员工培训参考文献及员工培训外文文献翻译汇编
员工培训与开发-外文翻译
Training and Developing EmployeesGary Dessler。
Human resource management (Ninth Edition) [M].Tsinghua UniversityPress.2005, 187—189Training refers to the methods used to give new or present employees the skills they need to perform their jobs。
Training might mean showing a new Web designer the intricacies of your site, a new salesperson how to sal e your firm’s p roduct,or a new supervisor how to interview and evaluate employees。
Training is a hallmark of good management,and a tack manager overlook at their peril。
Having high-potential employees doesn’t guarantee they’ll succeed. Instead. they have to know what you want them to do and how you want then to do it. If they don't,they'll do the jobs their way, not yours。
Or they will improvise,or, worse,do nothing productive at all. Good training is vital。
员工培训外文文献综述
员工培训外文文件综述第 1目1、LiteratureResearch ............................................................... .........................................................................2 2 、外文文件翻..................................................................... ................................................⋯⋯⋯⋯⋯⋯⋯⋯ .51、Literature ResearchEmployee training needs theoretical guidance of staff training inthe theoretical understanding of ambiguity, will lead to blindnesstraining .The guiding theory of employee training, with the production technology, expansion of business scale and gradually developed.First, scientific management and staff skills trainingThe late 19th century, early 20th century, the United States such as Taylor and Gilbreth first to emphasize the importance of training.Taylor is the father of scientific management theory, and his major works include "piecework" system, "Plant Management", "scientific management principles and methods", "scientific management" and so on.As the results of his theory first time in history of science from theexperience up.He found that the main reason for low productivity workers are lack of training, Without the correct operation method andapplication of tools, so he carried a lot of tests in the factory. Healso studied tools, machinery, materials and standardization of the work environment, and the basis of these findings to develop more scientific work day fixed, and the completion of these fixed, standardized tools.Gilbreth also shoot video with the method of recording and analyzing the operation of the workers movement, to find the best reasonable action to improve efficiency.This time they are through the use of research, action research methods to made standard operating method, according to this standard method to train workers.Taylor said: first-class workers are not fall from the sky, is trained by scientific training, and in the past, the training is his thing, by their own plans, their implementation, and now, training is something the factory, the specialized agencies and staff, to make standardized tools and standardized methods of operation complete control by the workers, it must be systematic, scientific training, we must take the workers one by one by a qualified teacher, with the new operating practices to train until the workers are able to continuously and used to operate in accordance with scientific rules ("Principles of Scientific Management").Taylor and Gilbreth and others from the research can be seen, with their emphasis on training is the training of staff operating skills.Second, behavioral science theory and the attitude of staff trainingScientific management theories that focus on aspects of the production process, the human body as a machine accessories, arousedstrong resentment among the workers, so some scholars began to physiology, psychology, sociology and so starting to study the human enterprise work motivation, emotion, behavior and the relationship between work and so on, so how in accordance with the laws ofhuman psychological development to stimulate their enthusiasm and creativity of the behavioral sciences is adopted.30 years of the 20th century, the United States in the WesternElectric Company psychologist Mayo's Hawthorne plant belongs, for the determination of various factors on the degree of production efficiencyof thelast eight years, a series of tests, this is the famous Hawthorne Experiment .The experiment, Mayo and others found that: the working environment, working conditions, good or bad as people are notexpected to affect workers as labor productivity; people are "social" and, therefore, staff morale, job satisfaction, can be appreciated is also an important factor affecting labor productivity.In 1943, the famous American psychologist Maslow proposed "hierarchy of needs" that: human needs can be divided into five levels: (1) physiological needs; (2) safety needs; (3) the feeling of belonging; (4) respected; (5) self-realization.These five requirements are based on (1)to (5) from low to high order, and under normal circumstances, onlyin the lower level needs are met before to meet higher level needs.attitude, emotional, demand will affect the level of productivity gains, therefore, focus on skills training to employees after the theory in the behavioral sciences under the guidance of staff training to enhance knowledge, skills training, while more and more attention the attitudeof the staff training.Focus on training staff on the proper values,corporate philosophy, positive work attitude, good habits, and thepursuit of higher goals.Thus, training to become a specializedprofession, training content, constantly deepening and expanding.Since the 60s of the 20th century, people began to study theleadership style of management satisfaction with the relationshipbetween workers, making the lower staff training from a focus on staff training to focus more on the changes on the training of managers.Third, knowledge management and staff learning, innovation training 2l century is the era of knowledge economy, knowledge-based economy is built on the basis of knowledge and information economy, knowledge and information based on the production, distribution and use of thedirect basis of the economy, knowledge is to improve the productivity and economic growth.And the knowledge economy corresponding to the management theory is knowledge management, knowledge management is a knowledge resource for institutional information and the systematic management of science.The practice of knowledge management work generally consists of three aspects: (1) through the establishment of institutional knowledge base and set the body of knowledge managers need to master the knowledge and the systematic collection of resources,filtering, sorting, storage, to new knowledge in order to extract organization personnel at any time and apply them to practical work and learning; (2) to promote the exchange of knowledge within the organization and sharing, and communication process with the new knowledge resources to conduct precipitated into the body of knowledge library; (3) personalized tool to helpcustomize the management of personnel within the organization specific knowledge resources required to improve the efficiency ofwork and study, and to facilitate personal knowledge management.Era of knowledge economy, knowledge to the average 5-year aging cycle for each individual business, only continuous learning, innovation is the only way out, a lot of business decision-makers are concerned about whether their company has such a capability.Bideshengji's "The Fifth Discipline," a book stressed: "Only by learning the business will be competitive," "You have to learn than your competitors, faster."So it proposed the establishment of "learning organization."The development of information technology provides a powerful knowledge management tool, knowledge management is to create a platform for learning organizations.Learning organization is a stable platform for developing creative talent and organizational security.Because, in the era of knowledge management, the significance of employee trainingis learning ability and creative ability of the training, the ultimate goal of training is to form a self ranging from under a full learning culture.In summary, the guiding theory of corporate training experience,from scientific management to knowledge management, behavioralscience and then to the three stages of staff training has also gone through training from skills training to approach and then to learning,innovation training, three processes, factors that promote this development process the technology's progress and expansion of business scale and economy of development.2、外文文件翻译公司员工的培训工作需要必定的理论作指导,在理论上对员工培训工作认识含糊,会致使培训工作的盲目性。
外文翻译--员工培训被评为“绝对的关键”
中文3570字本科毕业论文(设计)外文翻译外文题目Staff training rated ‘absolutely pivotal’外文出处Knowledge training,2008(10):p46-47外文作者 Olivia原文:Staff training rated ‘absolutely pivotal’OliviaAs a recent survey reveals the importance that job seekers attach to an organization’s commitment to training, Olivia Hemmings talks to three companies whose investment in their staff is resulting in higher productivity, increased profits and better staff retention.For some job hunters, salary is the main consideration, while for others it is flexible working hours or even location. However, one prospect that unites 90% of travel industry job seekers is the promise of training and development, according to a survey by Abta and People 1st, the sector skills council for the hospitality. leisure travel and tourism industries.And it is easy to understand why. For the applicant, a company's commitment to staff training and development means a likely improvement in their performance, leading to progression up the career ladder.What is surprising, therefore, is that training is provided only by 43% of employers to all their staff each year, by 36% to most employees and by 19% to some. Two per cent of the survey's respondents said they provided no training or ongoing development at all. But three companies that do make significant investment in staff training — and are reaping the rewards — are Thomas Cook, Bales Worldwide and STA.THOMAS COOKWhat training is available?At Thomas Cook, overseas resorts staffs are given training from day one. Before departing the UK, they attend an eight-day residential induction to be taught the basic skills and behaviors they need to be a company representative. Once in resort, they receive up to 12 on-the-job training days before becoming a fully-fledged rep.But training doesn't stop there. Elinor Carr, learning and development manager for Thomas Cook holiday division, says it offers overseas resort staff a clear progressionpath.In fact, regular training sessions are delivered throughout the season and staffs are presented with a range of development opportunities, including Stars, the Senior Training and Recognition Scheme.This training initiative has career progression at its core. Split into three levels, the scheme aims to train up frontline staff to first-line management, then second-line management and finally resort management level, using rigorous training courses. Employees who successfully complete all three levels can then consider the Overseas Management Development Programme (OMDP} if they wish to learn about the wider Thomas Cook business.For this programme, managers attend courses in the UK and complete operational and management modules. Operational modules teach managers about yield management and explain the commercial factors driving the business. The management and leadership modules look at the individual's management style and personality and assess what impact they have on their leadership.Most companies are poor at developing their executives, and most of them acknowledge this: only 3 percent of the 6,000 executives occupying the top 200 positions at 50 large US corporations examined by a recent McKinsey survey strongly agreed that their organizations developed talent quickly and effectively.1 In no area of executive development—job rotation, traditional internal and external training, or mentoring—did a majority of these executives believe that their employers were doing a good job (Exhibit 1).Some companies feel that their high performers will rise to the top naturally, like cream. Others, believing that talent can be bought, try to recruit executives from such sources as General Electric, a famous developer of people. In fact, though businesses should look for senior-level talent outside their own organizations, they themselves must also be good at developing it. In the first place, as talent becomes scarcer—and demography suggests that it will—the "buy-only" strategy becomes risky and expensive. Moreover, recruiting all of a company's senior executives externally sacrifices cultural cohesion and institutional memory. In any case, companies thatcan't develop their own talent find it hard to attract good people from the outside.Job experience drives executive developmentCompanies develop executives in various ways: by giving them feedback, coaching, mentoring, and training. But more than anything else, executives need on-the-job experience in appropriate positions. What makes positions appropriate? Four considerations are crucial.The first is the way a job is structured: the executive who holds it should have both headroom (authority and responsibility) and elbow room (scope and variety). Organizations that are decentralized or that have many "P&L jobs"—in which the holder's decisions are linked to, and measured by, the company's profit or loss—therefore create more opportunities for development than organizations that do not.Second, people with high potential should move through a series of challenging jobs, for after two or three years the learning curve in any position tends to flatten out, and capable people start to chafe. How long any one person should stay put varies with the business, the extent of the challenge, and that person's ability to grow. One company's line executive held 18 positions in 24 years, and though not everyone can or should move so quickly, companies tend to leave executives in jobs much too long. Third, this series of jobs should provide a range of challenges. Working in different geographic regions or with a variety of bosses requires executives to master new contexts. Leading a turnaround, stimulating a stagnant business, and influencing a company from a staff position draw on different skills.Finally, executives need to learn their craft from highly skilled colleagues as well as superiors. The ability to lead can in part be acquired through apprenticeship, and apprentices learn more from world-class experts and leaders than from mediocre ones. Success, moreover, breeds success, so good people are likelier to stay with an organization that has many other good people.Why does Cook invest in training?"We're a people business. We put them at the top of our agenda," explains Phil Bamfather, head of learning and development for Thomas Cook holiday and central.He says well-trained staff are "absolutely pivotal" in the company's success.Phil says that the skills, knowledge and understanding that come with training also increase organizational performance, such as sales and service delivery targets, as well as employee satisfaction.Elinor adds that it's important that staff can see how they add value and that the business is interested in investing in them. She says programmes such as Stars help ensure staff stay within the business and are promoted from within."Staff retention is one benefit of our training scheme," she explains.It also helps Cook with succession planning, when people move up or out of one area of the business and into another.BLAES WORLSWIDEWhat training is available?Susan Rock, inhouse training coordinator at Bales, gives new sales employees six to eight weeks of dedicated one-to-one training.First, new sales and operational staff are introduced to the company's written standards and its brochures. They are then taught about the reservations system Galileo, airline contracts and how to make quotes and take bookings. By the end of the course, the trainees are taking calls and doing the job under supervision.Bales also places a great deal of importance on the need for ongoing development of its staff through product and sales training. Product training involves at least two overseas trips every year for sales staff to gain in-depth knowledge of the destinations. On each trip they can visit up to 10 locations.Sales training is delivered by an external training company which runs three full-day, off-the-job training sessions each year- Training sessions can vary from phone skills to communication techniques that convey conviction in the product.The role of job experience in