外文翻译--员工培训被评为“绝对的关键”

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上海人力资源三级英文单选题英汉版

单项选择题（1-100 英中对照含答案）1、The process of helping redundant employees to find other work or start new careers is outplacement （B）帮助失业的员工重新谋职的过程是一个新的职业A、replacementB、outplacementC、releaseD、downsizing替换重新谋职发布精简2、(D) Critical incidents focuses the evaluator’s attention on those Behaviors that are key in making the difference between executing a job effectively or ineffectively.关键事件将评估者的重点聚焦在那些在有效或无效地执行工作行为的区别上The group order ranking B、Written essay C、The individual ranking D、Critical incidents集团排名书面描述法个人排名关键事件评估3. The recruitment plan should include plans for attracting good candidates by ensuring that the org anization will become an 'employer of choice'. （C）招聘计划应该包括吸引优秀候选人的计划，确保该组织成为“首选雇主A、outplacementB、 evaluationC、 recruitmentD、training重新谋职评估人才招聘培训4、Organizational goals and corporate plans indicate the direction in which the organization is going. （A）组织目标和公司计划指明了组织前进的方向A. goalsB. resourceC. resultD. process目标资源结果方法5. Job rotation aims to broaden experience by moving people from job to job or department to department. （B）轮岗的目的是通过将人们从工作或部门转移到部门来拓宽工作经验。

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。

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。

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。

评估员工培训效果的关键指标

# 评估员工培训效果的关键指标## 引言员工培训是组织提高员工能力和知识水平的重要手段。

为了确保培训的有效性和投资的回报，评估员工培训效果至关重要。

通过评估培训效果，组织可以了解培训的成果、员工的学习程度以及对业务绩效的影响。

本文将介绍一些关键的指标来评估员工培训效果，并讨论它们的应用方法。

## 1. 培训满意度（Training Satisfaction）培训满意度是评估员工培训效果的重要指标之一。

它表示员工对培训内容、教学方法、培训师等方面的满意程度。

通过评估培训满意度，组织可以了解员工对培训的反馈和体验，发现改进机会，并提升培训的质量和效果。

## 2. 知识和技能提升（Knowledge and Skill Enhancement）知识和技能提升是评估员工培训效果的另一个关键指标。

它表示员工在培训过程中所获得的知识和技能的提升程度。

通过评估知识和技能提升，组织可以了解培训对员工的实际影响，是否达到预期的学习目标，并根据结果调整培训内容和方法。

## 3. 应用和转化效果（Application and Transfer Effectiveness）应用和转化效果是评估员工培训效果的另一个重要指标。

它表示员工在培训后将所学知识和技能应用于工作中的程度。

通过评估应用和转化效果，组织可以判断培训对员工工作表现的直接影响，是否成功地将学习内容转化为实际工作中的行为和成果。

## 4. 绩效改进（Performance Improvement）绩效改进是评估员工培训效果的关键指标之一。

它表示员工在培训后工作绩效的提升程度。

通过评估绩效改进，组织可以了解培训对员工绩效的实际影响，是否能够帮助员工在工作中取得更好的业务成果，并为培训投资的回报提供依据。

## 5. 反馈和应用意愿（Feedback and Application Intention）反馈和应用意愿是评估员工培训效果的另一个重要指标。

它表示员工对培训的反馈和应用意愿，即员工是否打算将所学知识和技能应用于实际工作中，并向组织提供反馈和建议。

员工培训参考文献及员工培训外文文献翻译汇编

员工培训参考文献及员工培训外文文献翻译员工培训参考文献及员工培训外文文献翻译参考文献[1] 黄维德.刘燕人力资源管理实务[M].上海: 立信会计出版社,2004:167-198. [2] 王伟强. 员工培训木桶理论〆重在分清主次[DB/OL] [3] 刘东.家族企业以及经济的文献[DB/OL] [4] 许玉林. 绩效管理[C] 上海:复旦大学出版社,2001:154-256. [5] Gary. Desler Human resources management (6th edition) [M]. Beijing〆People's University of China Press 1999 : 213-397. 六维[6] 王丽娟译.员工招募、面试甄选和岗前引导[M] 北京:中国人民大学出版社1995:123-178,301. [7] 张易. 国有企业的家族化[A], 浙江:社会科学文献出版社.2002-01-01:45 —49. [8] 王伟. 员工培训误区面面观[DB] [9] 王先庆. 现代零售丛书-零售企业员工培训[J] 广东: 广东经济出版社.2004-8月:32-75. [10] 湛新民. 人力资源管理概论[J] 北京:清华大学出版社2005:86-103,233-262.[11] 谢晋宇. 企业员工流失[C] ,广东:经济与管理出版社,1999年3 月.132-162. [12] 任少葱. 以企业战略为中心建立科学的员工培训体系[D]. [13] Raymond A .Noe R. Hollenbeck, Barry Gerhart,Pateick M. Wright, Human Resource Management ,3rd Ddition, Beijing, Qinghua University Press, October 2003 . [14] Germany gan P. Enterprise management personnel quality and capacity factor Empirical Study P19-31. [15] tash.Control of Enterprises Training Human Kinetics Publishers,2003. 1 培训的过程1.1 导言〆培训和响应培训就是给新雇员或现有雇员传授其完成本职工作所必需基本技能的过程。

员工培训参考文献及员工培训外文文献翻译

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。

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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。