and other about the interviewees. Then make use of the right answer for the questions to evaluate the answer of interviewees.Conducting the interviewInterviewers should pay attention to the techniques when Questioning, Listening and Observing. Interviewers must be able to apply an appropriate of question techniques and demonstrate action active listening skills. They must be able to take legible note which accurately reflect the satisfaction of the interview and they must be able to rate diff erent candidates using the company’s candidates rating scheme. Interviewers must be able to provide information about conditions of service and company background. They must be able to apply to the company’s policy on equality of opportunity and recruitment. Interviewers must be able to apply the current legislation framework for recruitment and observe the response of candidate to make sure him never nervous.Advantages and disadvantages of the interviewThere are some many advantages of holding an interview.Through the interview it is a good way to select a suitable person to work for us it is good for our works. And it is easy for us to select a suitable person. We could make communications between interviewers and interviewees. They could ask information about interviewees. We could easy directly face them and hear their sounds.But, do this way. There are some disadvantages of holding and inappropriate interview. Compare whit the phone interview, if an interview is not arranged well, it will cost a lot but dose not absorb suitable person, and it’s time-consuming, so we waste a lot of money and time to do an ineffective thing.Discrimination and how to avoid itTraining interviewer ought to let them know the relevant legislations about discrimination: The Race Discrimination Act, The Gender Discrimination Act, The Sex Discrimination Act and so on. Or, before the face to face interview, hold a telephone interview, so interviewers will not discriminate by some points. Basing on the relevant videotapes and case study, we can have a discussion about how is the behavior of the interviewers in those documents, the purpose of using these methodsof delivering is make the managers find out good points and bad points of these resources by themselves so that they will have a good practice when they do it in the future. In order to avoid appearing the different discriminations in interview, such as sex discrimination, race discrimination, disability discrimination, etc. Everyone should try to avoid it. Before the interview, interviewers should know relevant act clearly. Like the Sex Discrimination Act; the Equal Pay Act 1975; the Race Relations Act 1976; the Disability Discrimination Act 1995, etc. And at the interview, try to use less discriminate words and avoid discrimination. It not only can help company findIf trying to complete a measurement of costs, trainers may look at the direct and indirect costs. The costs are associated with the planning and delivery of the training activity. The direct costs might include resources accommodation, equipment, materials and the indirect costs include time, loss of productivity and downtime. Then the generally cost may contain the following parts:As a tool of evaluation, in order to be better, we ought to make a good use of it. Though this evaluation tools, we could know how training can be better. Thus, Evaluation can also help trainers improve training efficiency, meanwhile, based on feedback, they would do their best. What’s more, we understand that the importance of aligning training Activity with business goals and performance improvement. Thus, we just make four levels to be convenient for evaluation.Level 1: Reaction- this level evaluates the learners’ perception of the training course. We should use oral text or according to observing to k now about learners’ perception. Level 2: Learning- we identified that learning objectives can be defined in relation to skills, knowledge and attitude. At this level of evaluation, participants have learned new skills, attained new knowledge or changed their attitudes.Level 3: Behavior- this level of evaluation, it could prove in behavior demonstrated by learners as a result of having the learning experience.Level 4: Result- at this final level, evaluation is focused on trying to establish the extent to which learners have been able to use their learning in new situations. The impact on the organization’s objectives is also measured.According to these four levels of evaluation, it shows the reaction of trainees on the course for managers. We could just know the result of evaluation though using four levels, which reflect the level of how they accept the knowledge, skills and so on. From it, we would analyze clearly their advantage and disadvantage. Therefore, we just understand what result is the best.。

员工培训与发展(英文版)

