员工培训与开发-外文翻译

1、第 1 页Training and Developing EmployeesGarGaryDyDesessler.sler.HumanresHumanreso ourceurcemanagementmanagement(Ninth(NinthE Edition)dition)M.M.TsinghuaTsinghuaU Uniniv verers sityityPress.2019,Press.2019, 187-189187-189Training refers to the methods used to give new orpresentemployees the skills they

2、 need toperform their jobs.TrainingmightmeanshowinganewWebdesignertheintricacies of your site, a newsalesperson how to sale yourfirms product, or a new supervisor how to interviewandevaluate employees. Training is a hallmark of goodmanagement, and a tack manageroverlook at their peril.Having high-po

3、tential employees doesnt guarantee theyllsucceed. Instead. theyhave to know what you want themto doand howyou want then to do it. Iftheydont, theyll dothejobs their way, not yours. Or they will improvise, or, worse,do nothing productive at all. Good training is vital.W Wh hy y t th he e trainingtrai

4、ning businessbusiness isis boomboominging“Training”ismore inclusive than it used to be.Training used to focus mostly on teachingtechnical skills.such as training assemblers to solder wires or teachers towrite lesson plans. Today, such technical training is nolongerenough.Employerstodayhavetoadapt第 2

5、 页totechnologicalchange,improveproductandservicequality, and boost productivity to staycompetitive. Doingsooften requires remedial education. For example, qualityimprovementprogramsrequireemployeeswhocanproducecharts and graphs and analyze data. Similarly, todaysemployees need skills (and thus train

6、ing) in team building,decisionmaking,andcommunication,aswellastechnologicalandcomputerskills(suchasdesktoppublishing and computer-aided design and manufacturing).And as competition demands better service, employeesincreasingly require customer service training.As one trainer puts it: “we dont just c

7、oncentratoron the traditional training objectivesanymore. . . We sitdown with management and help them identify strategic goalsand objectives and the skills and knowledge needed toachieve them. Then we work together to identify whetherourstaff has the skills and knowledge, and when theydont,thats wh

8、en we discuss trainingneeds.”Trends like these help explain why training is booming.In one survey, about 84% ofemployees reportedly receivedsometypeofformaltrainingwhilewiththeircurrentemployers. On average, employees annually received about第 3 页45hours of training, about one-third of which was form

9、al,and two-thirds informal. Larger U.S.firms spent about $54billion training employees in 2000. Much of that paid thesalaries of in-house training specialists, but more than$19 billion wentto outside vendors for materials, andservices.TheThe Five-StepFive-Step TrainingTraining andand DevelopmentDeve

10、lopment PrProcessocessTraining programs consist of five steps. The first, orneed analysis step, identities thespecificjobperformanceskillsneed,analyzestheskillsandneedsoftheprospective trainees, and developsspecific, measurableknowledge and performance objectives. In the second step,instructionaldes

11、ign, you decide on, compile, and producethetrainingprogramcontent,includingworkbooks,exercises, and activities; here youll probably usetechniques like those discussed in thischapter, such ason-the-job training and computer-assisted learning. Theremay be a third, validation step, in which the bugs ar

12、eworked out of the training programby presenting it to ashallrepresentativeaudience.Thefourthstepistoimplementtheprogram,byactuallytrainingthetargetedemployee group. Fifth is an evaluation and第 4 页follow-up step, in which managementassessesthe programssuccesses or failures.Most employers probably do

13、 not(and need not) createtheir own training materials, since many materials areavailable on-and offline. For example, the professionaldevelopment site thinq. com offersa wide range of Web-basedcoursesemployeescantakeonline.Andmanyfirms,including American Media, Inc, of West DesMoines, lowa,providetu

14、rnkeytrainingpackages.Theseincludeatraining leaders guide, self-study book, and video forimprovingskillsinareassuchascustomerservice,documenting discipline, and appraising performance.TrainingTraining andand LearningLearningTrainingisessentiallyalearningprocess,andstudies show there arc several thin

15、gs you can do to improvelearning.MakeLearningMeaningfulItisusuallyeasierfortrainees to understand and remember material that ismeaningful.Therefore:1、Al the start of training, provide a birds-eye view ofthe material to be presented.Knowing the overallpicture facilitates learning.第 5 页2、Use a variety

16、 of familiar examples.3、 Organize the information so you can present it logically,and in meaningful units.4、Use terms and concepts that are already familiar totrainees.5、Use as many visual aids as possible.M Makeake S Skillskills TransferTransfer EasEasy y Make it easy to transfer newskills and beha

