員工培訓(xùn)與開發(fā)外文翻譯

1、<p>　　Training and Developing Employees</p><p>　　Gary Dessler.Human resource management (Ninth Edition) [M].Tsinghua University</p><p>　　Press.2005, 187-189</p><p>　　Training r

2、efers to the methods used to give new or present employees the skills they need to perform their jobs. Training might mean showing a new Web designer the intricacies of your site, a new salesperson how to sale your firm&

3、#39;s product, or a new supervisor how to interview and evaluate employees. Training is a hallmark of good management, and a tack manager overlook at their peril. Having high-potential employees doesn't guarantee the

4、y'll succeed. Instead. they have to know what you want the</p><p>　　Why the training business is booming</p><p>　　“Training” is more inclusive than it used to be. Training used to focus most

5、ly on teaching technical skills. such as training assemblers to solder wires or teachers to write lesson plans. Today, such technical training is no longer enough. Employers today have to adapt to technological change, i

6、mprove product and service quality, and boost productivity to stay competitive. Doing so often requires remedial education. For example, quality improvement programs require employees who can produce char</p><

7、p>　　As one trainer puts it: “we don't just concentrator on the traditional training objectives anymore. . . We sit down with management and help them identify strategic goals and objectives and the skills and know

8、ledge needed to achieve them. Then we work together to identify whether our staff has the skills and knowledge, and when they don’t, that's when we discuss training needs.”</p><p>　　Trends like these hel

9、p explain why training is booming. In one survey, about 84% of employees reportedly received some type of formal training while with their current employers. On average, employees annually received about 45hours of train

10、ing, about one-third of which was formal, and two-thirds informal. Larger U.S. firms spent about $54 billion training employees in 2000. Much of that paid the salaries of in-house training specialists, but more than $19

11、billion went to outside vendors for mat</p><p>　　The Five-Step Training and Development Process</p><p>　　Training programs consist of five steps. The first, or need analysis step, identities the

12、 specific job performance skills need, analyzes the skills and needs of the prospective trainees, and develops specific, measurable knowledge and performance objectives. In the second step, instructional design, you deci

13、de on, compile, and produce the training program content, including workbooks, exercises, and activities; here you’ll probably use techniques like those discussed in this chapter, such as on-</p><p>　　Most e

14、mployers probably do not (and need not) create their own training materials, since many materials are available on-and offline. For example, the professional development site thinq. com offers a wide range of Web-based c

15、ourses employees can take online. And many firms, including American Media, Inc, of West Des Moines, lowa, provide turnkey training packages. These include a training leader's guide, self-study book, and video for im

16、proving skills in areas such as customer service, document</p><p>　　Training and Learning</p><p>　　Training is essentially a learning process, and studies show there arc several things you can d

17、o to improve learning. </p><p>　　Make Learning Meaningful It is usually easier for trainees to understand and remember material that is meaningful. Therefore:</p><p>　　Al the start of training,

18、 provide a bird's-eye view of the material to be presented. Knowing the overall picture facilitates learning.</p><p>　　Use a variety of familiar examples.</p><p>　　3、Organize the informatio

19、n so you can present it logically, and in meaningful units.</p><p>　　4、Use terms and concepts that are already familiar to trainees.</p><p>　　5、Use as many visual aids as possible.</p>&l

20、t;p>　　Make Skills Transfer Easy Make it easy to transfer new skills and behaviors from the training Site to the job site:</p><p>　　1、Maximize tile similarity between the training situation the work situat

21、ion.</p><p>　　2、Provide adequate practice.</p><p>　　3、Label or identify each feature of the machine and/or step in the process.</p><p>　　4、Direct the trainees attention to important

22、 aspect of the Job. For example, if you’re training customer service representatives how to handle incoming calls. first explain the different types of calls they will encounter and how to recognize such calls.</p>