Employee Training and DevelopmentSections of this Topic IncludeTypical Reasons for Employee Training and DevelopmentTraining and development can be initiated for a variety of reasons for an employee or group of employees, e.g.,:•When a performance appraisal indicates performance improvement is needed•To "benchmark" the status of improvement so far in a performance improvement effort•As part of an overall professional development program•As part of succession planning to help an employee be eligible for a planned change in role in the organization•To "pilot", or test, the operation of a new performance management system•To train about a specific topic (see below)Typical Topics of Employee Trainingmunications: The increasing diversity of today's workforce brings a wide variety oflanguages and customs.puter skills: Computer skills are becoming a necessity for conducting administrative andoffice tasks.3.Customer service: Increased competition in today's global marketplace makes it critical thatemployees understand and meet the needs of customers.4.Diversity: Diversity training usually includes explanation about how people have differentperspectives and views, and includes techniques to value diversity5.Ethics: Today's society has increasing expectations about corporate social responsibility. Also,today's diverse workforce brings a wide variety of values and morals to the workplace.6.Human relations: The increased stresses of today's workplace can include misunderstandingsand conflict. Training can people to get along in the workplace.7.Quality initiatives: Initiatives such as Total Quality Management, Quality Circles,benchmarking, etc., require basic training about quality concepts, guidelines and standards for quality, etc.8.Safety: Safety training is critical where working with heavy equipment , hazardous chemicals,repetitive activities, etc., but can also be useful with practical advice for avoiding assaults, etc.9.Sexual harassment: Sexual harassment training usually includes careful description of theorganization's policies about sexual harassment, especially about what are inappropriatebehaviors.General Benefits from Employee Training and DevelopmentThere are numerous sources of online information about training and development. Several of these sites (they're listed later on in this library) suggest reasons for supervisors to conduct training among employees. These reasons include:•Increased job satisfaction and morale among employees•Increased employee motivation•Increased efficiencies in processes, resulting in financial gain•Increased capacity to adopt new technologies and methods•Increased innovation in strategies and products•Reduced employee turnover•Enhanced company image, e.g., conducting ethics training (not a good reason for ethics training!)•Risk management, e.g., training about sexual harassment, diversity training。

员工培训与开发HND

Training and Developing theWorkforce:An Introduction Training Strategy for the AG Bell LtdTutor:Liu LuStudent:Liu XuaoContentsIntroduction 1 Policy Statement 1 Major issues 2 Training needs analysis 2-3 Resources allocation 3 Responsibilities for Training 3-4 References 4IntroductionDue to the expansion of AG Bell Ltd, the workforce in the company will expand by 40 employees. This report is to AG Bell companies develop training strategies, the main purpose of the strategy is to improve the staff's ability to work and make the company more competitive in the futurePolicy StatementThroughout the staff training system, a comprehensive detailed staff training programs is undoubtedly the most important aspect. Staff training programs to prepare, prepare a direct impact on training practice. Therefore, the characteristics of the modern enterprise based on their own, and draw up business plans and goals for the future development of staff training programs is essential..Without training, will not grow, or not according to company needs to grow, efficiency will become increasingly worse. Without training only work, will eventually form a mindset, it is difficult to change. Company does not have uniform training, everyone will form their own unique style of work or management style, the company does not have a strong culture. Staff training is to improve the capacity and competitiveness in an important way the company does not train the company's production capacity will not increase beyond the final competition to be sure, be eliminated.AG Bell Ltd recognizes that its most important resource is its staff. The employees in the company will gain the necessary skills to reach their full potential with the help of the company or the training institution provided by the government. This will enable the company to achieve its aims and objectives. Also, by increasing the skills and knowledge of its staff the company will improve the efficiency of working and performance of team work so as to provide the best goods and services to the customers.Training is an organized knowledge transfer, skills transfer, standard transmission, information transmission, belief transmission, management, reprimand behavior. In order to achieve uniform standards of science and technology, standardization of operations, planning through goal setting, knowledge and information transfer, skilled training, job evaluation to achieve the results announcements and other modern information exchange process, the staff education and training by some technical means, raise the level to achieve the desired goal. Staff training is a business strategic investment which has the least risk and the largest income.Major issues that AG Bell Ltd will be facing in the next 2 yearsThere are three major issues identified:1. The first thing to consider is size. After the establishment of call centers have received many calls come in and dial out? According to the size of traffic and then decide the number of seats, which is directly related to the cost of the call center need to invest. Standard is necessary to ensure that each agent has a certain degree of labor intensity, but also to ensure that each call can be answered in time. If the traffic less than one hundred a day, then twenty-three seat enough; if daily traffic of about six hundred five, you can consider the establishment of more than ten-seat call center; course, if the service industry hotline, thousands of calls every day, you can also consider the construction of hundreds of people call centers.2. The second consideration is the construction program, which is also very necessary. If the customer call center service area concentrated in a city, you can choose a centralized call center solution, but if the customer service call centers in various cities in geographical distribution, you can choose a distributed call center program, established at different locations call center agents, but can use the same access number..3.The company's workforce needs, because the extension of 40 employees, an increase in personnel to expand the company should be restructured in some sectors or something else, so how familiar the company's new location is a problem which is promoted or transferred to other the work forceTraining needs analysisHowever, in the current fiercely competitive market, a company must be developing constantly, so it can survive. As a result, the staff needs a training when to compare current performance with required level of performance. There is a table below listed the training needs and some detailed information attached about AG Bell Ltd.Resources allocationDetermine training needs of individual, group or organization level, in order to form effective execution. The purpose of the training demand analysis to ensure that training, solve problems, which is based on organizational goal, is an effective and has cost effective way to provide.Organization: Need to understand the organization's culture and strategic objectives. By understanding the organization to develop the organization's future development plansGroup : Need a team leader to manage the staff and develop team cooperation ability，in order to enhance better service to customersIndividual: Through a full range of training to adapt to work，understand the organizational culture, clarify their mission and bring greater efficiency to the organization.Of course, they also need an experienced manager' help.Because of the expansion the company will face a problem how to allocate the resources reasonably. Firstly, there is a in-house delivery to fit the training to the company’s needs. Secondly, the place and the equipment for the training are limited in the company, so we should utilize the external courses provided by government. However, the number of training providers is small and the number of staff at AG Bell Ltd is now more than 180. So the company should consider how to utilize the resources effectively. In addition, distance learning is a method to allocate the resources and the schedule should be planed in advanced to avoid some conflict which can affect the working process.Responsibilities for TrainingOne of the key elements of a training strategy is how training objectives are to be achieved. To be able to identify how things will happen, we need to consider who has responsibility for training within the organization. A table given below will clarify the responsibility for training in AG Bell Ltd.ReferenceTraining and Developing the Workforce: An Introduction. Publisher: China Times Economic publisher./question/281439690.html/hr/jcnr/ShowArticle.asp?ArticleID=42/Article/Articledetail/900810940038.aspx。