driving growth is fairly well understood. Thus, it is striking that only 10 percent of the 6,000 executives McKinsey surveyed thought that their companies used job assignments effectively. The problem is that the people who control the process—senior line executives—don't adequately factor development into their decisions. A division president naturally finds it safer to appoint an experienced,highly qualified candidate to a key position than to take a chance and stretch a possible future leader. Furthermore, that division president might not know how to use job experience to develop people: in the McKinsey survey, 48 percent of human-resources executives said that most executives think development is simply a function of training programs.Except for action learning and early training in managerial skills, training programs just are not capable of producing truly great executivessuch programs are often favored because they are highly visible, as well as simple to create and run, and by establishing them an HR department can show that it is doing its bit to nurture people. But with two exceptions—action learning, built around real work projects, to a small group of promising people, and in fact result in action. One project in a GE executive development course required a team to assess the company's investment strategy in South Korea. After four weeks partly spent in that country, the team presented its recommendations to GE's top 28 executives, who based the company's investment decisions largely on those recommendations.Why does Bales invest in staff training?Vivienne Thorn, human resources director at Bales, regards staff training as the future of die company."In all strategic plans for a company and where it's going, you have to include staff training so they can deliver. It's integral to meeting business objectives," she says. Offering the highest level of customer service is a key business objective at Bales. Thom says ensuring staff have the skills to carry this out is one of the reasons behind their "tremendous" investment in employee training.Rock says the training programme also ensures consistent practice across staff. "The benefits of our one-to-one training is the speed at which we can get trainees up to the standards we want, and the learning process is consistent for everyone," she says.The intensive induction has other benefits, says Thom. These include staff making fewer mistakes, feeling supported in their role and "going that little bit extra".In terms of sales achievements. Bales conversion rates have risen from 20% in2004 to 29% last year, and customer complaints have reduced.STA TRAVELWhat training is available?Inconsistencies in induction and management training in the past recently prompted STA to overhaul its training to bring all branches in line with one another. STA offers an informative induction programme and an ongoing development scheme for staff, plus specialist training.The scope of training is now regularly adapted to meet staffs changing needs, and often it is in response to employee feedback.The induction process is an intensive three-week programme that includes basic geography, plus lessons about the company's systems. Presentations are also given by other department heads about the activity they oversee, providing new recruits with an overall company picture. In the second week, inductees spend one day with their branch, shadowing consultants and learning about the booking process. The third week is given over to sales techniques.Trainees are then put into a branch for seven weeks where the branch manager will guide them through other processes and teach them the additional skills they require. Elsewhere, management personnel are also offered a varied learning programme, with training about how to hold a meeting, setting objectives, getting the most out of staff, driving sales and time management.A new initiative in STA's training portfolio is a personal leadership programme which is open to branch managers as well as senior staff. The three-day course aims to provide the leadership and communication skills necessary for managers be able to take owner-ship of a problem and deal with it, rather than refer it to their manager. Why does STA invest in staff training?Catherine Wilson, STA's human resources director, says the company tries to establish its targets as a business, and then provides its people with the skills to achieve them.As well as having increased knowledge to drive sales, Wilson believes training helps to engage employees by demonstrating what's expected of them. She says it alsogives them the ability to be flexible and adapt to the job."We're keen to promote that people don't just come to work for work's sake and for the money but that they come because they want to work for us as a company," she says.STA's commitment to staff investment appears to be paying off. In the past 12 months, employee turnover has been cut by 20%, and sales and revenue have also increased.译文:员工培训被评为“绝对的关键”奥利维亚由于最近的一项研究表明了求职者对公司培训员工的承诺的重视,Olivia Hemmings 告诉三家公司,它们在员工身上的投资将会获得更高的生产力,额外的利润和员工对公司更好的忠诚度。
员工培训英文
Employee Training: Importance, Benefits, and StrategiesIntroductionIn today’s competitive business environment, it is crucial for organizations to invest in employee training and development. This is particularly true in the globalized marketplace where English has become the most widely used language for business communication. In this document, we will explore the importance of employee training in English and discuss the benefits it brings to both employees and organizations. Additionally, we will outline effective strategies that companies can implement to maximize the impact of employee training programs.Importance of Employee Training in English1. Enhanced Communication SkillsEnglish is considered the lingua franca of business, meaning it serves as a common language for communication between individuals from different linguistic backgrounds. Providing employees with training in English can significantly improve their communication skills, enabling them to effectively interact with colleagues, clients, and stakeholders across borders. Clear and efficient communication enhances collaboration and reduces misunderstandings, ultimately leading to increased productivity and efficiency.2. Global Business CompetenceFor companies operating in the global market, being proficient in English is an essential skill. Employee training in English equips individuals with the necessary language skills and cultural understanding to successfully navigate international business contexts. This enables businesses to expand their operations globally, tap into new markets, and build strong relationships with international partners.3. Career Advancement OpportunitiesProficiency in English opens up a world of opportunities for employees in terms of career advancement. Those who are fluent in English are more likely to be considered for leadership roles, international assignments, and cross-cultural projects. Employee training in English empowers individuals to take on new challenges and positions them as valuable assets within their organizations.Benefits of Employee Training in English1. Enhanced ProductivityWhen employees are equipped with strong English language skills, they can carry out their work more efficiently. They can understand instructions, communicate ideas, and exchange information effectively, which ultimately leads to improved productivity. Clear and concise communication eliminates the need for unnecessary clarification and fosters a more proactive and results-driven work environment.2. Increased Customer SatisfactionIn industries where customer interaction is crucial, such as hospitality, tourism, or customer service, having employees who can communicate fluently in English is paramount. Training employees in English ensures they can effectively communicate with customers, understand their needs, and provide satisfactory solutions. This enhances customer satisfaction levels, improves brand reputation, and ultimately leads to increased customer loyalty and repeat business.3. Retention of TalentInvesting in employee training and development programs, including English trai ning, demonstrates a company’s commitment to its workforce. Employees who receive training opportunities are more likely to feel valued and fulfilled in their roles, which in turn increases employee engagement and job satisfaction. This can result in higher employee retention rates, saving organizations the time and cost associated with hiring and training new staff.Strategies for Effective Employee Training in English1. Needs AssessmentBefore implementing an employee training program in English, it is essential to conduct a needs assessment to identify specific areas for improvement. This can be done through surveys, performance evaluations, or analyzing customer feedback. A needs assessment ensures that the training program addresses the most relevant skills and knowledge gaps, maximizing its impact.2. Customized Training ProgramsOne size does not fit all when it comes to employee training. Tailoring the English training program to the specific needs of employees and their roles within the organization is crucial. This ensures that the training is relevant, engaging, and applicable to their day-to-day responsibilities.3. Interactive Training MethodsTo enhance employee engagement and knowledge retention, training programs should incorporate interactive and experiential learning methods. This can include role-playing exercises, group discussions, case studies, and practical simulations. Interactive training methods create a more dynamic and immersive learning environment, promoting active participation and skill development.4. Ongoing Support and EvaluationTraining should not be seen as a one-time event but rather as an ongoing process. Providing post-training support and resources, such as online language courses or language exchange programs, allows employees to continue developing their English skills. Regular evaluation and feedback sessions help measure the effectiveness of the training program and identify areas for improvement.ConclusionEmployee training in English plays a significant role in the success of organizations operating in a globalized business environment. By enhancing communication skills, fostering global business competence, and providing career advancement opportunities, employee training programs in English benefit both individuals and organizations. The benefits include enhanced productivity, increased customer satisfaction, and improved employee retention. To ensure the effectiveness of these programs, it is essential to assess training needs, customize training programs, utilize interactive training methods, and provide ongoing support and evaluation. Through these strategies, organizations can empower their employees to excel in their roles and drive business growth in an increasingly connected world.。
企业员工培训外文翻译文献
企业员工培训外文翻译文献(文档含英文原文和中文翻译)1.Literature ResearchTraining and developmentThe meaning of Training and developmentTraining and development is the means to carry out certain business organizations and the need for investing in human capital, using a variety of ways to carry out the purpose of staff in a planned training and training management activities, and its goal is to enable staff to update knowledge and develop skills, improve staff motives, attitudes and behavior to adapt to the new requirements of enterprises, their current win better work or higher levels of job responsibility, thus contributing to the improvement of organizational efficiency and organizational goals.The development of training and developmentWe all know that general education can only provide some basic low-level professional knowledge and skills. Face of large-scale enterprise development, the need for a number of skills training in order to enable staff to achieve continuous business development. Therefore, the organization in order to raise labor productivity and personal satisfaction for professional, direct and effective for the organization of production and management services, the Government has implemented a variety of methods, types of organizations to carry out investment activities in education and training.U.S. economist and Nobel Laureate in Economics, Schultz found that simply from the natural resources, physical capital and labor's point of view, can not explain all the reasons for increase in productivity, capital and wealth as a form of conversion ofpeople's knowledge and abilities are decisive reasons for social progress. But it was not the acquisition cost, it needs to be formed through investment, training is an important investment in such a form..The level of training and developmentThe main groups of the organization of training, corporate training is to organize all the staff, staff positions held as a result of different orientation training with a variety of characteristics. In general, the main is divided into three categories: First, the decision-making level, and the other is management is the operation of three layers. The main contents of training and developmentOrganization of training content and structure is inherent in the specific form of training, thus the development of the company Training content, and organization must be the cause of progress, development strategies and goals, but sometimes in order to adapt to organizational changes in the external environment, but also training in the use of some emergency measures. Therefore, as the contents of the structure of training should be long-term development of the organization of production with the current combination of common training content into the enterprise.Period of training and developmentDivided by time period, training can be divided into long-term training and short-term training, long-term training of more general scheme, there is a strong purpose; by training, job training and can be divided into two full-time training; by the training system, organizations can be divided into the training system and training system for the two organizations, with the training system, including basic training, the applicability of training, day-to-day training, individual training and training objectives; the training system organizations, educational institutions, if divided, can be divided into for three categories: full-time college and the recognition of higher education institutions, local governments and administrative departments of education and training institutions, the use of community resources to schools.Source of funding for training and developmentOrganization of training funds mainly come from two ways: First, the source of the organization, mainly referring to organizations and staff training costs assessed;second is the raising of funds, first of all by the Government through taxes levied training, and then by the state organizations, social enterprises to co-ordinate the funding sponsorship.The economic benefits of training and developmentAs the organization and implementation of staff training to improve skills and to mobilize the enthusiasm of the production, so under the same conditions of employees to create more effective. The increase in the efficiency, can be used in two ways: direct and indirect calculation method of calculation.In the course of training, trainees should pay attention to the learning curve and information feedback, trainees listen to timely information that can help organizations improve the effectiveness of future training, to reduce unnecessary expenditures.In the training market, there are different styles of lecturers, there are different types of courses, some courses are developed by their own lecturers, some courses are foreign agents, and some courses are designed by companies. Training curriculum design is the first step in the design of different ways to use the curriculum, lecturers say is different, the final results of the training are different. Determines the script as a drama, the curriculum design is the first step in training, but also determines the effectiveness of courses.The cost of trainingEducation and training primarily on the basis of the level of information as well as the size of, the higher the level of information and larger, then the lower cost.Effective cost control is in fierce competition in the market of the basic elements of success. However, the absolute cost control is not just the cost of compression, the need to establish a scientific and reasonable cost analysis and control system that allows business managers have a clear framework for the company's costs, profitability in the