23、<p>　　5、Provide “heads-up”, preparatory information. For example, trainees learning to become first-line supervisors often face stressful conditions, high workload, and difficult subordinates back on the job. Stud

24、ies suggest you can reduce the negative impact of such events by letting trainees knew they might happen.</p><p>　　Motivate the Learner Here are some ways to motivate the trainee:</p><p>　　1、Peo

25、ple learn best by doing. Try to provide as much realistic as possible.</p><p>　　2、Trainees learn best when the trainers immediately reinforce correct responses, perhaps with a quick “well done”.</p>&

26、lt;p>　　3、Trainees learn best at their own pace. If possible, let them pace themselves.</p><p>　　4、Create a perceived training need in the trainees' minds. In one study, pilots who had experienced pre-

27、training accident-related events subsequently learned more from an accident-reduction training program than did those experiencing fewer such events. You could illustrate the need for the training by showing videos of si

28、mulated accidents. Similarly, “before the training, managers need to site down and talk with the trainee about why they are enrolled in the c1ass, what they are expected to lea</p><p>　　5、The schedule is imp

29、ortant too: The learning curve goes down late in the day, so that “full day training is not as effective as half the day or there-fourths of` the day”.</p><p>　　Legal Aspect of Training</p><p>　

30、　Various laws apply to training program design and implementation. For example, employers may unknowingly violate EEO laws by training relatively few women or minorities. Or perhaps the reading level of the training manu

31、als is too high for some minority trainees, who are thus doing poorly, quite aside from their aptitude for the jobs they’re being trained for. You may eventually have to show that your training admission process is valid

32、-that it predicts performance in the training program or on t</p><p>　　Negligent training is another legal hazard. Negligent training occurs when an employer fails to train adequately. and the employee subse

33、quently harms a third party. This is particularly a problem when the business (such as armed security guard) is armed at serving the public. Precautions to take include these:</p><p>　　1、Confirm claims of sk

34、ill and experience for all applicants.</p><p>　　2、Extensively train employees who work with dangerous equipment, materials or processes.</p><p>　　3、Ensure that the training includes procedures t

35、o protect third parties' health and safety (including those of other employees).</p><p>　　4. Evaluate the training activity to determine its effectiveness in reducing negligence risks.</p><p&g

36、t;　　Speaking of the country, the education and training may improve national's overall quality, thus makes the contribution for the economical grow. Organizes speaking of the enterprise, training may seek out talent

37、on potential, displays the talented Person to affect, builds the enterprise the core competitive ability, serves for the organization goal realization; Speaking of the staff individual, training may make the staff to re

38、new the idea, grasp the new technology, to adapt organization’s high</p><p><b>　　員工培訓(xùn)與開發(fā)</b></p><p>　　培訓(xùn)是指為使新老員工獲得完成工作所需的技能而采用的方法。培訓(xùn)可能是讓新的網(wǎng)站設(shè)計(jì)員了解他們所在職位工作的發(fā)雜性，告訴新的銷售員怎樣銷售他們公司的產(chǎn)品，也有可能是

39、以為新的主管怎樣招聘和評(píng)估他的員工。培訓(xùn)是良好管理的特點(diǎn)之一，如果經(jīng)理忽視了培訓(xùn)，后果堪憂，擁有潛力很大的員工并不能保證他們一定會(huì)成功。事實(shí)上，他們必須知道你想讓他們做什么以及怎樣去做。如果他們不知道這些，他們就會(huì)按照他們自己的方式而不是你的方式工作。他們可能會(huì)毫無準(zhǔn)備的做事，也有可能更糟，做事根本沒有任何的效率。所以，好的培訓(xùn)至關(guān)重要。</p><p>　　為什么培訓(xùn)會(huì)蓬勃發(fā)展</p><p