职员培训计划英语怎么写

职员培训计划英语怎么写IntroductionThe success of any organization depends on the skills and abilities of its employees. Thus, staff training and development are crucial for the growth and success of the company. A well-designed training plan can help employees improve their performance, enhance their skills, and contribute to the overall success of the organization. This staff training plan outlines the objectives, strategies, and activities for the training and development of employees at our company.ObjectivesThe primary objectives of the staff training plan are:1. To provide employees with the necessary skills and knowledge to perform their job effectively and efficiently.2. To enhance the professional and personal development of employees.3. To improve employee engagement, motivation, and job satisfaction.4. To foster a culture of continuous learning and development within the organization.5. To ensure that employees are up-to-date with the latest industry trends and developments.Training Needs AnalysisBefore developing the training plan, a training needs analysis will be conducted to identify the specific training needs of the employees. This analysis will involve evaluating the current skills, knowledge, and performance of employees, as well as identifying any gaps or deficiencies that need to be addressed through training and development activities.Training Methods and ApproachesThe staff training plan will utilize a variety of training methods and approaches to cater to the diverse learning styles and preferences of employees. These methods may include:1. On-the-job training: Employees will be trained by experienced colleagues or supervisors while performing their regular job duties.2. Classroom training: Employees will attend formal training sessions conducted by internal or external trainers, where they will learn new skills and knowledge.3. E-learning: Employees will have access to online courses, webinars, and other digital resources to enhance their skills and knowledge.4. Workshops and seminars: Employees will participate in workshops and seminars to learn about specific topics or industry trends.Training TopicsThe staff training plan will cover a wide range of topics to address the diverse training needs of employees. These topics may include:1. Technical skills: Employees will receive training on specific technical skills related to their job roles, such as software applications, equipment operation, and industry-specific tools.2. Soft skills: Employees will receive training on soft skills such as communication, teamwork, leadership, time management, and problem-solving.3. Compliance and regulatory training: Employees will receive training on company policies, industry regulations, and legal requirements relevant to their job roles.4. Career development: Employees will receive training on career planning, goal setting, and professional development to enhance their career growth and advancement opportunities. Training ScheduleThe staff training plan will include a detailed schedule of training activities, including the dates, times, and locations of training sessions. This schedule will be communicated to employees well in advance to ensure their availability and participation in the training activities.Training EvaluationThe effectiveness of the staff training plan will be evaluated through various methods, such as:1. Pre and post-training assessments: Employees will complete assessments before and after the training to measure the impact of the training on their skills and knowledge.2. Employee feedback: Employees will be encouraged to provide feedback on the training sessions, including their satisfaction, relevance, and effectiveness.3. Performance reviews: Employee performance will be monitored and evaluated to assess the impact of the training on their job performance.4. Training ROI: The return on investment of the training activities will be measured to determine the overall impact on the organization.ConclusionA well-designed staff training plan is essential for the growth and success of any organization. By providing employees with the necessary skills and knowledge, enhancingtheir professional development, and fostering a culture of continuous learning, the organization can improve employee performance, engagement, and overall success. The staff training plan outlined in this document will serve as a roadmap for the training and development of employees at our company, ensuring that they have the tools and resources they need to succeed.。