17、viors from the trainingSite to the job site:1 、 Maximizetilesimilaritybetweenthetrainingsituationthe work situation.2、Provide adequate practice.3、Labelor identify each feature of the machine and/or stepin the process.4、Direct the trainees attention to important aspect of theJob. For example, if your

18、e training customer servicerepresentativeshowtohandleincomingcalls.firstexplain the different types of calls they will encounterand how to recognize such calls.5、 Provide “heads-up”, preparatory information. Forexample,traineeslearningtobecomefirst-linesupervisors often face stressful conditions,hig

19、h workload, and difficult subordinatesback on the job.第 6 页Studies suggest you can reduce the negative impact of suchevents by letting trainees knew they might happen.MotivateMotivate thethe LearnerLearner Here are some ways to motivate thetrainee:1、People learn best by doing. Try to provide as much

20、realistic as possible.2 、 Trainees learn best when the trainers immediatelyreinforce correct responses, perhaps with a quick“welldone”.3、Trainees learn best at their own pace. If possible, letthem pace themselves.4、Create aperceived training need in the traineesminds.In one study, pilots who had exp

21、erienced pre-trainingaccident-related eventssubsequentlylearnedmore from anaccident-reductiontrainingprogramthandidthoseexperiencing fewer such events. Youcould illustrate theneed for the training by showing videos of simulatedaccidents. Similarly, “beforethe training, managers needto site down and

22、talk with the trainee about why they areenrolled in the c1ass, what they are expected to learn andhow they can use it on the job”.5、The schedule is important too: The learning curve goes第 7 页down late in the day, so that “full daytraining is not aseffective as half the day or there-fourths of the da

23、y”.LegalLegal AspectAspect ofof T Tr rainingainingVarious laws apply to training programdesign andimplementation. For example, employers mayunknowinglyviolate EEO laws by training relatively few women orminorities. Or perhaps thereading level of the trainingmanuals is too high for some minoritytrain

24、ees, who arethusdoing poorly, quite aside from their aptitude for the jobstheyre being trained for. You may eventuallyhave to showthat your training admission process is valid-that itpredicts performance in thetraining programoron the job.In one recent ADA case, the former employee said thatinadditi

25、onto terminating him, GeneralMotors had denied himtraining because of him HTV/AIDSdisability. The personreceived $7000 in back pay and $28000in compensatorydamages.Negligent training is another legal hazard. Negligenttraining occurs when an employerfailsto train adequately.and the employee subsequen

26、tly harms a third party. This isparticularly aproblem when the business (such as armedsecurity guard) is armed at serving the public. Precautions第 8 页totake include these:1 、 Confirmclaimsofskillandexperienceforallapplicants.2、Extensively train employees who work with dangerousequipment, materials o

27、r processes.3、Ensure that the training includes procedures to protectthird parties health and safety (including those of otheremployees).4.Evaluatethetrainingactivitytodetermineitseffectiveness in reducing negligence risks.Speaking of the country, the education and training mayimprovenationalsoveral

28、lquality,thusmakesthecontribution for the economical grow. Organizes speakingof the enterprise, training mayseek out talent onpotential,displaysthetalentedPersontoaffect,buildstheenterprise the core competitive ability, serves for theorganizationgoalrealization;Speakingofthestaffindividual,training

29、may make the staff to renewthe idea,grasp the new technology, to adapt organizations higherrequest, deal will the challenge work. The function ofenterprisetrainsdisplaysin:Enhancestheworkachievements; Enhances the feeling satisfies and the第 9 页securitylevel; establishesthe outstanding enterprisecult

30、ureandtheimage.Thetraininggoalliesin:Strengthensstaffsoccupationalethics;RaisesthespecializedLevel;sharpenstheworkingability.Thetrainingtotalprincipleincludes:Trainingmustadaptenterprises realistic demand; Training must supporttheenterprise the goal; Training should be one kind ofmanagement; thetrai

31、ning management musthave the unity andthe scientific nature; Training carry on forobtaining theidealbehaviorconsequence;Trainingshouldsevertarstaffs self-development and the occupation development.The training principle of equality includes: Will processthe enterprise in the near future the goal and

32、 the long termstrategic relations; Must achieve studies for the Purposeof application; MustPay attention to the Principle whichtheadultstudies;TrainingisCEOsimportantresponsibility; Must Pay attention to the individualdifferences; Payattention to the training effete the feedback and the training res