40、>　　培訓(xùn)的內(nèi)容比以前更具有廣泛性。以往培訓(xùn)較多關(guān)注的是傳授技能，比如教安裝工人如何焊接電路或是教老師如何去寫課程計(jì)劃。今天，這些技術(shù)性的培訓(xùn)已經(jīng)不再足夠。今天的雇主必須要適應(yīng)技術(shù)變革，提高產(chǎn)品質(zhì)量和服務(wù)質(zhì)量，提高生產(chǎn)力，保持競(jìng)爭(zhēng)力。這樣往往需要教育補(bǔ)救。舉個(gè)例子來說，質(zhì)量改進(jìn)計(jì)劃要求雇員能夠設(shè)計(jì)出圖表并進(jìn)行數(shù)據(jù)分析。同樣，今天的員工需要通過培訓(xùn)來獲得以下一些方面的技能：團(tuán)隊(duì)建設(shè)、決策和溝通能力、以及技術(shù)和計(jì)算機(jī)技能（如桌面出版系

41、統(tǒng)和電腦輔助設(shè)計(jì)與制造）。同時(shí)隨著競(jìng)爭(zhēng)要求更好的服務(wù)，員工也越來越多的要求進(jìn)行客戶服務(wù)培訓(xùn)。</p><p>　　曾經(jīng)有一個(gè)培訓(xùn)師說過：“我們并不再僅僅只是關(guān)注傳統(tǒng)的培訓(xùn)目標(biāo)了…. . 我們應(yīng)當(dāng)與管理層一起坐下來，幫助他們找到戰(zhàn)略性目標(biāo)，以及實(shí)現(xiàn)這些目標(biāo)所需要的技能和知識(shí)，然后與他們一起工作，看看我們的員工是否具備這些知識(shí)和技能，如果他們呢不具備，那我們就該討論培訓(xùn)需求了?！?lt;/p><p&g

42、t;　　正是這些趨勢(shì)幫助解釋了為什么培訓(xùn)會(huì)蓬勃發(fā)展。在一項(xiàng)調(diào)查中，當(dāng)員工一直與他們的現(xiàn)任雇主一起時(shí)，據(jù)統(tǒng)計(jì)大約有84%員工接受了某種類型的正規(guī)培訓(xùn)。平均而言，員工一般每年能夠受到大約45小時(shí)的培訓(xùn)，其中大約有三分之一是正式的，三分之二是非正式的。在2000年，美國(guó)較大的企業(yè)大約花費(fèi)了540億美元用于員工培訓(xùn)。其中大部分的支出是作為薪酬支付給公司的內(nèi)部培訓(xùn)專家，但是也有超過190億美元的支出是支付給外部供應(yīng)商以及材料費(fèi)、課程費(fèi)和服務(wù)費(fèi)等。

43、</p><p>　　五階段培訓(xùn)與開發(fā)流程：</p><p>　　培訓(xùn)計(jì)劃包括五個(gè)步驟。首先，是培訓(xùn)需求分析，識(shí)別特定工作需要的技能，評(píng)估將要受訓(xùn)員工的技能，根據(jù)他們的不足之處制定具體的、可測(cè)量的知識(shí)和績(jī)效目標(biāo)。第二，制定設(shè)計(jì)、編寫和制定培訓(xùn)內(nèi)容，包括工作手冊(cè)、練習(xí)和活動(dòng)：這里可以充分使用本章所討論的一些技術(shù)，如在職培訓(xùn)、電腦輔助培訓(xùn)。第三，確認(rèn)階段，通過把培訓(xùn)計(jì)劃介紹給一小批代表聽眾，可

44、以發(fā)現(xiàn)計(jì)劃中的一些問題。第四，實(shí)施計(jì)劃，對(duì)目標(biāo)員工群體進(jìn)行培訓(xùn)。第五，評(píng)估階段，評(píng)估計(jì)劃的成功與失敗之處。</p><p>　　大多數(shù)員工可能不會(huì)（也不需要）創(chuàng)建自己的培訓(xùn)材料，因?yàn)楹芏嗖牧隙伎梢栽诰€或者離線查找到。例如，專業(yè)培訓(xùn)網(wǎng)站thinq. com 提供大量的網(wǎng)絡(luò)課程，員工可以在線參加。很多公司，包括American Media，Inc，West Des Moines 都提供整套的培訓(xùn)包。這些培訓(xùn)包包括一套