员工培训与开发重点(英文版)

Topic 31. Discuss the five types of learner outcomes.•Verbal information•Intellectual skills•Motor skills•Attitudes•Cognitive strategies.2. Explain the implications of learning theory for instructional design.From a training perspective, reinforcement theory suggests that for learners to acquire knowledge, change behavior, or modify skills, the trainer needs to identify what outcomes the learner finds most positive (and negative). Trainers then need to link these outcomes to learners’ acqu iring KSAs E.g Behavior modification According to social learning theory, learning is influenced by a person’s self-efficacy, which is one determinant of readiness to learn.Social learning theory is the primary basis for behavior modeling training and has influenced the development of multimedia training programs.Goal setting theory influences training methods to be considered. Goal setting theory also is used in training program design because it suggests that learning can be facilitated by providing trainees with specific challenging goals and objectives Goa orientation theory is believed to affect the amount of effort a trainee willexpend in learning (motivation to learn). Learners with a high learning orientation will direct greater attention to the task and learn for the sake of learning in comparison to learners with a performance orientation.Need theories suggest that to motivate learning, trainers should identify trainees’ needs and communicate how training program content relates to fulfilling these needs? Another implications of need theory relates to providing employees with a choice of training programs to attendExpectancy theory suggests that learning is most likely to occur when employees believe they can learn the content of the program; learning is linked to outcomes; and employees value these outcomes.Adult learning theory is especially important to consider in developing training programs because the audience for many such programs tends to be adults, most of whom have not spent a majority of their time in a formal education setting. Implications of Adult learning theory for training as following: self-concept, experience, readiness, time perspective, orientation to learning.Besides emphasizing the internal processes needed to capture, store, retrieve, and respond to message, the information processing model highlights how external events influence learning.3. Incorporate adult learning theory into the design of a training programAdult Learning Theory was developed out of a need for a specific theory of howadults learn.Implications of Adult learning theory for training4. Describe how learners receive, process, store, retrieve, and act upon information.5. Discuss the internal conditions (within the learner) and external conditions (learning environment) necessary for the trainee to learn each type of capability.6. Discuss the considerations in designing effective training•Selecting and preparing the training site•Selecting trainers•Making the training site and instruction conducive to learning•Program designTopic 5 Training Evaluation1. Explain why evaluation is important.Training evaluation refers to the process of collecting the outcomes needed to determine whether training is effective. That information is very important to organizational performance outcomes and human resource outcomes.There are two types of evaluation, formative and summative evaluation. Both are aim to improve the training programs to be designed effectively. Thus, the following are reasons for evaluation:- To identify the program’s strengths and weaknesses.- To assess whether the content, organization, and administration of the program contribute to learning on the job.- To identify which trainees benefit most or least from the program- To assist in marketing programs concerned with the information about participants.- To determine the financial benefits and costs of the program.- To compare the costs and benefits of different training programs to choose the best program.2. Discuss the process used to plan and implement a good training evaluation.Overview of the Evaluation ProcessThere are five steps involving in the evaluation process.- The first step is to conduct a needs analysis. It helps identify what knowledge, skills, behavior, or other learned capabilities are needed. It also helps identify where the training is expected to have an impact. It helps focus the evaluation by identify the purpose of the program, the resources needed (human, financial, company), and the outcomes- The second step is to develop measurable learning objectives and analyze transfer of training. This step is to identify specific, measurable training objectives to guide the program. Analysis of the work environment to determine transfer of training can be useful for determining how training content will be used on the job.- The third step is to develop outcome measures. Based on the learning objectives and analysis of transfer of training, outcome measures are designed to assess the extent to which learning and transfer have occurred.- The fourth step is to choose an evaluation strategy. This step is to determine an evaluation strategy.Factors such as expertise, how quickly the information is needed, change potential, and the organizational culture should be considered in choosing a design.- The final step is to plan and execute the evaluation. Planning and executing the evaluation involves previewing the program (formative evaluation) as well as collecting training outcomes according to the evaluation design.3. Identify and choose outcomes to evaluate a training program.Reaction OutcomesLearning or Cognitive OutcomesBehavior &Skill-based OutcomesAffective OutcomesResults OutcomesReturn on InvestmentKirkpatrick’s four-level model (see T able 6-1, p. 201) suggests training can be evaluated on the following levels:1) Reactions level, which focuses on trainee satisfaction.2) Learning level, which focuses on the acquisition of knowledge, skills, attitudes and/or behaviors?3) Behavior level, which focuses on improvement in job performance or behaviors.4) Results level, which focuses on whether desired business results were achieved asa result of the training.a. Levels 1 and 2 measures are collected before trainees return to their jobs.b. Levels 3 and 4 criteria measure the extent to which the training transfers back to the job.Training outcomes are classified into five major categories (see Table 6-2, p. 202):1) Cognitive outcomes demonstrate the extent to which trainees are familiar with information, including principles, facts, techniques, procedures, and processes, covered in the training program.2) Skill-based outcomes