right direction and decision-making, internal decision-making enterprises key support to radically improve the situation of the cost of doing business and thus truly effective cost control.8 kinds of employee training forms1, the teaching method: the training of the traditional way to use up the advantage ofconvenient, easy to control the whole process of training. The disadvantage is that a one-way transmission of information, poor feedback effects. Some of these notions are often used for training knowledge.2, audio-visual technology law: adoption of modern audio-visual technology (such as projectors, DVD, VCR and other tools), training of staff. Advantage of the use of visual and auditory perception of the way of clear-cut intuitive. However, feedback from students and practice less, and the cost of production and the purchase of a high content of easily outdated. It is used for business profiles, to impart training skills, conceptual knowledge can also be used for training.3, to discuss the law: In accordance with the complexity and operation cost of the procedure can be divided into the general panel discussions and seminars in two ways. Lectures, seminars and more in the main, or after the half-way to allow students and lecturers communicate. Advantage of multi-directional transmission of information, compared with the teaching of good feedback effects, but higher cost. The panel discussion is characterized by law, when the exchange of information for multi-directional transmission, the participation of students with high, low-cost. Used for the consolidation of knowledge, analysis of the training of students, problem-solving skills and the ability of human interaction, but the training of teachers on the use of the higher.4, case study method: the training of clients, through to the relevant background information, to find a suitable solution. The use of low-cost, effective feedback can be an effective analysis of the training of students problem-solving abilities. In addition, training in recent years studies have shown that the case, discussion can also be used for the training of knowledge category, and better.5, role-playing method: training grant to train teachers in the work of the design of which play a role in the training of teachers and other students in the students after performing the appropriate comments. As a result of multi-directional transmission of information, feedback effects, and practical, and low-cost, and thus more capacity for human relations training.6, self-learning method: This approach is more suitable for the general concept ofknowledge, with emphasis on adult learning as a result of experience and understanding of the properties, so that a certain learning ability and self-conscious students is both economical and practical approach, but this method There are also deficiencies in poor supervision.7, group interaction law: also known as sensitivity training. This method is mainly applicable to the management of interpersonal and communication training. Training to enable trainees to experience activities to enhance their ability to deal with interpersonal relationships. The advantage is improved interpersonal relationships and communication skills, but its effects depend on the level of teacher training.8, Network Training Act: is a new type of computer network information on training methods, greater input. However, due to the use of flexible and distributed learning in line with new trends, focus on training students to save time and costs. Large amount of information in this way, new knowledge and new delivery concepts have obvious advantages, it is more suitable for adult learning. Therefore, for the strength of the popular business, training and development is an inevitable trend.The classification of training methods1. Smile Training: to serve the people, through a variety of special events, a speech full of passion, as well as recognition of participants, so that participants feel that the training process very interesting.2. Hands-On Training: First of all new workers need to perform their work after the observation, and then, through long experience with those who mentor or work colleagues together, to digest, absorb and purpose of the skills.3. Instrument Training: Through a standardized, there is no organization or organizations for the work of the evaluation tools tailored to obtain the relevant skills and their knowledge and information.4. Objective--Based Instuction: including a structured, guiding the training design, the focus is to better the implementation of a work, the incumbent must learn the specific knowledge and skills.5. Enterprises House: by inviting trainers to a series of staff training.6. Public courses: to participate in short-term training courses, job-related enterprisesfor the delivery of the staff to learn the relevant short courses, you can end the cost of provincial and corporate training people in different positions and better training.7. The professional training courses: there is a similar human resources MBA classes, classes, director of the long-term nature of these high-end training courses, a set of professional knowledge into the system, it is time to start the use of industry and better facilitate the incumbent charge.The role of training and developmentEmployee training, as the ability to directly raise the level of managers and staff skills, providing new ideas, knowledge, information, skills, competence and professional growth of employees, the fundamental spirit of innovation and an excellent way to approach is the most important human resources development, investment in physical capital than the more important investment in human capital. With China's accession to the WTO and the world economic integration, business has never been as great importance to training. In this paper, some personal views on the training to the training of innovative enterprises.1. Training - business to take offEffective training, in fact, is to enhance the competitiveness of our business process. In fact, the effect of training does not depend on the individual trainees, but the contrary, the business organization as a state of organisms, plays a crucial role. Good-to-business benefits of training four points:(1), training to improve staff-to-business sense of responsibility sense of belonging and ownership. On businesses of employee training more fully, more attractive to employees, human resources can play a more high-value-added, so as to create more effective business. Data showed that Pepsi-Cola Company of Shenzhen's 270 employees 100 to conduct a survey, almost all of these people participated in the training. Of which 80% of the staff for their work expressed their satisfaction with 87% of employees are willing to remain in the company. Training not only improved the skills of workers and trade unions to raise awareness of their own values, goals fora better understanding.(2), training to promote the business and employees, management and staff level oftwo-way communication, enhance cohesion and cohesiveness, excellent shape corporate culture. Many enterprises have taken training and commissioned their own training methods. Training to do so easily into the corporate culture, because culture is the soul, it is a core value for all employees of the education enterprise micro-cultural system. Enterprise management and staff agree that corporate culture will not only take the initiative to study scientific and technological knowledge and skills to master, but also would enhance a sense of ownership, quality awareness, sense of innovation. So as to nurture their professionalism, innovation and social responsibility to develop all levels of scientific and technological knowledge self-consciously to create a favorable atmosphere for the invention, enterprise IT professionals will grow, enterprise technology development capacity will be increased. More papers in business management "Maoshan under the" Find.(3), training can improve the overall quality of employees, increase productivity and service levels, establish a good image of enterprises, and enhance the profitability of the business. U.S. authorities monitoring, training return on investment of around 33% generally. The United States in the analysis of large-scale manufacturing companies, the company obtained from the training rate of return of up to about 20% -30%. Motorola annually to all employees with at least 40 hours of training. Survey: 1 U.S. dollars per Motorola training fees can be in 3 years to achieve the production efficiency of 40 U.S. dollars. Motorola believes that the quality of good corporate employees have been through technical innovation and economical operation of the company has created four billion U.S. dollars of wealth. Training Motorola's huge investment in training revenue shows the importance of the enterprise.(4), to adapt to market changes, enhance the competitive edge of the reserve forces training enterprises, enterprises operating Yong-Ji vitality. To put it bluntly the competitiveness of enterprises is a competition of talents. Growing wise entrepreneurs realize that training can not be ignored is the development of the "people investment" is to enhance the "hematopoietic" a fundamental way. A study by the United States show that technological innovation is the best investment ratio 5:5, that is, "people investment" and 50% of hardware investment. People-oriented soft-technologyinvestments, the role of the machinery and equipment investment in the hardware technology, doubled the effectiveness of output. Equipment in the same conditions, the increase in "people" to invest up to 1 vote in the middle of the input-output ratio of 8. Promote technological innovation in developed countries not only pay attention to the introduction of machinery and equipment upgrading of the hardware inputs and so on, and pay more attention to improve people's quality as a major objective in the soft technology. Facts have proved that talent is the primary resource, with first-rate talent, we can develop a first-class products, to create first-class performance, enterprises can be competitive in the market in an invincible position.The principles of training and developmentIn order to ensure the direction of training and development will not deviate from the target organizations & companies need to develop basic principles and be guided by them. Specifically include the following:1. Strategic principlesEnterprises must be staff training and development on a strategic level to understand. Bring immediate relief and some staff training, staff will soon be reflected in performance on; some may be obvious after a number of years in order to receive the results, especially for training managers. Therefore, many companies see training as an input but not output to "lose money" transactions, the current emphasis is often placed on the interests of the arrangements, "No admittance except on business" to attend training, and in genuine need of trained personnel due to the heavy task and can not leave. The results on the knowledge there will not use or do not have the "training of specialized households" to make the training a real input into not only the output of the "loss" transactions. So & business strategy must establish the concept of & in accordance with the objectives and strategies for enterprise development the development of training plans, training and development and business in close connection with the long-term development.2. Theory with practice and apply what they have learned the principles ofStaff training should be targeted clear, from the practical & the needs of closely integrated with the job characteristics, and training targeted at their age, knowledgestructure, the capacity of the structure, thinking the situation closely with the aim of training staff with the necessary skills to to complete the work, and ultimately to increase the economic benefits of services. Only in this way in order to receive effective training in order to improve efficiency.3. Knowledge and skills training and corporate culture principle of trainingThe content of training and development, in addition to cultural knowledge, expertise, professional skills training should include the ideals, beliefs, values, moral values, such as the contents of such training. While the latter also with business goals, corporate culture, enterprise system, enterprises such as the fine tradition of combining so that employees in all respects to comply with the requirements of enterprises.4. Full training and focus on the principle of combiningFull training is planned, step-by-step on-the-job training of all staff, which is to improve the quality of the only way for all staff. In order to improve the rate of return on investment of training, training must focus on enterprises that have a significant impact on the rise and fall of management and technical backbone, especially in senior management, is also promising the echelon personnel, should be training in a planned way and development.5. The effect of feedback training and strengthening the principles ofThe effect of feedback and training is indispensable to strengthen the important link. Training effect of feedback refers to the training staff after the inspection, its role is to consolidate the skills of their staff in the use, in time to correct errors and deviations feedback more timely, accurate & training the better. Refers to as a result of enhanced feedback and training personnel on the incentives or penalties. Its purpose is to reward the one hand, to receive training and obtain the performance of staff, on the other hand, is to strengthen the training of other staff awareness training has been further enhanced the effect.翻译:培训与开发1、培训与开发的定义员工培训是指一定组织为开展业务及培育人才的需要,采用各种方式对员工进行有目的、有计划的培养和训练的管理活动,其目标是使员工不断的更新知识,开拓技能,改进员工的动机、态度和行为,是企业适应新的要求,更好的胜任现职工作或担负更高级别的职务,从而促进组织效率的提高和组织目标的实现。
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。
(完整word版)关于新进员工培训的外文文献
On the job training for employees of SMEs in China and avoid the riskAbstract: The in—service training, as a high return on investment in human capital, faced with the inevitable problems and risks. In this paper, the employees working Risk aversion training capacity as the research object, through job training for SMEs and influencing factors of the study, discusses the risks of investment in small and medium-job training and benefits, and attempts by the costs, benefits, risks and other aspects of analysis to identify problems,and proposes the solutions and recommendations.Keywords:SMEs;—the-job training; training in risk; risk aversionWith the knowledge economy era, the face of fierce competition and rapid development of science and technology, creating high—quality employees has become the inevitable choice to adapt to the times. Gary, the founder of human capital theory. Becker balanced with the traditional microscopic method for analyzing equilibrium model of human capital investment, he thought to increase the stock of human capital more proactive approach is to-the—job training。
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。
外文翻译--员工培训被评为“绝对的关键”