45、培訓(xùn)管理手冊(cè)、自學(xué)書籍，以及提升某些技能的錄像帶，如顧客服務(wù)、公文寫作以及績(jī)效評(píng)估。</p><p><b>　　培訓(xùn)和學(xué)習(xí)</b></p><p>　　培訓(xùn)實(shí)質(zhì)上是一個(gè)學(xué)習(xí)的過程，研究顯示，可以通過以下幾個(gè)方面來改善學(xué)習(xí)。</p><p>　　使學(xué)習(xí)更有意義 學(xué)員更容易理解和記住那些有意義的材料。因此：</p><p>

46、;　　在培訓(xùn)開始時(shí)，為受訓(xùn)者提供一個(gè)培訓(xùn)內(nèi)容的概覽。了解整體框架對(duì)學(xué)習(xí)會(huì)有幫助。</p><p>　　使用多個(gè)人們熟悉的案例。</p><p>　　組織信息，一邊有邏輯、有意義地表述出來。</p><p>　　使用受訓(xùn)者已經(jīng)熟悉的概念和術(shù)語。</p><p>　　盡可能的使用視覺教具。</p><p>　　使技能更容易

47、轉(zhuǎn)移 使新的技能和行為可以很容易地從培訓(xùn)地點(diǎn)轉(zhuǎn)換到工作地點(diǎn)：</p><p>　　使培訓(xùn)環(huán)境與工作環(huán)境盡可能相似。</p><p>　　提供充分的練習(xí)機(jī)會(huì)。</p><p>　　對(duì)機(jī)器的每個(gè)特征或者流程中的每個(gè)步驟都予以標(biāo)記或識(shí)別。</p><p>　　將受訓(xùn)者的注意力引致工作的重要方面。例如，如果培訓(xùn)客戶服務(wù)代表如何接電話，首先就要解釋他們

48、可能面對(duì)的電話的不同類型以及怎樣識(shí)別這些不同類型的電話。</p><p>　　提供那些需要事前了解的信息。例如，受訓(xùn)者學(xué)習(xí)成為一線經(jīng)理通常要面對(duì)壓力環(huán)境、高工作負(fù)荷和難纏的下屬。研究表明，如果讓受訓(xùn)者提前知道可能會(huì)有這些情況的發(fā)生，就可以減少這些事件的負(fù)面效應(yīng)。</p><p>　　激勵(lì)受訓(xùn)者 以下幾種方式可以激勵(lì)學(xué)員：</p><p>　　從實(shí)踐中學(xué)習(xí)是最好的方式

49、，盡可能多的提供真實(shí)的練習(xí)環(huán)境。</p><p>　　對(duì)受訓(xùn)者的正確回答立即給予支持和肯定，可能是很快的說一聲“做得很好”，這樣受訓(xùn)者學(xué)習(xí)的效果會(huì)更好。</p><p>　　受訓(xùn)者按照自己的速度學(xué)習(xí)時(shí)效果最好。如果可能的話讓他們自己控制速度。</p><p>　　在受訓(xùn)者的頭腦中構(gòu)建一種有意識(shí)的培訓(xùn)需求。在一項(xiàng)研究中，那些受過前期培訓(xùn)、經(jīng)歷過以外事件的飛行員在減少事