assess the level of technical or motor skills and behaviors acquired or mastered. This incorporates both the learning of skills and the application of them (i.e., transfer). Skill learning is often assessed by observing performance in work samples such as simulators.Skill transfer is typically assessed by observing trainees on the job or managerial and peer ratings.3) Affective outcomes include attitudes and motivationa. Reaction outcomes refer to the trainees’ perceptions of the training experience, including the content, the facilities, the trainer and the methods of delivery (see sample, T able 6-5, p. 204). These perceptions are typically obtained at the end of the training session via a questionnaire completed by trainees, but usually are only weakly related to learning or transfer.b. An instructor evaluation measures a trainer’s or instructor’s success.c. Other affective outcomes include tolerance for diversity, motivation tolearn, attitudes toward safety, and customer service orientation. The attitude of interest depends on training objectives.4) Results are those outcomes used to determine the benefits of thetraining program to the company. Examples include reduced costs related to employee turnover or accidents, increased production, and improved quality or customer service.5) Return on Investment involves comparing the training program’sbenefits in monetary terms to the program’s costs, both direct and indirect.a. Direct costs include salaries and benefits of trainees, trainers,consultants, and any others involved in the training; program materials and supplies; equipment and facilities; and travel costs.b. Indirect costs include office supplies, facilities, equipment and relatedexpenses not directly related to the training program; travel and expensesnot billed to one particular program; and training department management and staff salaries not related to a single program.c. Benefits are the gains the company receives from the training.4. Discuss the strengths and weaknesses of different evaluation designs.Types of evaluation designs (see T able 6-7, p. 212) vary as to whether they include a pretest and posttest, a control or comparison group and randomization. The chapter provides an example of each design.1) The posttest only design involves collecting only post training outcome measures. It would be strengthened by the use of a control group, which would help to rule out alternative explanations for changes in performance.2) The pretest/posttest design involves collecting both prêt raining and post training outcome measures to determine whether a change has occurred, but without a control group which helps to rule out alternative explanations for any change that does occur.3) The pretest/posttest with comparison group design includes prêt training and post training outcome measurements as well as a comparison group in addition to the group that receives training. If the post training improvement is greater for the group that receives training, as we would expect, this provides evidence that training was responsible for the change.4) The time series design involves collecting outcome measurements at periodic intervals pre- and post training. A comparison group may also be used. Timeseries allows for an analysis of outcomes, e.g., accident rates, productivity, etc., over time to observe any changes that occur (see T able 6.9, p. 215). The strength of this design can be improved by using reversal, which refers to a time period in which participants no longer receive the training intervention.5) The Solomon Four-Group design combines the pretest/posttest comparison group design and the posttest-only control group design. It involves the use of four groups: a training group and comparison group for which outcomes are measured both pre- and post training and a training group and comparison group for which outcomes are measured only after training. This design provides the most controls for internal and external validity, but is also the most difficult to employ5. Conduct a cost-benefit analysis for a training program. (or Determining the Return on Investment)Cost-benefit analysis of training is the process of determining the net economic benefits of training using accounting methods. Training cost information is important for several reasons:1) To understand total expenditures for training, including direct and indirect costs. .2) To compare the costs of alternative training programs.3) To evaluate the proportion of the training budget spent on the development of training, administrative costs, and evaluation as well as how muchis spent on various types of employees e.g., exempt versus nonexempt).4) To control costs.Determining costs1) The resource requirements model compares equipment, facilities, personnel, and materials costs across different stages of the training process (needs assessment, development, training design, implementation, and evaluation).2) There are seven categories of cost sources: costs related to program development or purchase; instructional materials; equipment and hardware; facilities; travel and lodging; and salary of the trainer and support staff along with the cost of either lost productivity or replacement workers while trainees are away from their jobs for the training.Determining benefits can be done via a number of methods, including:1) Technical, practitioner and academic literature summarizes benefits of training programs.2) Pilot training programs assess the benefits from a small group of trainees before a company commits more resources.3) Observing successful job performers can help to determine what successful job performers do differently than unsuccessful performers.4) Asking trainees and their managers to provide estimates of training benefits.Other methods of cost-benefit analysis1) Utility analysis assesses the dollar value of training based on estimates of the difference in job performance between trained and untrained employees, the number of employees trained, the length of time the program is expected to influence performance, and the variability in job performance in the untrained group of employees. This is a highly sophisticated formula that requires the use of pretest and posttest with a comparison group.2) Other types of economic analysis evaluate training as it benefits the firm or government using direct and indirect costs, incentives paid by the government for training, wage increases received by trainees as a result of the training, tax rates, and discount rates.Topic 6 (a)1. Discuss the strengths and weaknesses of presentation methods.Presentation methods are those means of training delivery in which trainees are the passive recipients of information, such as facts or information about processes or problem solving methods.There are two types of presentation methods, lecture and audiovisual instruction.