本科毕业论文(设计)外文翻译外文题目Staff training rated ‘absolutely pivotal’外文出处Knowledge training,2008(10):p46-47外文作者 Olivia原文:Staff training rated ‘absolutely pivotal’OliviaAs a recent survey reveals the importance that job seekers attach to an organization’s commitment to training, Olivia Hemmings talks to three companies whose investment in their staff is resulting in higher productivity, increased profits and better staff retention.For some job hunters, salary is the main consideration, while for others it is flexible working hours or even location. However, one prospect that unites 90% of travel industry job seekers is the promise of training and development, according to a survey by Abta and People 1st, the sector skills council for the hospitality. leisure travel and tourism industries.And it is easy to understand why. For the applicant, a company's commitment to staff training and development means a likely improvement in their performance, leading to progression up the career ladder.What is surprising, therefore, is that training is provided only by 43% of employers to all their staff each year, by 36% to most employees and by 19% to some. Two per cent of the survey's respondents said they provided no training or ongoing development at all. But three companies that do make significant investment in staff training — and are reaping the rewards — are Thomas Cook, Bales Worldwide and STA.THOMAS COOKWhat training is available?At Thomas Cook, overseas resorts staffs are given training from day one. Before departing the UK, they attend an eight-day residential induction to be taught the basic skills and behaviors they need to be a company representative. Once in resort, they receive up to 12 on-the-job training days before becoming a fully-fledged rep.But training doesn't stop there. Elinor Carr, learning and development manager for Thomas Cook holiday division, says it offers overseas resort staff a clear progressionpath.In fact, regular training sessions are delivered throughout the season and staffs are presented with a range of development opportunities, including Stars, the Senior Training and Recognition Scheme.This training initiative has career progression at its core. Split into three levels, the scheme aims to train up frontline staff to first-line management, then second-line management and finally resort management level, using rigorous training courses. Employees who successfully complete all three levels can then consider the Overseas Management Development Programme (OMDP} if they wish to learn about the wider Thomas Cook business.For this programme, managers attend courses in the UK and complete operational and management modules. Operational modules teach managers about yield management and explain the commercial factors driving the business. The management and leadership modules look at the individual's management style and personality and assess what impact they have on their leadership.Most companies are poor at developing their executives, and most of them acknowledge this: only 3 percent of the 6,000 executives occupying the top 200 positions at 50 large US corporations examined by a recent McKinsey survey strongly agreed that their organizations developed talent quickly and effectively.1 In no area of executive development—job rotation, traditional internal and external training, or mentoring—did a majority of these executives believe that their employers were doing a good job (Exhibit 1).Some companies feel that their high performers will rise to the top naturally, like cream. Others, believing that talent can be bought, try to recruit executives from such sources as General Electric, a famous developer of people. In fact, though businesses should look for senior-level talent outside their own organizations, they themselves must also be good at developing it. In the first place, as talent becomes scarcer—and demography suggests that it will—the "buy-only" strategy becomes risky and expensive. Moreover, recruiting all of a company's senior executives externally sacrifices cultural cohesion and institutional memory. In any case, companies thatcan't develop their own talent find it hard to attract good people from the outside.Job experience drives executive developmentCompanies develop executives in various ways: by giving them feedback, coaching, mentoring, and training. But more than anything else, executives need on-the-job experience in appropriate positions. What makes positions appropriate? Four considerations are crucial.The first is the way a job is structured: the executive who holds it should have both headroom (authority and responsibility) and elbow room (scope and variety). Organizations that are decentralized or that have many "P&L jobs"—in which the holder's decisions are linked to, and measured by, the company's profit or loss—therefore create more opportunities for development than organizations that do not.Second, people with high potential should move through a series of challenging jobs, for after two or three years the learning curve in any position tends to flatten out, and capable people start to chafe. How long any one person should stay put varies with the business, the extent of the challenge, and that person's ability to grow. One company's line executive held 18 positions in 24 years, and though not everyone can or should move so quickly, companies tend to leave executives in jobs much too long. Third, this series of jobs should provide a range of challenges. Working in different geographic regions or with a variety of bosses requires executives to master new contexts. Leading a turnaround, stimulating a stagnant business, and influencing a company from a staff position draw on different skills.Finally, executives need to learn their craft from highly skilled colleagues as well as superiors. The ability to lead can in part be acquired through apprenticeship, and apprentices learn more from world-class experts and leaders than from mediocre ones. Success, moreover, breeds success, so good people are likelier to stay with an organization that has many other good people.Why does Cook invest in training?"We're a people business. We put them at the top of our agenda," explains Phil Bamfather, head of learning and development for Thomas Cook holiday and central.He says well-trained staff are "absolutely pivotal" in the company's success.Phil says that the skills, knowledge and understanding that come with training also increase organizational performance, such as sales and service delivery targets, as well as employee satisfaction.Elinor adds that it's important that staff can see how they add value and that the business is interested in investing in them. She says programmes such as Stars help ensure staff stay within the business and are promoted from within."Staff retention is one benefit of our training scheme," she explains.It also helps Cook with succession planning, when people move up or out of one area of the business and into another.BLAES WORLSWIDEWhat training is available?Susan Rock, inhouse training coordinator at Bales, gives new sales employees six to eight weeks of dedicated one-to-one training.First, new sales and operational staff are introduced to the company's written standards and its brochures. They are then taught about the reservations system Galileo, airline contracts and how to make quotes and take bookings. By the end of the course, the trainees are taking calls and doing the job under supervision.Bales also places a great deal of importance on the need for ongoing development of its staff through product and sales training. Product training involves at least two overseas trips every year for sales staff to gain in-depth knowledge of the destinations. On each trip they can visit up to 10 locations.Sales training is delivered by an external training company which runs three full-day, off-the-job training sessions each year- Training sessions can vary from phone skills to communication techniques that convey conviction in the product.The role of job experience in driving growth is fairly well understood. Thus, it is striking that only 10 percent of the 6,000 executives McKinsey surveyed thought that their companies used job assignments effectively. The problem is that the people who control the process—senior line executives—don't adequately factor development into their decisions. A division president naturally finds it safer to appoint an experienced,highly qualified candidate to a key position than to take a chance and stretch a possible future leader. Furthermore, that division president might not know how to use job experience to develop people: in the McKinsey survey, 48 percent of human-resources executives said that most executives think development is simply a function of training programs.Except for action learning and early training in managerial skills, training programs just are not capable of producing truly great executivessuch programs are often favored because they are highly visible, as well as simple to create and run, and by establishing them an HR department can show that it is doing its bit to nurture people. But with two exceptions—action learning, built around real work projects, to a small group of promising people, and in fact result in action. One project in a GE executive development course required a team to assess the company's investment strategy in South Korea. After four weeks partly spent in that country, the team presented its recommendations to GE's top 28 executives, who based the company's investment decisions largely on those recommendations.Why does Bales invest in staff training?Vivienne Thorn, human resources director at Bales, regards staff training as the future of die company."In all strategic plans for a company and where it's going, you have to include staff training so they can deliver. It's integral to meeting business objectives," she says. Offering the highest level of customer service is a key business objective at Bales. Thom says ensuring staff have the skills to carry this out is one of the reasons behind their "tremendous" investment in employee training.Rock says the training programme also ensures consistent practice across staff. "The benefits of our one-to-one training is the speed at which we can get trainees up to the standards we want, and the learning process is consistent for everyone," she says.The intensive induction has other benefits, says Thom. These include staff making fewer mistakes, feeling supported in their role and "going that little bit extra".In terms of sales achievements. Bales conversion rates have risen from 20% in2004 to 29% last year, and customer complaints have reduced.STA TRAVELWhat training is available?Inconsistencies in induction and management training in the past recently prompted STA to overhaul its training to bring all branches in line with one another. STA offers an informative induction programme and an ongoing development scheme for staff, plus specialist training.The scope of training is now regularly adapted to meet staffs changing needs, and often it is in response to employee feedback.The induction process is an intensive three-week programme that includes basic geography, plus lessons about the company's systems. Presentations are also given by other department heads about the activity they oversee, providing new recruits with an overall company picture. In the second week, inductees spend one day with their branch, shadowing consultants and learning about the booking process. The third week is given over to sales techniques.Trainees are then put into a branch for seven weeks where the branch manager will guide them through other processes and teach them the additional skills they require. Elsewhere, management personnel are also offered a varied learning programme, with training about how to hold a meeting, setting objectives, getting the most out of staff, driving sales and time management.A new initiative in STA's training portfolio is a personal leadership programme which is open to branch managers as well as senior staff. The three-day course aims to provide the leadership and communication skills necessary for managers be able to take owner-ship of a problem and deal with it, rather than refer it to their manager. Why does STA invest in staff training?Catherine Wilson, STA's human resources director, says the company tries to establish its targets as a business, and then provides its people with the skills to achieve them.As well as having increased knowledge to drive sales, Wilson believes training helps to engage employees by demonstrating what's expected of them. She says it alsogives them the ability to be flexible and adapt to the job."We're keen to promote that people don't just come to work for work's sake and for the money but that they come because they want to work for us as a company," she says.STA's commitment to staff investment appears to be paying off. In the past 12 months, employee turnover has been cut by 20%, and sales and revenue have also increased.译文:员工培训被评为“绝对的关键”奥利维亚由于最近的一项研究表明了求职者对公司培训员工的承诺的重视,Olivia Hemmings 告诉三家公司,它们在员工身上的投资将会获得更高的生产力,额外的利润和员工对公司更好的忠诚度。
培训计划参考文献
培训计划参考文献一、培训理论与方法1. 古德斯贝里, E. 玩转团队建设:培训中的互动团队游戏与技巧. 北京: 北京大学出版社, 2005.2. Peter Senge, The Fifth Discipline: The Art & Practice of The Learning Organization. Currency, 2006.3. Kirkpatrick, D. L. & Kirkpatrick, J. D. Evaluating Training Programs: The Four Levels. California: Berrett-Koehler Publishers, 2016.4. 余彦, 多维度培训评价研究. 北京: 经济管理出版社, 2019.二、领导力培训1. Kouzes, J. M. & Posner, B. Z. The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. Jossey-Bass, 2017.2. Goleman, D., Boyatzis, R., & McKee, A. Primal Leadership: Realizing the Power of Emotional Intelligence. Harvard Business Review Press, 2013.3. Blanchard, K. & Johnson, S. The One Minute Manager. William Morrow, 2015.4. Maxwell, J. C. Developing the Leader Within You. HarperCollins Leadership, 2018.三、团队建设培训1. Lencioni, P. The Five Dysfunctions of a Team: A Leadership Fable. Jossey-Bass, 2002.2. Katzenbach, J. R. & Smith, D. K. The Wisdom of Teams: Creating the High-Performance Organization. Harvard Business Review Press, 2015.3. Peterson, R. S., & Behfar, K. J. The Work of Leadership: Building a Culture of Collaboration. Harvard Business Review, 2017.4. Wheelan, S. A. Creating Effective Teams: A Guide for Members and Leaders. SAGE Publications, 2014.四、沟通技巧培训1. Carnegie, D. How to Win Friends and Influence People. Pocket Books, 2009.2. Covey, S. The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change. Simon & Schuster, 2020.3. Pink, D. H. To Sell is Human: The Surprising Truth About Moving Others. Riverhead Books, 2013.4. Goleman, D. Emotional Intelligence: Why It Can Matter More Than IQ. Bantam, 2006.五、跨文化沟通培训1. Meyer, E. The Culture Map: Breaking Through the Invisible Boundaries of Global Business. PublicAffairs, 2015.2. Trompenaars, F. & Hampden-Turner, C. Riding the Waves of Culture: Understanding Diversity in Global Business. Nicholas Brealey Publishing, 2017.3. Adler, N. J. International Dimensions of Organizational Behavior. Cengage Learning, 2017.4. Hofstede, G. Cultures and Organizations: Software of the Mind. McGraw-Hill Education, 2010.以上是培训计划参考文献,这些文献涵盖了培训理论与方法、领导力培训、团队建设培训、沟通技巧培训以及跨文化沟通培训方面的经典著作,能够帮助培训师们更好地为企业员工提供高质量的培训课程。
员工培训参考文献英语作文
员工培训参考文献英语作文Employee Training: A Patchwork of Perspectives。
"Learning by Doing: The Power of Hands-On Training"In the fast-paced world of modern business, theory only gets you so far. It's the hands-on experience that truly hones your skills. Imagine a workshop buzzing with activity, where mistakes are celebrated as opportunities for growth. This is the essence of hands-on training – a dynamic, immersive experience that transforms theory into practice."The Psychology of Learning: Harnessing the Mind's Potential"Unlocking the secrets of the mind is key to effective employee training. Dive into the fascinating world of cognitive psychology, where we explore how the brain absorbs, retains, and retrieves information. From spaced repetition to visual storytelling, discover the sciencebehind efficient learning techniques that maximize employee potential."Building Bridges: Effective Communication in Training"In the bustling marketplace of ideas, communication is king. But it's not just about speaking – it's about listening, understanding, and connecting. Explore the artof effective communication in employee training, fromactive listening exercises to role-playing scenarios. Learn how to bridge the gap between instructors and learners, creating a collaborative environment where ideas flow freely."The Tech Revolution: Embracing Digital Learning Platforms"Gone are the days of dusty textbooks and chalkboard lectures. Welcome to the era of digital learning, where knowledge is just a click away. Dive into the world ofonline courses, interactive modules, and virtual classrooms. Discover how cutting-edge technology is revolutionizingemployee training, making learning accessible anytime, anywhere."From Diversity to Inclusion: Fostering a Culture of Belonging"In today's diverse workforce, inclusivity is not just a buzzword – it's a business imperative. Explore the power of diversity in employee training, where different perspectives collide to spark innovation. From cultural sensitivity workshops to bias awareness seminars, learn how to create a workplace where every voice is heard and every individual feels valued."Beyond the Classroom: Lifelong Learning in the Digital Age"In a world that's constantly evolving, the journey of learning never ends. Explore the concept of lifelong learning in employee training, where curiosity is celebrated and exploration is encouraged. From self-directed study to peer mentoring programs, discover how tocultivate a culture of continuous growth and development in the workplace."Conclusion: The Power of Possibility"Employee training is not just about acquiring newskills – it's about unlocking infinite potential. From hands-on experience to digital innovation, from effective communication to lifelong learning, the possibilities are endless. So let's embrace the journey of discovery,together shaping a future where every individual can thrive.。
员工培训外文参考文献译文及原文-如何培训高层主管.