33、ult strengthening; Must paygreatattention to drivePrinciple.员工培训及开发员工培训及开发培训是指为使新老员工获得完成工作所需的技能而采用的第 10 页方法。 培训可能是让新的网站设计员了解他们所在职位工作的发杂性，告诉新的销售员怎样销售他们公司的产品，也有可能是以为新的主管怎样招聘和评估他的员工。 培训是良好管理的特点之一，如果经理忽视了培训，后果堪忧，拥有潜力很大的员工并不能保证他们一定会成功。事实上，他们必须知道你想让他们做什么以及怎样去做。如果他们不知道这些，他们就会按照他们自己的方式而不是你的方式工作。他们可能会毫无准备的做事

34、，也有可能更糟， 做事根本没有任何的效率。 所以， 好的培训至关重要。为什么培训会蓬勃发展为什么培训会蓬勃发展培训的内容比以前更具有广泛性。 以往培训较多关注的是传授技能， 比如教安装工人如何焊接电路或是教老师如何去写课程计划。今天，这些技术性的培训已经不再足够。今天的雇主必须要适应技术变革，提高产品质量和服务质量，提高生产力，保持竞争力。这样往往需要教育补救。举个例子来说，质量改进计划要求雇员能够设计出图表并进行数据分析。同样，今天的员工需要通过培训来获得以下一些方面的技能：团队建设、决策和沟通能力、以及技术和计算机技能（如桌面出版系统和电脑辅助设计及制造） 。同时随着竞争要求更好的服务，员

35、工也越来越多的要求进行客户服务培训。曾经有一个培训师说过： “我们并不再仅仅只是关注传统的培训目标了. . 我们应当及管理层一起坐下来，帮助他们找到战略性目标，以及实现这些目标所需要的技能和知识，然后及他第 11 页们一起工作，看看我们的员工是否具备这些知识和技能，如果他们呢不具备，那我们就该讨论培训需求了。 ”正是这些趋势帮助解释了为什么培训会蓬勃发展。 在一项调查中，当员工一直及他们的现任雇主一起时，据统计大约有 84%员工接受了某种类型的正规培训。平均而言，员工一般每年能够受到大约 45 小时的培训，其中大约有三分之一是正式的，三分之二是非正式的。在 2000 年，美国较大的企业大约花费

36、了 540亿美元用于员工培训。 其中大部分的支出是作为薪酬支付给公司的内部培训专家， 但是也有超过 190 亿美元的支出是支付给外部供应商以及材料费、课程费和服务费等。五阶段培训及开发流程：五阶段培训及开发流程：培训计划包括五个步骤。首先，是培训需求分析，识别特定工作需要的技能，评估将要受训员工的技能，根据他们的不足之处制定具体的、可测量的知识和绩效目标。第二，制定设计、编写和制定培训内容，包括工作手册、练习和活动：这里可以充分使用本章所讨论的一些技术， 如在职培训、 电脑辅助培训。 第三，确认阶段，通过把培训计划介绍给一小批代表听众，可以发现计划中的一些问题。第四，实施计划，对目标员工群体进

37、行培训。第五，评估阶段，评估计划的成功及失败之处。大多数员工可能不会（也不需要）创建自己的培训材料，因为很多材料都可以在线或者离线查找到。例如，专业培训网站thinq. com 提供大量的网络课程，员工可以在线参加。很多公第 12 页司，包括 American Media，Inc，West Des Moines 都提供整套的培训包。这些培训包包括一套培训管理手册、自学书籍，以及提升某些技能的录像带，如顾客服务、公文写作以及绩效评估。培训和学习培训和学习培训实质上是一个学习的过程，研究显示，可以通过以下几个方面来改善学习。使学习更有意义使学习更有意义 学员更容易理解和记住那些有意义的材料。因此：

38、1、在培训开始时，为受训者提供一个培训内容的概览。了解整体框架对学习会有帮助。2、使用多个人们熟悉的案例。3、组织信息，一边有逻辑、有意义地表述出来。4、使用受训者已经熟悉的概念和术语。5、尽可能的使用视觉教具。使技能更容易转移使技能更容易转移 使新的技能和行为可以很容易地从培训地点转换到工作地点：1、使培训环境及工作环境尽可能相似。2、提供充分的练习机会。3、对机器的每个特征或者流程中的每个步骤都予以标记或识别。4、将受训者的注意力引致工作的重要方面。例如，如果培训客户服务代表如何接电话，首先就要解释他们可能面对的第 13 页电话的不同类型以及怎样识别这些不同类型的电话。5、提供那些需要事前了解的信息。例如，受训者学习成为一线经理通常要面对压力环境、高工作负荷和难缠的下属。研究表明，如果让受训者提前知道可能会有这些情况的发生，就可以减少这些事件的负