- A lecture is the method of training delivery involving a trainer verbally communicating the material the trainees are to learn.Advantages: 1) Lecture is relatively inexpensive, and an efficient way to cover a large amount of information and/or to a large group.-2) Lecture can be used to support other methods of delivery as wellDisadvantages of the lecture method include the lack of trainee involvement, lack of feedback, and the potentially weak connection to the work environment, all of which inhibit transfer of training. Thus lecture is often supplemented with other more participative methods.•Audiovisual instruction includes overheads, slides, and videotapes.Advantages: 1) Video is one of the most popular training methods, but is rarely used alone it is usually used in combination with lectures. It can be highly effective for addressing communication skills, interviewing skills, customer-service skills, and for illustrating step-by-step procedures or giving real-life examples of material covered via lecture or other methods.2) The advantages of videos include the flexibility in customizing the video session; the ability of video to show things that cannot be easily demonstrated; its consistency upon repeated use; and it can be used to record trainees’ performance for them to review.Disadvantages include too much content for trainees to absorb; poor dialogue or poor acting could hinder the message and/or the credibility of the message; overuse of music or humor; and drama that makes it confusing for the trainee to understand the important learning points emphasized in the video.2. Discuss the strengths and weaknesses of hands-on methods.•Hands-On Methods are those that require the trainee to be actively involved in the learning process, including on-the-job training (OJAT), self-directed learning, apprenticeship, simulation, case study, business games, role plays, and behavior modeling.•On-the-job training (OJT)involves new or inexperienced employees learning by observing their peers or managers at work and trying to emulate their behaviors.Advantages: OJT, which takes a number of forms including apprenticeships and self-directed learning, requires less time or money investment; it utilizes expertise among peers and managers; and can be effective for cross-training employees within a department or team.The disadvantages of OJT include that it is typically unstructured and, therefore, managers and peers may not use the same process to complete the same task; bad habits may be passed on; demonstration may be flawed and the opportunities for practice and feedback not provided--all resulting in poorly trained employees.•Self-directed learning is an approach to training that places responsibility for learning on the employee/learner, e.g., when the learning will take place and with whom.The advantages of self-directed learning include the flexibility for trainees to learn at their own pace and to receive feedback about their learning; it requires fewer training staff; reduces the costs of facilities and travel; it allows for constantaccess to training materials; and makes multiple-site training more realistic.•The potential disadvantages of self-directed learning include the responsibility it places on trainees, requiring them to be willing, able, and motivated to learn on their own. This may not be comfortable for many employees. It also tends to have higher development costs in terms of time and money.•Apprenticeship is a work-study type training method involving both on-the-job training and classroom and typically sponsored either by the company or by the union.•Advantages of apprenticeships include the fact that learners are paid while they learn, with wages typically increasing as their skills do; the effective combination of learning principles in the classroom and having the opportunity to practice what they’ve learned on the job; and that they typically result in full-time employment for trainees.•The disadvantages of apprenticeships include the historically restricted access to apprenticeship programs for women and minorities; the lack of guarantee that employment will follow completion of the program; and the somewhat narrow skill focus of current apprenticeships (i.e., one craft or trade).• A simulation is a training method that represents a real-life situation; with trainees’ decisions resulting in outcomes that mirr or what would happen if they were on the job.•Advantages of simulation include allowing trainees to learn production and process skills first hand without being engaged in the actual flow of production and without the fear of making a mistake in the actual work environment; and allowing for the observation and evaluation of trainees’ performance followed by feedback.•Disadvantages: Simulators need to have high fidelity to the work situation,i.e., they need to have identical elements to those on the job; they areexpensive to develop and require continuous maintenance and updating.• A case study is a description about how employees or an organization dealt with a difficult situation. Trainees are required to analyze and critique the actions taken, indicating the appropriate actions and suggesting what might have been done differently.•Advantages: The cases are usually appropriate for developing higher-order intellectual skills such as analysis, synthesis and evaluation, which are needed by managers and many other professionals; they help trainees to take risks given uncertain outcomes; and they require high trainee participation.•Disadvantages: Existing cases have the advantage of being already prepared, but may not actually relate to the specific company or work situation.•Business games require trainee to actively gather information, analyze the information, and make decisions, typically for the purpose of developingmanagerial skills. The games should reflect all aspects of management practice, including labor relations, marketing, and finance.•Advantages of business games in the participativeness of the method; and the extent to which it mirrors actual managerial tasks.•Disadvantages include the time-intensive development that may be required; and the fact that the competition of the game itself may overshadow learning objectives•Role plays are a training method that requires the trainees to act out characters and based on situations with which they have been provided.