员工培训外文参考文献译文及原文-如何培训高层主管员工培训外文参考文献译文及原文-如何培训高层主管It is harder to improve coaching and mentoring—inherently informal processes that depend on the chemistry between two people. The formal assignment of mentors can help, especially if a company explains what it expects from the relationship, and an effective performance evaluation process can prod bosses to provide better advice. But it is more effective to build a culture that values coaching and expects it as part of the daily routine.Several McKinsey offices now regularly ask associates which partners they view as mentorsAt McKinsey, for instance, mentoring is regarded as a vital part of the development culture but is still not as common as it should be. To encourage it, several McKinsey offices now ask all associates at regular intervals which partners they view as mentors. Although a small number of partners were named by as many as a dozen associates, most partners were surprised to find that fewer than five had so honored them. These results were monitored for a year and shared openly atpartners' meetings. Attention to mentoring has increased substantially.Five principlesCompanies should take action on five fronts to help executives grow quickly through job experience, the main force that drives executive development.1. Make development a fundamental part of organizational designThe foremost influence on executive development is the way jobs are structured, so the design of an organization determines the extent of its growth opportunities. Some companies are constrained by the narrowness of their portfolios, but even single-business firms can provide highfliers with diverse opportunities.Harley-Davidson, for example, is a single-business company organized around three teams: one to create products, another to create demand, and yet another to provide support services. Each of the company's top 24 executives belongs to one of the teams, which manage themselves and make decisions collectively, thus helping their members broaden their scope, learn more about the company,participate in big decisions, and benefit from feedback from and coaching by teammates.The Home Depot offers individual managers wide degrees of freedom to run their businesses. Unlike other retailers, the company gives store and department managers the freedom to hire their own people, order products, and set prices. "This is my $50 million business," says one manager. "I can double it or run it into the ground. Where else could I get that independence and challenge at 33?"SunTrust, another company that gives many managers rich development opportunities, has resisted the general tendency in thebanking industry to centralize by line of business (mortgages, for example), instead leaving revenue generation, cost control, andtalent management in the hands of local banks. The company believes that big jobs help it attract, keep, and develop strong, broad-gauge executives and teams at the local level.2. Spotlight the besttalentNot surprisingly, the McKinsey survey found that executives regard certain kinds of jobs as better at promoting development than others (Exhibit 2). Since virtually all of the positions that executives regard as most valuable for promoting growth tend to be in limited su原文请找腾讯3249114六-维-论'文;网 pply, the most challenging jobs should go to the most talented people. Of course, a company can't provide a fast track for highfliers if it doesn't know who they are. Since only 14 percent of the executives at medium-performing companies say thatthey can identify their high- and lowfliers, such businesses need to create a more effective system for that purpose.2 First, the whole senior management group should review each of a company's top 200 executives and identify the best 20 percent or so. This won't be easy, and mistakes will be made, but the assessment is likely to be more insightful if it is founded on a candid discussion involving a number of different viewpoints. To promote better feedback, coaching, and mentoring, the discussion should focus on each executive's strengths, weaknesses, and short-term development needs—including what job should come next, and when.3. Broker talent across the organizationImagine the pool of people and jobs across a company's executive ranks. How much development potential is lost if each executive job in a division must be filled only by people who already work for it! Yet this is exactly what happens in many companies: division presidents and department heads fill vacancies by looking solely at inside candidates. Consider also the natural tendency of those same division presidents to hoard their best people, and youget some sense of the scale of the missed opportunities.Sharingtalent across an organization doesn't come naturally and can be risky, but it is possible. The most common (and easiest) approach is the centrally managed one practiced by GE, AlliedSignal, and Arrow Electronics. At GE, staffing decisions for the top 500 jobs begin at the corporate center: HR executives work with the CEO, Jack Welch, to develop a slate of candidates from all parts of the company. Managers with jobs to fill can then choose any candidate they please. At Arrow Electronics, the CEO, Steve Kaufman, says, "The business units have enormous autonomy to make business decisions, but I guide the people decisions."Others companies, such as Hewlett-Packard and Enron, use a kind of "free-market" approach supported by deeply embedded valuesand one or two simple processes. Hewlett-Packard has a tradition ofmoving people across business units to tackle different kinds of challenges. Everyone receives performance ratings from one to five so that managers can find the best people relatively easily. All managers also have access to the names and resumes of the high-potential people chosen for the company's advanced training program. Since there is a job-posting system for every position below the top 100, it is easy for employees to find attractive opportunities.上一页[1] [2] [3] [4] [5] 下一页。
当代民营企业员工培训改进途径 外文参考文献译文及原文doc 精品
本科毕业设计(论文)外文参考文献译文及原文学院经济管理学院专业工商管理年级班别学号学生姓名指导教师年月日目录1.1以人力资本开发为动力的竞争优势 (1)1.2 IBM内部人力资本开发计 (3)1.3三星人才资本管理 (5)1.1 Competitive advantage powered by human capital (8)1.2 Human capital development plan of IBM internal (10)1.3 Human capital management of Samsung (13)译文:开发人力资本人力资本的开发谈的是全公司的全部劳动力的知识和技能的开发。
在人力资本的观点看来,顾主把人力资源的开发看作是一种投资.许多美国的工厂的发展得益与他们的人力资本的开发.他们得出这样的结论:他们认为“随着竞争的不断加剧,人才是企业参与竞争的唯一有优势”这个观点认为人力资本的开发和管理应该得到更多的知识和加强.另外,全面的企业的管理而非个人管理是会影响到企业的人力资本开发和管理的!同时这也是对企业的战略实施和执行的起到关键性的作用!进行人力资本开发需要一个完整的部门组织.为了解决这个问题,许多公司尝试利用招聘临时工人.其他企业尝试去改进他们的招聘选拔人才的技术和方法.但是聘用的历史人才就会对他们的要求比预期的目标药膏!.聘用著名的管理人才是不够的,因为战略管理者需要的是建立一个忠于企业目标和价值关的团队,这是战略的集中表现的!积极参与企业管理层的培训计划是非常有价值的因为这样能够不断改进个人的能力,更新自身的知识.随着自身的技能的提升,在持续管理的过程中会能胜任更多的工作和对经济安全有了一定保证!战略管理者的全球的性的阅历和经验在管理中变得更重要了,一个著名的经济分析员认为“随着所有的工业的目标都不断扩大到国外市场,更多的企业需要更多的有外国管理经验的高层管理人员.”因此,企业为那些能够使企业在国际市场上竞争中赢得胜利的人才提供更多的出国深造的机会!另一方面,由于跨国管理能力的变化,管理的多过化已经变成了企业参与全球竞争目标的重要方面!有效的培训和发展课程可以提升把一个普通的管理者变成一个成功的战略领导者的可能性.这些课程已经变成和知识一样重要,使企业获得更完整的的核心竞争优势更重要的是这样的课程建立了一个组织知识和技能的整体框架,包括了把个人的价值观集中到企业来建立一个完整的系统的价值体系。
员工培训方案设计英文文献及翻译
员工培训方案设计英文文献及翻译The staff trains the plan design to study1 training demand analysisorganization to take the market competition the main body, it must be the rationalization, regards all by economic man's judgement, the training cost regardless of from the expense, the time and the energy said, all is not low, training is must take the certain risk, therefore in whether carries on before training to need to carry on the demand analysis, instructs the training plan according to the demand the formulation, must with a clear goal, not be able purely to train for training. The training demand analysis must carry on from the multi- dimensions, including organization, work, individual three aspects. First, carries on the organization analysis. The organization analysis refers to in the determination organization scope the training demand, guaranteed the training plan conforms to organization's overall goal and the strategic request. According to organization's movement plan and the long term planning, forecast this organization future will possibly have any change in the technology and the organizational structure, understood which knowledge the existing staff's ability and the extrapolation future will need and the skill, thus estimated which staffs will need to carry on training in which aspects, as well as this kind of training will be true the time which effective will need, extrapolated training will propose the earlier period the length, will not send supervises thirstily digs a well. Next, carries on the work analysis. The work analysis refers to the staff to achieve the ideal work achievements must grasp skill and ability. Finally, carries on individual analysis. Individual analysis will be existing horizontal and anticipated future carries on the staff to the staff skill request according to, discovered two between whether will have the disparity. Research worker work behavior and between expectation behavior standard difference, when works in a big way? Quot; When ability ", then needs to carry on training, through sharpens the ability, achieved staff's" duty "is consistent with" function ". "duty" and "the function" two all is a variable, when the function enhanced, needs to develop the duty, causes two maintenances to be consistent; When the duty has surpassed the ability, needs to carry on training, the development function, causes two regressions to be consistent. Because trains the object is a staff, whether completes the work to be decided by many factors, training certainly is not multi-purpose, moreover trains must emphasize the cost income, therefore, looked whether trains promotes the transformation which staff's personal behavior occurs expected. If hired the skill not to conform to the request person or is the bad manner question and so on, then was not the question which training could solve, did not need to train, if existed when question training could solve, then carried on the staff to train, designed the concrete training plan.2 training plans each composition factor analysis training plan is trains the goalthe training content, the training instruction, trainer, the training date and the time, trains the place and the equipment as well as the training method organic synthesis. The training demand analysis is trains the plan design the guide, an exhaustive training demand analysis on approximately constructs draws the training plan the general outline, trains the demand analysis in front in the foundation, under carries on the concrete analysis on the training plan each composition essential factor.2.1 training goals establishment traininggoal establishment depends on the training demand analysis, we talked about the organizationanalysis, the work analysis and individual analysis in the training demand analysis, through the analysis, we will be clear about the staff future to need to be engaged in some post, if was engaged in this post the work, between the existing staff's function and the anticipated duty had the certain disparity, eliminated this disparity is our training goal. The establishment training goal will provide for the training plan is clear about the skeleton which the direction and will rely on. Had the goal, can determine the training object, the content, the time, the teacher, the method and so on the concrete content, and may after training, carries on the effect appraisal to according to this the goal. Trains the total goal is macroscopic on, more abstract, it needs in administrative levels to be unceasingly thin, causes its concrete application, has may be operational. Must achieve the training goal, requests the staff to grasp some knowledge and the skill through training, namely hoped what the staff does understand after training? You hoped what the staff can do after training? You hoped which the staff does have after training to change? These expectations all is take trains the demand analysis as the foundation, through the demand原文请找腾讯3249114六,维'论'文.网 , but the enterprise develops needs to have any type the knowledge and the skill staff, the anticipated center duty is bigger than the existing function, then request training. Between the bright staff's existing function and the anticipated center duty request two disparity, namely had determined the training goal, carries on thin the training goal, is clear about, then transforms as various levels concrete goal, the goal more concrete more has may be operational, is more advantageous to the overall goal realization. The training goal is trains the plan implementation the navigation lamp. Had the explicit training overall goal and various levels concrete goal, said regarding the training instruction, had determined really does missionary work the plan, positively for realization goal but teaching; As for trainer that, the bright study goal was at, can little walk multichannel, is unremittingly facing the goal which decides but unremittingly diligently, can achieve the twice the result with half the effort effect, on the contrary, if the goal is not clear about, then is easy to create the instruction, trainer deviates the training expectation, creates the manpower, the physical resource, the time and the energy waste, enhanced the training cost, thus possibly causes the defeat which trains. The training goal and the training plan other factors are the organic synthesis, only had is clear about the goal only then to have the possibility science design training plan other each parts, caused the design science the training plan possibly to become2.2 training contents choiceafter has been clear about the study result which the training goal and the expectation achieved, receives needs to determine in training should include instruction information. Although the concrete training content is infinitely varied, but generally speaking, should the training content including three levels, namely knowledge training, skill training and quality training, actually choose which level the training content, should act according to each training content level the characteristic and the training demand analyzes chooses. Knowledge training, this is the organization trains the first level. The staff so long as listens to a time of course, or looked a book, possibly obtains the corresponding knowledge. In the school edition, obtains majority of is the knowledge. Knowledge training is advantageous to the1787understanding concept, strengthens to the new environment adaptiveness, reduces the enterprise to introduce new technical, the new equipment, the new craft barrier and the obstruction. At the same time, wants the system to grasp a specialized knowledge, then must carry on the system knowledge training, ifmust become "X" talented person, knowledge training is its essential way. Although the knowledge trains esay to do , but it is easy to forget that, the organization only pauses in the knowledge training level, the effect is not good is may foresee. Skill training, this is the organization trains the second level. Here so-called skill is refers can cause the operation ability which certain matters occurs. The skill once the academic society, is not generally easy to forget that, like rides a bicycle, the swimming and so on. Incurs enters the new staff, uses the new equipment, introduces the new technology all inevitable to have to carry