50、故訓(xùn)練中比其他飛行員學(xué)到更多的東西?？梢酝ㄟ^放映模擬飛行事故的錄像來證明培訓(xùn)的必要性。同樣，“在培訓(xùn)前，經(jīng)理人員應(yīng)當(dāng)坐下來與受訓(xùn)者談?wù)劄槭裁此麄儠?huì)參加這次培訓(xùn)，希望他們學(xué)到什么以及怎樣把學(xué)到的東西運(yùn)用到工作中去?！?lt;/p><p>　　日程也很重要：學(xué)習(xí)曲線在后半天會(huì)往下走，因此，一整天的培訓(xùn)沒有半天或者大半天的效果好。</p><p><b>　　法律方面的培訓(xùn)</b&g

51、t;</p><p>　　各種法律適應(yīng)于培訓(xùn)課程的設(shè)計(jì)與實(shí)施。舉個(gè)例子來說，由于只培訓(xùn)少部分的人或者相對(duì)較少的婦女，雇主可能會(huì)在不知不覺當(dāng)中違反EEO法律，或者也有可能對(duì)于少數(shù)學(xué)員來說，培訓(xùn)手冊(cè)的閱讀和理解能力要求太高，因此，不管他們的才能怎樣，只要他們?cè)诠ぷ鳟?dāng)中做得不好，他們就需要接受培訓(xùn)?？赡茏罱K都不得不表示，培訓(xùn)入場(chǎng)過程是合法的—它預(yù)測(cè)表現(xiàn)在培訓(xùn)計(jì)劃或是在工作的過程當(dāng)中。在最近的一項(xiàng)反傾銷協(xié)定實(shí)例中，通過汽

52、車公司的一位前雇員說，除非公司解雇他，否則公司就不能因?yàn)樗砩蠑y帶艾滋病毒的這一事情而否認(rèn)他的培訓(xùn)。最后，這一員工獲得了7000美元的培訓(xùn)補(bǔ)償費(fèi)用和28000美元的補(bǔ)償性損害賠償金。</p><p>　　忽視培訓(xùn)是另一種培訓(xùn)風(fēng)險(xiǎn)。對(duì)培訓(xùn)忽視一般發(fā)生在一個(gè)雇主自己本身就沒有受到充分的培訓(xùn)，雇員其后就成為受到危害的第三方。這是一個(gè)比較特殊的問題，如武裝的治安警衛(wèi)的任務(wù)是旨在公眾服務(wù)。采取的預(yù)防措施包括以下幾個(gè)方面：&

53、lt;/p><p>　　1、對(duì)所申請(qǐng)人確定要求的技巧和經(jīng)驗(yàn)。</p><p>　　2、對(duì)要在危險(xiǎn)的設(shè)備、材料或過程中工作的員工進(jìn)行鋼釩的培訓(xùn)。</p><p>　　3、確保培訓(xùn)過程中，以保護(hù)第三方的健康和安全。</p><p>　　4、評(píng)估培訓(xùn)活動(dòng)，以確定其有效性，減少疏忽的風(fēng)險(xiǎn)</p><p>　　就國(guó)家而言，教育和培訓(xùn)

54、可以提高國(guó)民的整體素質(zhì)，從而為經(jīng)濟(jì)增長(zhǎng)做出貢獻(xiàn)；就企業(yè)組織而言，培訓(xùn)可以發(fā)掘人才潛能，發(fā)揮人才作用，營(yíng)造企業(yè)的核心競(jìng)爭(zhēng)能力，為組織目標(biāo)實(shí)現(xiàn)服務(wù)，就員工而言，培訓(xùn)可以使員工更新觀念，掌握新技術(shù)，適應(yīng)組織的更高要求，應(yīng)付更有挑戰(zhàn)性的工作。企業(yè)培訓(xùn)的作用表現(xiàn)在：提高工作績(jī)效；提高滿足感和安全水平；建立優(yōu)秀的企業(yè)文化和形象。培訓(xùn)的目的在于：增強(qiáng)員工的職業(yè)道德；提高專業(yè)水平；提高工作能力。培訓(xùn)的總原則包括：培訓(xùn)要適應(yīng)企業(yè)的現(xiàn)實(shí)要求；培訓(xùn)要支持企業(yè)