•Advantages: Role play differs from simulation in that role plays provide limited information regarding the situation, which simulation is more detailed. Further, role play focuses on “soft skills” or interpersonal skills while simulation typically focuses on “hard skills” or technical skills.Simulation requires procedural responses on the part of the trainee; role play requires mental and emotional reactions to other trainees.•Disadvantages: To be effective, it is critical that role plays be preceded by an explanation of the purpose of the activity; clear instructions need to be given; monitoring and feedback from the facilitator are needed; and debriefing, or helping trainees to understand the experience, is critical. •Behavior modeling is a hands-on method that involves presenting to trainees a model demonstrating the appropriate key behaviors for the trainees to attempt to replicate through practice.•Behavior modeling is appropriate for learning skills and behaviors and is very effective for teaching interpersonal and computer skills.3. Discuss the strengths and weaknesses of group building training methods.•Group Building Methods are those designed to improve work team or group effectiveness. They involve trainees sharing ideas and experiences, building group identity, generating an understanding of interpersonal dynamics, and getting to know the strengths and weaknesses of themselves and their teammates.•Adventure learning, also known as outdoor training or wilderness training, is a training delivery method aimed at developing teamwork, leadership skills, self-awareness, and problem solving and conflict management skills, through structured outdoor (or “mock outdoor”) activities.•Advantages of adventure learning include allowing trainees to interact and build relationships with coworkers in a situation not governed by formal business rules; that trainees share a strong emotional experience which may open them to change; that the exercises can serve as “metaphors” for organizational events and behaviors; and the exercises can be highly self-enlightening, invigorating and self-esteem enhancing.•Disadvantages include the highly physically demanding and risky nature of many adventure learning activities; the company’s risk for negligence claims due to personal injury, emotional distress or invasion of privacy; thehigh cost of such activities; and the lack of evidence that transfer of what is learned occurs.•Team training involves coordinating the performance (i.e., knowledge, attitudes, and behaviors) of employees who work interdependently to achieve common goals•It typically involves multiple methods of delivery, such as lecture, video, role plays and simulations.•Action learning involves providing teams or work groups (usually 6-30 employees) an actual problem to work on solving through an action plan for which they are held accountable to carry out.•Action learning, which may have similar objectives to team training, is widespread in Europe and is just starting to be used in the U.S.•It has not been formally evaluated, but action learning appears to be an effective means of learning and transfer of learning because of its realness.4. Discuss the factors to consider in choosing training methods.Factors to consider in choosing training methods include: The intended learning outcomes; the learning environment needed; the issue of transferring learning; cost; and effectiveness under the given circumstances.•Table 7-10 illustrates several trends:1) There is considerable overlap in learning outcomes across the various training methods.2) Most of the hands-on methods provide a better environment for learningand transfer than the presentation (passive) methods.3) The hands-on methods also tend to be the more expensive methods, however, and budgets are frequently tight. Thus, these issues have to be balanced.Topic 6 (b)1. Explain how new technologies are influencing training.New technologies impact the delivery of training, the administration of training, and training support such that training can be delivered 24 hours a day anywhere.Technology is making it possible for①Employees to gain complete control over when and where they receivetraining.②Employees and managers to access knowledge and expert decision rules asneeded.③Through the use of avatars, virtual reality, and simulations, the learningenvironment can resemble the work environment.④Employees to select the type of media from which they want to learn.⑤The administration of training to be conducted electronically.⑥Close monitoring of training in progress.⑦Traditional training methods can be delivered to trainees instead of using acentral training location.2. Discuss potential advantages and disadvantages of multimedia training.•Multimedia training is a training delivery method that combines audiovisual and computer-based training methods, integrating text, graphics, animation, audio and video to allow the trainee to interact with the content.1) Multimedia training is used most often for software and basic computer skills training, but managerial skills and technical training also occurs via multimedia.2) Advantages include motivating employees to learn; providing immediate feedback and on-line help; testing employees’ level of master y; and allowing employees to learn at their own pace.3) Disadvantages include the high cost (which should be recovered in savings over time) and the difficulty in using it for “soft” or interpersonal-type skills.4) Employees’ reactions to m ultimedia have been positive, but little data exists regarding its effectiveness for learning and transfer.3. Describe the computer-based training methods.•Computer-based training (CBT)is an interactive method of delivery, including interactive video, CD-ROM and others, in which the computerprovides learning stimuli, the learner must respond, and the computer then assesses the responses and provides feedback to the learner.The most common form of CBT is software on a floppy disk that runs on a personal computer, but movement is toward using the Internet which has far more options.•CD-ROMs and DVDs use a laser to read text, graphics, audio, and video from an aluminum disc on a personal computer, to be used alone as the method of delivery or in conjunction with other methods. A laser disc uses laser to provide high-quality video and sound.•Interactive video combines the advantages of video and computer-based learning (typically on CD-ROM) to teach technical procedures as well as interpersonal skills. Training material is presented one-on-one to trainees via monitors connected to keyboards; trainees interact with the program by using the keyboard or touching the monitor.4. Compare and contrast the strengths and weaknesses of traditional training methods and methods based on new technology.。