on skill training, because abstract knowledge training not impossible to adapt the concrete operation immediately, regardless of your staff is how outstanding, the ability has, generally speaking all is strongly impossible not to be able to operate immediately after training very much well. Quality training, this is topmost story which the organization trains. Whether here "quality" refers to the individual correctly thought. The quality high staff should have the correct values, has the positive manner, has the good thought custom, has a higher goal. The quality high staff, possibly temporarily lacks the knowledge and the skill. But he can for the realization goal effectively, on own initiative study the knowledge and the skill; But quality low staff's, since has already grasped the knowledge and the skill, but he possibly does not use. Above introduced three levels training contents, actually do choose which level the training content, is decides by the different trainer special details. Generally speaking, the superintendent is partial to knowledge training and quality training, but the common staff member favors knowledge training and skill training, it finally is and anticipated "between the duty" difference decided by trainer "function".2.3 who do instruct the trainingtraining resources to be possible to divide into the internal resources and exterior resources, internal resources including organization's leadership, has the special knowledge and the skill staff; Exterior resources is refers to the specialized training personnel, the school, the public seminar or the academic course and so on. In the multitudinous training resources, chooses what kind of resources, finally must and may the use resources decide by the training content. Organization's leadership, has the special knowledge and the skill staff is organization's important internal resources, uses internal resources, may cause trainer and train all obtains the enhancement in every way. In organization's leadership is the quite appropriate candidate. First, they both have the specialized knowledge and to have the precious work experience; Next, they hoped the staff obtains successfully, because this may indicate they leadership ability; Finally, they are training own staff, therefore definitely can guarantee trains and works concerns. Which training way regardless of adopts, organization's leadership all is the important internal training resources. Has the special knowledge and the skill staff also may instruct training, when the staff trains the staff, because frequently contacts, one kind of team spirit then naturally forms in the organization, moreover, did this has also exercised training instruction myself leadership ability, when the organization service was busy, the organization interior could not branch out the manpower to design and to implement staff's training plan, then requested various to exterior training resources. Works the outstanding personnel certainly not necessarily to be able to train a similar work outstanding staff, because the teaching has its own some rules, exterior training resources exactly majority is the training personnel which the familiar adult studies the theory. Exterior trains the personnel to be allowed to act according to circumstances according to the organization, and may provide the renewal compared to the internal resources the viewpoint, more open field of vision, but exterior training resources also has its deficiency, on the one hand, exterior personnel needs to be flowered the time and the energy uses in to understand the organization the situation and the concrete training demand, this will enhance the training cost; On the other hand, uses exterior personnel to train, organization's leadership is irresponsible to the concrete training process, shirks the responsibility to staff's development. Exterior resources and internalresources respectively have the good and bad points under, but compares, or pushes the internal training resources, only has in the organization service truly busily, when cannot separate the manpower, when or truly the internal training resources lacks the suitable candidate, only then may choose exterior training resources, but although so, also must only then for is best exterior resources and internal resources union use.2.4 determined traineracts according to the organization the training demand analysis, different demand decision different training content, thus on roughly determines the different training object, namely trainer. In front of the hillock training is to the new staff introduced the organization the rules and regulations, cultural as well as organization's service and the staff, the new staff arrives the company, facing a new environment, they not too understood the organization the history and the organization culture, did not原文请找腾讯3249114六,维'论'文.网 the hillock in view of the above various aspects to train, Trained the content by the hillock in front of to decide trainer only could be organization's new staff, said regarding the senior staff, these trained meanless. Regarding staff and transformation work post staff which soon is promoted, or cannot adapt the current post staff, their function with the duty or the anticipated duty which already had has the difference, the duty has been bigger than the function, needed to carry on training to them. May use to them in hillock training or outwork training, but which training method regardless of selects, all is take knowledge training, skill training and quality training as the content, but different content knowledge training, skill training and quality training have determined different trainer. After the concrete training demand analysis, according to the demand can determine the concrete training content, had also determined according to the demand analysis which staffs lack which knowledge or the skill, the training content and the deficient knowledge and skill tallying namely for this trainer. Although the training content has decided roughly on trainer, but certainly was not equal to said these are trainer, but also should from the definite these roughly on trainer angle look whether it suitablly does receive training. First looked these people to train whether is interested, if does not feel interest Yi Rangqi not to receive training, because does not have the enthusiasm, the effect definitely cannot be very good; On the other hand, must look its individuality characteristic, some individualities are inborn, since can grasp the knowledge, the skill through training which needs, but he still ill was in harmony with this work, then he belonged must trade the post, but was not needs to train. Considered from the training content and trainer two aspects, finally definite trainer.2.5 training dates choice training date choice.When needs when to train, this truth is obvious, but in fact, achieves this point not to be certainly easy, actually often marched into some erroneous zones, the under procedure is marched into the erroneous zone. Many companies often are quite is convenient or training expense quite cheap time in the time provide training. If many companies grasp the plan to subscribe in the production off season prevented the influence production, actually did not know because not prompt training has actually created the massive second quality items, the waste product or other accidents, the price is higher, again like some companies subscribe training quite is cheap in the training expense, but this time actually certainly does not need to train, actually did not know when needs to train carries on the retraining actually to need to be able to leave the retraining the cost. When does the staff train the plan the design to have to achieve needs when to train, in the usual situation, has the following four kind of situations to need to carry on training for a while.First, the new staff allies the organization. The majority new staffs all must through the training familiar organization's working routine and the behavior standard, since the new staff entered organizes to have the outstanding workmanship, they also had to understand in the organization operation some differences, very little had the staff just to enter the organization to grasp all skills which the organization needed.Second, the staff soon promotes or the post takes turns. Although the staff already became the organization senior staff, regarding organization's rules and regulations, organization culture and incumbent post responsibility all extremely familiar, but the Jin opens to the new post or takes turns the new post, is engaged in the new work, then can have the new request, although the staff does extremely on the original post splendidly, prepares regarding the new post not necessarily to be actually full, in order to adapt the new post, then requests to the staff to carry on training.Third, as a result of the environment change, the request unceasingly trains the senior staff. Because the many kinds of reasons, need to carry on to the senior staff unceasingly train. If introduces the new equipment, requests to train the new technology to the senior staff; Purchases new software, requests the staff to learn the installment and the use. In order to adapt the market demand change, the organization all unceasingly is modulating own management strategy, after each time adjusts, all must carry on training to the staff.Fourth, satisfies the recovery the need. Because the staff does not have the basic skill which the work needs, thus needs to train carries on the recovery. In following two kind of situations, must carry on recovery training: One, because the labor market is scarce either the administrative intervention or other various aspects reason, you could not but advertise for have not conformed to the request staff member; Two, when employment advertise looks like meets the requirement as if, but actually uses its performance actually unItaly. When makes the training demand analysis, determined which knowledge needs to train and the skill, according to the former experience, makes the program arrangement to these knowledge and skill training, looked approximately needs how much time, as well as training is true the time which effective needs, thus inference training proposes the earlier period the length, when according to has and proposes the earlier period 原文请找腾讯3249114六,维'论'文.网 organization trains the method has many kinds of, like teaches the law, the demonstration law, the case law, the discussion law, the seeing and hearing law, the role acting law and so on, each training method all has its own good and bad points, in order to improve the training quality, achieved the training goal, often needs each method to coordinate, the nimble use, under emphatically analyzes teaches the law, the demonstration law, the case law three commonly used methods, when training may act according to trains the way, the training content, the training goal selects one or selects the many kinds of coordinate use.2.6.1 teachesthe law to teach the law is refers to teaching through the language expression, systematically teaches the knowledge to trainer, expected these trainer can remember important idea and specific knowledge. Teaches the law to use in time the teaching requests: (1) Teaches the content to have to have the scientific nature, it is the guarantee teaches the quality the most important condition; (2) Teaches to have to have the systematic characteristic, orderliness clearly, key is prominent; (3) Teaches when the language must be clear, vivid is accurate; (4) When necessity application blackboard writing. Teaches the law although is in training applies the most popular one method, but it already has the obvious merit, simultaneously, also has very many flaws. Teaching method merit: (1) Is advantageous systematically accepts newknowledge to trainer; (2) Easy to grasp with the control study progress; (3) Is advantageous to deepens understanding the difficulty big content; (4) May simultaneously carry on education training to many people. Its shortcoming is: (1) Teaches the content to have compulsorily, trainer has no right independently to choose the study content; (2) Study effect Yi Shou teacher teaches level influence; (3) Only is the teacher teaches, not to have the feedback; (4) Between trainer cannot discuss, is disadvantageous to the promotion understanding; (5) Has studied the knowledge is not easily consolidated.2.6.2 demonstrationslaw demonstration law is the utilization certain material object and the teaching aid, through really demonstrates, causes trainer to understand how some kind of business is does complete. Demonstration law request: (1) Before the demonstration prepares all apparatuses, the placement is neat; (2) Enable each trainer all to see clearly the demonstration; (3) The demonstration finished, lets each try the center; (4) Tries to each trainer to do all gives the immediately feedback. The demonstration law uses in the teaching similar merit and the shortcoming coexists. Its merit is: (1) Is helpful to stimulates trainer the study interest; (2) May use the many kinds of sense organs, achieves looked, listens, to think, to ask unifies; (3) Is advantageous to obtains the perceptual knowledge, deepens to studies the content the impression. The demonstration method shortcoming is: (1) The suitable scope is limited, is not all contents all can demonstrate; (2) The demonstration installment migration is not convenient, is disadvantageous to the teaching place to chang; (3) Before the demonstration needs the certain expense and the energy prepares.员工培训方案设计英文文献及翻译员工培训方案设计研究1 培训需求分析组织作为市场竞争的主体,它必须是理性化,以经济人的眼光来看待一切,培训活动的成本无论从费用、时间和精力上来说,都是不低的,培训是要冒一定风险,因此在是否进行培训前需要进行需求分析,根据需求来指导培训方案的制定,要有的放矢,不能单纯地为培训而培训。
企业员工培训外文翻译文献
文献信息:文献标题:CONSTRUCTIVE TRAINING IMPLEMENTATION METHODOLOGIES FOR CORPORATE EMPLOYEES(企业员工建设性培训实施方法)国外作者:G Abhishek,CB Senthikumar文献出处:《International Journal of Mechanical Engineering and Technology (IJMET)》, 2017, 8(3):89–96字数统计:英文2346单词,12438字符;中文3782汉字外文文献:CONSTRUCTIVE TRAINING IMPLEMENTATION METHODOLOGIES FOR CORPORATE EMPLOYEESAbstract Every organization needs to have well trained and experienced people to perform the activities that have to be done. Thus employees’ training is not only an activity that is desirable but also an activity that an organization must commit resources to if it is to maintain a viable and knowledgeable work force. The concept of Training has changed from the time it got evolved. The delivery methodology is extremely important, as the success of the training is directly related to the methodology handled in the training program.Key words: Training Purpose, Training Benefits, Training Methodology& Training Delivery Methods.1.INTRODUCTIONConducting training programs in the organization is becoming more crucial these days. Every organization wanted their people to grow well both in terms of technical skills & behavioural skills. Everyone will not know everything when they get into the organization. With experience & effective training, an employee gets the knowledge & will start incorporating things in the work place. Without training the job becomesmonotonous. Thus to make the work more conducive, training is becoming more mandatory. Training is a process of learning a sequence of programmed behavior. It is application of knowledge. It gives people an awareness of the rules and procedures to guide their behavior. It attempts to improve their performance on the current job of prepare them for an intended job. Training is everything that is done by and for staffs in order to maintain an extend their work related knowledge skills and capabilities. Training is a technique aimed at improving what the organization is doing, by improving the skills of individual and teams.2.THE MAJOR PURPOSES OF TRAININGTo Improve ProductivityPurposeful instruction can help employees increase their level of performance on their present assignment. Increased human performance often directly leads to increased operational productivity and increased company profit. Again, increased performance and productivity, because of training, are most evident on the part of new employees who are not yet fully aware of the most efficient and effective ways of performing their jobs.To Improve QualityBetter informed workers are less likely to make operational mistakes. Quality increases may be in relationship to a company product or service, or in reference to the intangible organizational employment atmosphere.To Help a Company Fulfill its Future Personnel NeedsOrganizations that have a good internal educational programme will have to make less drastic manpower changes and adjustments in the event of sudden personnel alternations. When the need arises, organizational vacancies can more easily be staffed from internal sources if a company initiates and maintains an adequate instructional programme for both its non-supervisory and managerial employees.To Improve Organizational ClimateAn endless chain of positive reactions result from a well-planned trainingprogramme. Production and product quality may improve; financial incentives may then be increased, internal promotions become stressed, less supervisory pressure ensure and base pay rate increases result. Increased morale may be due to many factors, but one of the most important of these is the current state of an organization’s educational endeavor.To Improve Health and SafetyProper training can help prevent industrial accident. A safer work environment leads to more stable mental attitudes on the part of employees. Managerial mental state would also improve if supervisors know that they can better themselves through company-designed development programmes.Obsolescence PreventionTraining and development programs foster the initiative and creativity of employees and help to prevent manpower obsolescence, which may be due to age, temperament or motivation, or the inability of a person to adapt him to technological changes.Personal GrowthEmployees on a personal basis gain individually from their exposure to educational experiences. Again, management development programs seem to give participants a wider awareness, an enlarged skill, and enlightened altruistic philosophy, and make enhanced personal growth possible.Thus the major purpose of training is to transmit the knowledge to the participants. This is not only for the technical programs. It can also be followed for the behavioural or soft skills training programs. Now the importance given to the soft skills training is growing high as the cultural change plays a major role in defining the success of the organization. Thus along with technical training, the soft skills are also given more importance for the organizational growth.3.BENEFITS OF TRAINING•Helps in an increased use of technology which results in higher production.•it helps in additional hands to cope with an increased production of goods and services.•Helps in higher performance of inexperienced, new joiners.•Old employees need refresher training to enable them to keep abreast of the changing methods, techniques and use of sophisticated tools and equipments.•It helps the employees to do the work in a more effective way, to reduce learning time, reduce supervision time, reduce waste and spoilage of raw materials and produce quality goods and develop potential goods.•It reduces grievances and minimizes rate of errors and mistakes.•It maintains validity of an organization as a whole and raises the morale of its employees.•It helps in assisting employees to function more effectively in their present positions by exposing them to the latest concepts, information and techniques and developing the skill in a particular field.•It helps in building up a second line of competent officers and prepared them to occupy more responsible positions.•To broaden the minds of senior managers by providing them with opportunities for an interchange of experiences within and outside with a view to correcting the narrowness of the outlook that might arise from over specialization.4.TRAINING METHODOLOGY4.1.Traditional & Computer Assisted TrainingIn the early days the training methodology was more into class room session & they started using Computer Systems in mid 90s for conducting sessions. In the class room sessions, the facilitator will talk & people would be listening to it. Hardly people were given a chance to speak. When computer systems were used, people were more inclined towards knowing it as it was a new training concept for all.4.2.The E Learning EraOnce the computers were used in the training, there were lots of associations who came with an E Learning methodology for learning. Here the participants can learnfrom anywhere. Initially, participants were forced to sit at once place & sessions will be conducted by a facilitator. But in the E Learning modules, the participants were given a flexibility options. Thus it was much more flexible. This method is followed even now.4.3.Blended & Informal LearningThis was a combination of the above mentioned methodologies. The session was taken with•Class Room Training•Using E Learning Tools like videos, audios•Power Point Presentations•Handouts•Discussion ForumsThis mechanism was designed & formulated in abroad many years back. Now Indian Trainers have started involving their sessions on the tools mentioned above than relying only on Power Point Presentations. This is a successful methodology.4.4.Collaborative TrainingVery few trainers who are competent & having a great command in their domain are coming into this methodology of training. This is done more on the Experiential Learning basis. It is the combination of all the above ways. Here trainers do not teach. They facilitate the participants to come out with their own learning outcome. Thus participants will be satisfied by getting to know what they wanted. Most of the trainers are relaying on the conventional type of training program. This collaborative method is very easy for the participants to understand the concept. The prime focus of conducting the training program is to make the participants to understand & get the return on investment for the time they had spent & for the amount the organization has spent.Thus Successful Training = ROI [Participants Time + Organization’s Investment +Trainers Knowledge& Ability]5.TRAINING DELIVERY METHODSThe training delivery methodology has changed from the time of inception. Initially it was only through the Lecture systems. People had no option, than sitting in the hall & listening to the lecture. People make notes from the information said by the speaker/trainer. Anything to be specified, the trainers were using the white board to signify the same.Then when some informative books came in the market, people started showing interest more in this as they can do reading at any point of it. They started making notes even from this & used the learning at the appropriate situations.Then the Audio Visual medium came. Along with the lecture, trainers show some videos & power point presentations. This was inculcating lots of interest towards the subject. It was also easy for people to understand.In the Demonstration method, it was more like shown on how it has to be done. Most of the fields like Medicine, Chemical, Mechanical, etc.., undergo the demonstrative method to make sure the learning reaches the audience at its best.After a point, trainers started implementing the Participative Approach in the training program. The teams would be formed based on the random/competencies/department basis. The participants will be discussing on the topic & from that the learning will be formulated. Here the trainer will be a mediator & he will make people to think, reflect, make everyone to participate, give ideas etc.., this methodology is called as the Discussion Forums/Group. Here everyone will reflect, have mutual learning & will have the satisfaction that they have been a part of the learning mechanism. Instead of being a single way communication, it will be a formulated team communication.Practice by doing methodology is effectively followed by very few technically strong facilitators. It will involve lots of practical activities which will help the participants to understand the learning easily. This can be achieved from conducting experiential training sessions which will be easy for the participants to implement the learning at their work.Immediate Use is a methodology is done when people were about to get in to the job/project, the training conducted for them will be of immediate use. This will alsohelp them to teach the same learning to others. By this they will also help others & will not forget the learning.6.INTERESTING TRAINING DELIVERY METHODOLOGYIf the training has to be successful, the training delivery methodology has to be very effective. The trainer or the facilitator cannot depend only on the lecture method or the power point slides. The trainers are supposed to innovate & come out with fresh & new mechanisms in the training delivery. if not participants will get bored.Now the participant’s expectations towards the programs are going high. This is because of the exposure of the participants & their intellectual capability is also very high. If the trainer continues to speak or show the slides, the participants will not be in a position to get along with the subject matter. Thus it is a huge challenge for the trainer to make the participants to be more attentive.If it is the technical topic, people will be forced to be more attentive as they may have to incorporate the learning in their job. But when it comes to Soft Skills topics, it will become a big challenge to the trainers to incorporate the same.The recent study of conducting effective training delivery methodologies has found what interests the audience in terms of training delivery.In that study, many prefer the Games & Activities as it has wider scope of learning coverage compared to the other methodologies. Here participants actively participate & get the learning easily. The learning will be dealt with more fun. This is a kinesthetic way of handling the session, people will not forget the learning outcomes & thus the program will be successful in terms of feedback & also into the cultural changes in the organization.The Effective Training Delivery can be done through•Games [Indoor & outdoor]•Personal Interaction & Motivation•Case Studies•Role Plays•Discussion Forums With Limited Power Point Slides•Videos•Quiz & Puzzles•Team Presentations•Limited Slides with more figures than words•Proper Debriefing from the facilitatorIf these delivery methodologies are followed, the training would be very successful.7.SUGGESTIONS•Trainers should make the participants to speak & ignite their minds towards the particular topic.•The trainer should be like a catalyst or a facilitator. His role should be 30% & 80% should be from the participants’ side.•Trying to come out with innovative techniques for the program & make it livelier with live examples. Should be more of Participative Experiential Learning.•Giving handouts & making them to work on it will also help in easy understanding of the concept.•Involving lots of games/activities/exercises to make the session energetic•Motivating each & every participant to actively participate in the session•Giving individual attention will also boost the employees’ interest towards the program.•From every activity, the learning objective should be identified & make them aware how that can be implemented in the organizational climate.•All the modern methodologies are formulated to for easy understanding. Thus instead of power point presentations, the trainers can start to incorporate these delivery methods to make it more effective.•The ability of the trainer is to formulate the activities & Games to the desired objective. Conducting activities is not great but conducting activities which are in sync with the training goals & objectives makes the difference. At the end, it has to becommunicated to the audience by the trainer.8.CONCLUSIONThe current study identified the gap in the training delivery methodology. Many training sessions are not well received as the methodology is not been properly followed. This article is not against power point presentations. Along with the power point presentations, there should be some interesting leaning mechanism which will enhance the interest of the participants during the training sessions. Content is more important in the training. But if the content is not been delivered with the proper methodology, then the training will fail.中文译文:企业员工建设性培训实施方法摘要每个组织都需要训练有素且经验丰富的人员来执行必须完成的任务。
人力资源在职培训中英文对照外文翻译文献
中英文对照外文翻译附件1:外文翻译译文在职培训在职培训一般是在正常工作条件下对工作技能的培训。
通过在职培训,工人可以掌握一般技能,是可以从一个工作转移到另一个工作的技能。
关于在职训练,通常包括口头和书面指示,示范和观察,动手实践和模仿。
此外,对在职员工的培训过程涉及一个通常是主管或有经验的员工传递知识和技能到一个新手。
在职培训是最古老的培训形式之一。
此前,异地培训教室的出现,唯一的任务是一起学习某一行业或专业,是学徒的做法,在中世纪时,有经验的工匠和新手一起工作教授新员工实用的方法和知识。
在职培训是一种职业培训,在美国它是一种对非管理雇员培训的主要形式。
许多研究表明,它是最有效的职业培训形式。
在职培训大部分是由私营部门提供,但最广泛的研究培训计划由联邦立法的赞助。
在职培训程序从公司监事正规培训到观察学习。
从这个意义上说,在职培训最正式的类型是课堂培训,他们主要在企业内部不同的部门进行。
在国际竞争更广泛的电脑生产过程中使用,更正式更复杂的在职培训的落实已成为在美国公司的关键问题。
在职培训的类型两个不同类型的关于在职培训的频繁杰出的专业文献:结构(计划)和非结构化(计划外)。
非结构是最常见的一种,泛指在职培训主要涉及一个新手与经验丰富的员工的工作,新手在导师的观察下模仿训练的过程。
新工人主要通过试验和学习的方法向经验丰富的工人或者监事学习。
非结构化培训的工作(如产品制造)的要求很低,并不像传授工作技能(如生产产品所需的特定技能)的新工人培训。
因此,非结构化的在职培训往往不能完全按需要的技能传授或持续,因为有经验的员工,有时无法清楚表达执行工作的正确方法,他们每次训练新工人时会使用不同的训练方法。
与此相反,结构化的在职培训,涉及教新工人,他们必须知道怎样做,才能成功地完成其任务的程序。
在职培训是一种重要的投资考虑到大约30%的新工人的时间花在在职训练的时间90天,即在培训期间导师的生产力可能会减少,根据J. Rothwell和Kazanas在改善在职培训里新工人可能犯不必要的错误。
员工培训的新发展外文翻译