培训与开发外文资料原文及翻译

培训与开发外文资料原文及翻译一、任务背景随着全球经济的发展和国际交流的日益频繁，对外文资料的需求也越来越大。

为了满足公司员工的培训和开发需求，我们需要收集和整理相关的外文资料，并进行翻译工作。

本次任务的目标是提供一份标准格式的文本，包括原文和翻译，以便公司员工能够更好地学习和应用这些外文资料。

二、任务要求1. 收集外文资料：根据公司的培训和开发需求，收集相关的外文资料。

这些资料可以包括学术论文、技术手册、市场调研报告等，涵盖的领域可以是科学、技术、商务等多个方面。

2. 整理原文：对收集到的外文资料进行整理，确保原文的内容准确、完整。

在整理过程中，可以根据需要进行删减或合并，但不得改变原文的意思。

3. 翻译工作：将整理好的外文资料进行翻译，确保翻译的内容准确、流畅。

翻译过程中，需要注意语言的表达准确性和专业性，避免出现歧义或误导。

4. 标准格式文本：将原文和翻译整理成标准格式的文本，包括标题、正文、页码等。

确保文本的排版整齐、清晰，方便员工阅读和使用。

三、任务执行步骤1. 收集外文资料：通过各种途径，如图书馆、互联网、学术期刊等，收集相关的外文资料。

可以使用关键词搜索和筛选，以确保资料的相关性和质量。

2. 整理原文：对收集到的外文资料进行整理，包括去除多余的部分、合并相关内容等。

确保原文的逻辑性和连贯性，并标注每一部分的标题和页码。

3. 翻译工作：根据整理好的原文，进行翻译工作。

在翻译过程中，可以参考相关的词典、术语表等，确保翻译的准确性和专业性。

同时，注意语言的表达方式和风格，使翻译结果更加流畅自然。

4. 标准格式文本：将翻译好的内容整理成标准格式的文本。

包括添加标题、页眉、页脚等，确保文本的排版整齐、清晰。

可以使用文字处理软件或排版工具进行排版，确保文本的格式统一和美观。

四、任务注意事项1. 保护知识产权：在收集外文资料的过程中，要遵循相关的法律法规，尊重知识产权。

如有需要，可以与相关机构或作者进行联系，获得授权或许可。

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