中文3615字本科毕业论文(设计)外文翻译外文题目New Developments in Employee Training 外文出处Work Study外文作者Christianne Derouen, Brian H. Kleiner原文:New Developments in Employee TrainingChristianne Derouen, Brian H. KleinerIn order to accommodate the rapid technological changes, employees must mas-ter increasingly complex technical skills. Five major forces behind training becoming so important and central to any firm’s operations are as follows:(1) global and domestic competition;(2) changes in technology;(3) mergers, acquisitions and divestitures causing realignment of structures andfunctions of companies;(4) better educated workforce;(5) emergence of new occupations(computer, etc.).New training ideas are developed because trends are towards making training more practical, realistic and pertaining to employees’ jobs. Training must give em-ployees broader knowledge, enabling them effectively to utilize new technology and integrate it into the workplace. Lower costs, better quality, faster return on investment, increased productivity and long-term growth are all achieved once employees adapt to changes and are trained accordingly. In the past, training was very class-room/instructororiented. This has recently proven ineffective compared with more modern developments.Two books published in 1988[1,2] discuss many companies and modern em-ployee-training ideas which are being utilized today to keep pace with technology. The four areas addressed are:(1) aligning training strategies with corporate goals;(2) continuous learning;(3) manufacturer-user; and(4) designing and delivering training cost-effectively.Additionally, various magazine articles supplement some of the ideas discussed in the two books as well as introduce new training methods.Aligning Training Strategies with Corporate GoalsThe first type of training mentioned in the above books discusses aligning train-ing strategies with corporate goals, which is necessary because each company must evaluate what is needed for it to be competitive and successful. Once this is known, training can be applied accordingly.American Transtech, a subsidiary of AT&T, aligns its training with corporate goals by focusing its training in the following manner: managers are trained to hire their own personnel, relying less on Human Resources. Once hired, new employees go through a two-day orientation where company policy and procedures are outlined and teamwork participation is encouraged, since teamwork is an integral part of American Transtech. On completion of the orientation, the new hires are placed in groups and trained about their job and its functions with the aid of a computer. There are no instructors leading the class, so it is necessary for the teams to discuss among themselves various problems and assignments presented to them on the computer.Group training follows the employees to the workplace, where groups often meet to discuss needs and problems of the company. From this process the goals of training for the company are met. The computer/no instructor process is not mentioned very often but is a more modern way to train as computer use is so widespread. American Transtech found this method is successful in getting people to work together as well as learn together.Corning Glass Works is another company which implemented a training pro-gramme aligned with its corporate goals. Training is so important to Corning Glass that it felt the training given would directly relate to success and hopefully put it a step ahead of its competition. The corporation, with the help of outside consultants, put together a textbook about quality at Corning Glass. The training department worked hard exposing all 28,000 employees to training in product and people quality. Mid-level management was the focus of the training. The book was used as a guide-line, and the emphasis was teamwork. From the initial training, Corning Glass found problem areas which needed to be addressed in further company training courses, in-cluding interpersonal relationships and problem solving. Though use of books is byno means a modern training method, a company writing its own book for training purposes and updating as needs arise is not a commonality. Most companies rely on outside training courses.Continuous LearningMore recent trends show training going beyond “job specific” to “continuous learning”, in which the focus is on other areas of expertise within the company. In continuous learning employees are encouraged to learn and understand the jobs and skills needed of those around them and more often perform them on a regular basis. Semiautonomous work teams are most conducive in the continuous learning envi-ronment because each employee trains others in their group. This way employees know one another’s jobs and can perform them in case of an employee absence. Em-ployees begin to realize that learning and continuous training is as big a part of their job as the job itself.Training one another, or “train the trainer”, is another important aspect of con-tinuous learning. It allows employees to develop new applications and techniques and share them with their peers or supervisors.S.B. Thomas, Inc. feels there are two types of training in its continuous learning plan – social and technical task training. In social training employees are given a sec-ondary job, such as communicator, counsellor, safety officer. These secondary jobs change frequently and are minor jobs compared with the job for which they are hired, but it gives employees a “teamwork” sense of pride in productivity. Although this is not an actual training course in the truest sense, it is a training method to increase em-ployees’ morale, and good employee morale increases work output as well as inter-personal relations.The technical task training is focused on learning the job which the employee will perform. Films are used to illustrate and explain various tasks the company per-forms and those which will be undertaken by the new employee. As this is not a new development, it will not be discussed.S.B. Thomas has work teams in which members train one another. A new hire learns from a facilitator the overall job of the group in which he/she is placed. In thecourse of this, a new employee receives direction and support from a co-worker al-ready experienced in the task. Although S.B. Thomas does not focus as much on out-side training (e.g. college courses), its commitment to the in-house training and moti-vation of all employees has proved effective.Factories are also utilizing modern training ideas. They are prone to employ mul-tiskilled workers and use multipurpose machines. Factories now use flexible automa-tion – organizing the shopfloor into cells and short assembly lines. Workers in each cell must have knowledge and skills to operate a variety of machines and know prod-uct requirements. Single purpose assembly lines are a thing of the past because the ability to do more than one job increases productivity, giving companies a competi-tive advantage. Traditionally, single-skilled training was highly specialized with cen-tralized decision making. The “factory of the future” focuses on cross-training and decentralized decision making.“Communication plays a major role in ensuring tasks are learned”In order to succeed in using multiskilled employees, a factory must train imme-diately, get employees involved, and get the support of top management. Training must address many issues such as planning, operating methods, communication flows, safety, etc. Communication plays a major role in ensuring tasks are learned. Addi-tionally, stress and conflict must be overcome for employees to be most productive.Through performing a variety of functions, the employee gains task identity and skill variety, creating increased motivation, work performance and decreased absen-teeism. This is another form of continuous learning, as employees are learning not only their particular job but also those of their cellmates. This area of training has re-cently become widespread but not a major training impetus.Manufacturer-UserAnother form of training is “manufacturer-user”, which involves the vendor and sup-plier sharing ideas and information about design and implementation and having joint responsibility for training. Turning to the manufacturer for aid in training would seem a likely choice as it should know about the machine in use and its various functions. This form of training can result in more up-time, increased creative applications,manufacturer and customer satisfaction and improved design of machines. It is also a relatively inexpensive way to train because the supplier does not need to implement training programmes or hire outside consultants. Manufacturer-user training asks for a training commitment from the supplier on entering into a buying agreement; and the more co-operative and committed the vendors and users are, the more productive the training is. It is believed that this type of training, although not used extensively, will gain a foothold in the next ten years.Goodyear Tire and Rubber Company is an example of a company which initiated a manufacturer-user programme with its suppliers. It requires its suppliers to enter in-to a training agreement on award of an equipment bid. A typical training agreement with suppliers requires:●Access to supplier’s plant by training poeple from Goodyear in order to pre-pare task analysis and training material.●Hands-on use for operators, maintenance workers, and managers. Classroomwork, media, equipment and instructionare also used.●Training content matching specifications required.●Complete training before the equipment goes into operation.● A training representative of the supplier dedicated to full-time training.Goodyear’s training is limited, teaching only a basic knowledge of how to use the equipment, then leaves training new or additional employees up to the supplier using train-thetrainer style mentioned earlier.Designing and Delivering Training Cost-effectivelyThere are three approaches to designing and delivering training costeffectively. The first is a systems approach, which organizes the educational process into man-ageable steps, resulting in improved decision making and training delivery.The second approach is training partnerships with community colleges. Compa-nies get together with colleges to decide which training courses can be offered and what the company needs. Then the company signs up employees to attend. This area is enhanced when colleges increase their flexibility of courses offered and provide high quality instruction.The third approach is satellite or live interactive TV, which usually offers gradu-ate level courses. Many companies use a combination of the above three approaches.“They realized that learning occurs on the receiving end”The first approach mentioned is not a modern development so will not be dis-cussed. The second and third approaches have more recent applications.National Technical University is an example of a company which uses both the second and third approach to design cost-effectively and deliver trainingcollege and satellite TV. National Tech is a non-profit private educational corporation which awards master degrees in selected fields. Involvement by 24 universities nation-wide as well as employees’ companies allows National Technical University to emphasize high quality instruction. Companies pay a fee to join, which allows employees to par-take in the education. Then the student pays the fees and may receive reimbursement from the employer. The basic functions of National Technical University are, in addi-tion to awarding master degrees in selected disciplines, to provide research seminars, operate telecommunication for on-site services, offer short courses, seminars and workshops to introduce new technology, and establish a satellite network between industries and universities. Classroom time is done on-site or at work, over satellite. This is the wave of the future, as there is a growing number wanting to take part in this type of programme.The US Army utilizes the third approach –TV –for effective, costefficient training. Although this method is already used in industry, the approach which the army took in presenting it is more modern. The Army Training Department found that a simple, dry lecture on TV was not the most productive way to train. They realized that learning occurs on the receiving end; so, getting the students involved through TV training would be a tough challenge. They decided to restructure TV training by having their lecturers “interact” with the viewers by speaking to them as if they were in the same room, asking questions, and presenting problems which required team-work among the students. Training was found to be more fun, as students sat forward in their seats and concentration increased, creating a more conducive training pro-gramme. This “interactive” approach, although it works best, does not seem to be theapproach which many companies take.译文:员工培训的新发展克里斯蒂安·德鲁昂布赖恩·克莱纳为了适应科技的迅速变化,员工必须掌握日益复杂的技术和技能。
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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。
因此,培训可以是给一个机械工演示如何操作他的新机器,也可以是向一个推销员示范怎样卖出公司产品、或者是向一个新的主管讲授如何和员工面谈、如何评价员工等等。
然而不管是何种培训,它的目的就是为员工提供胜任其目前从事工作所必需的技能。
而员工和管理人员开发则是一种长期的培训。
其目的就是开发现有和未来的员工以胜任将来出现的工作,或者是解决有关组织的问题,例如部门间信息交流不畅问题。
培训和开发所使用的方法通常是相同的,但二者之间还是有一定程度区别的。
实际上,现在培训的目的比过去要广泛得多。
在过去,大多数公司习惯于强调生产过程的培训,主要是传授给员工从事工作的必要的专门技能,比如,培训装配工焊接线路或培训教师制定课程计划。
然而,在20世纪80年代和90年代,培训和开发的程序及其目的都发生了变化。
现在的管理者不得不适应快速的技术变革,不得不提高产品质量和服务质量和提高生产效率以保持竞争力。
然而提高质量常需补习式的教育培训,质量改善计划要求员工具有重要的思考关键问题的技能、绘制图表和分析资料的能力。
同时员工也必须会运用或能获得团队建设、决策以及沟通方面的技能。
同样,由于企业不断地进行技术改进,这就需要企业员工接受相关技术和计算机技能方面的培训(比如桌面排版系统、计算机辅助设计和制造技术)。
另外由于竞争愈来愈激烈,因而需要企业提供更好的服务。
因此,管理者已越来越依赖于顾客服务培训,这样员工与顾客打交道时,该培训能给企业员工提供更为有效的工具和技能,比如有效的倾听技能。
总之,这样从纯粹生产过程转变过来的可以很好地解释下面的问题,即在最近一年为什么每个生产工人平均接受的培训为37小时,而在上一年培训时间却仅为31小时。
1.2培训和开发过程的五个步骤一般地,我们认为一个典型的培训或开发计划是由五个步骤组成的。
第一步是需求分析阶段,它的目的是确定某项工作所需技能,分析将要受训者的技能和需求,并且制定具体的、可测量的知识和绩效目标(在这里,要确保绩效欠缺可以通过培训得到补足。
但这种欠缺不是由于低工资带来的低士气所引起的)。
第二步是指导设计阶段,要编写制订出培训计划的实际内容,包括工作手册、训练和多种活动。
第三步是培训计划有效性的论证阶段、在此期间让一小部分有代表性的员工检查培训计划并找出其中的缺点和不足。
第四步是计划实施阶段,本阶段按本文以及下一节所提到的(例如,在岗培训或程序化学习)方法进行培训。
最后是培训的评估与跟踪检查阶段,在此要评价培训计划的成败得失。
培训和开发过程的五个步骤〆l、需求分析(1)确定为提高工作绩效和生产力所需的具体工作技能。
(2)对接受培训的员工进行分析,确保培训计划不仅与他们的态度和个人动机相符,而且,还和受训者持定的教育水平〃经历以及技能相匹配。
六维(3)通过研究,制定具体的,有测量的知识和绩效目标。
2、指导设计(1)收集指导目标、方法、媒介以及培训内容、范例、练习、各种活动的描述和顺序的各种资料,将这些内弃编成一门课程,该课程应遵循成人学习理论,并为计划开发提供蓝图。
(2)保证所有培训材料写清楚。
比如,录像资料、领导指示以及受训者工作手册等。
它们补充成为一个完整的计划,计划应和阐述的学习目标一致。
(3)对所有培训元素进行仔细和专门地处理(不论它们是写在纸上,还是复制到胶片上或是磁带上),我们都要保证其质量和有效性。
3、有效性(1)将培训计划交给有代表性的员工。
让他们对其有效性进行评价。
然后根据评价的结果进行最后的修订以确保计划有效。
4、实施(1)在计划生效后,要对培训师开展专门的培训讨论会,而这种活动有助于培训的成功,它除了培训内容外,还注重其提供的培训知识和技能。
5、评价和跟踪(1)评价培训计划成功的依据〆反应-记录学习者对培训直接反应。
知识-运用反馈工具或事先事后测试来确定学习者实际学到的东西。
行为-注意主管对学习者受训后工作绩效的评价。
这是测量受训者在工作中运用新技能和新知识能力的一种工具。
成效-确定工作绩效提高的程度,并且对需要维持的绩效进行评价。
1253 员工培训参考文献及员工培训外文文献翻译 1.3培训和学习从本质上看,培训是一种学习过程。
因而,要有效地培训员工就有必要掌握一些有关人类学习的知识。
下面是一些基于学习理论的建议。
意义的材料更易于被受训者理解和记忆。
在培训开始时,给受训者介绍有关资料的总体情况,使之了解整个学习资料的情况。
1、在介绍资料时,最好使用受训者熟悉的不同实例。
2、按逻辑顺序组织材料,并使各个组成部分都有意义。
尽量使用受训者熟知的术语和概念.尽可能多地运用直观教具。
3、确保新知识从培训场所到工作场所的转换容易程度。
2 培训需求分析如果有必要的话,培训的第一步就是要确定需要培训什么,在评估新雇员培训要求时,培训者的主要任务就是要确定某项工作的要求并将它划分成一些子任务,然后将这些子任务讲授给新员工。
而对在岗员工培训需求的评估则可能更复杂一些,因为你还得确定培训是否能解决问题。
例如,有时工作绩效下降也可能是因为工作标准制定不清或员工缺乏动力而造成的。
任务分析和工作绩效分析是确定培训需求的两种主要方法。
调查表明约19%的雇主说他们采用任务分析来确定培训需求,而任务分析是一种工作需求的分析,任务分析特别适用于确定新员工的培训需求。
而工作绩效分析则是通过对在岗员工工作绩效的评估来确定培训是否可以减少像废品过多或产量较低一类的工作绩效问题。
其他可用于确定培训需求的方法包括主管报告、人事记录、管理部门要求、观察、工作知识测验以及问卷调查。
无论我们采用何种方法,不管是任务分析、工作绩效分析或是其他方法,员工的投入是必不可少的。
事实证明没有任何人能像实际从事某项工作的员工那样更了解他的工作,因而要求员工参与需求分析是一种明智之举。
2.1任务分析〆评估新员工的培训需求任务分析用以确定新员工的培训要求。
特别是对于级别较低的工作而言,我们通常先聘用没有经验的员工然后对其进行培训。
在这种情况下,培训者的目标是开发必要的技能和知识。
因为这是良好工作绩效所要求的。
因此这种培训通常是基于任务分析基础上的,它通过对某项工作的详细研究以确定其需要的特定技能,如装配工的焊接技能或主管人员的面谈水平等。
2.2 工作绩效分析〆确定在岗员工的培训需求工作绩效分析是指确定员工的当前工作绩效和要求的工作绩效之间的差距,并决定这种差距是通过培训还是通过其他方式(如调动员工)来纠正。
第一步是评价员工的工作绩效。
因为要想改进员工的工作绩效。
那你就先得确定员工的当前工作成效,并与应达到的工作绩效进行比较。
以下是一些工作绩效差距的具体范例〆“我希望每个推销员每周签10份新合同,但约翰平均每周才有6份。
”“和我们相同规模的其他厂家每月平均发生的严重事故不到两起,而我们却每月平均五起之多。
” 工作绩效分析的中心议题是区分不能做和不愿做的问题。
首先要确定是否为不能做的问题。
如果是不能做,就要了解具体原因〆例如是员工不知道要做什么或不知道制定的标准是什么〆还是系统存在障碍比如缺乏工具或原料々或者是需要工作辅助设备,例如彩色编码电线,可使装配工知道哪条线到哪去々还是员工选拔失误导致聘用了不具备工作所需技能的人々或者培训不够等等。
另一方面,它也可能是不愿做的问题,这是指如果员工想做好的话,他们也能做到,如果是不愿意做,那就需要改变奖励制度了,比如建立一种激励制度来改变它。
2.3 设定培训目标经过培训需求分析,就该建立具体的,可度量的培训目标。
培训、开发或一般意义上的教学目标,可定义为“在你考虑受训者的能力之前能给他们展示的工作说明”。
比如〆如果有工具箱和使用手册,技术代理就能够根据手册中的说明在20分钟内校准这台施乐复印机的定位(沿纸边的黑线)。
在圆满完成培训计划后目标规定了受训者应该做到的事情。
因此,目标为受训者和培训者提供了一个共同努力的方向,也为培训计划是否成功提供了评价基础。
员工培训参考文献及员工培训外文文献翻译 3 培训方法在确定了培训需求并建立培训目标后。
培训计划就可以实施了。
下面对一些最流行培训方法进行一下描述。
3.1在职培训在职培训是指在职职工在原有知识、技术和能力的基础上得到提高和更新,给他们以文化理论的学习和技能的训练。
在职培训是当代科学技术发展的客观要求,是现代化建设的迫切需要,党和政府对在职培训十分重视。