外文翻译-----实施一项培训应避免的十大误区

中文 3366 字 本科毕业论文（设计） 外文翻译 外文题目 TOP 10 Mistakes To Avoid When Implementing A Training Program 外文出处 Credit Union Journal, 2009(10 5): P8 外文作者 Mike Colvin 原文 ： Top 10 Mistakes To Avoid When Implementing A Training Program Mike Colvin When developing or implementing a new or refreshed training program, much is said about what to do, but little is mentioned about what not to do. Therefore, we were making or carrying out a training,may meet this or that problem, perhaps is we have no attention and training should avoid what caused. Some mistakes we can according to many experience, it will come out for our training work to bring great convenience, can let our training investment get better returns. According to our training for many enterprises the actual status of the investigation and research, discover many common problems. The following outlines the top 10 mistakes every manager must avoid when implementing a training program: 1. Always Giving Advice, Never listening. It is often easier for managers to provide input, feedback, or sage advice than to listen to those they are managing for much needed answers to day-to-day strategic or business issues. Many managers in practice, often excessive put idea on how to give advice or comments on subordinates, as this is the subordinates best, it is helpful to they discover flaws and correct the mistakes, which can improve the work efficiency. However, they may neglect subordinates in the mind noodles really thinking, what are they really want to get, you have to understand the subordinates the heart want, give what they want, combine to give them advice way, such ability are the best and most perfect. Management should never assume they have all the answers. More likely than not, a wealth of valuable strategic input can be gained from frontline staff who have direct member interaction. That is to say, no direct demand for the managers, or to its actual work condition does not understand, or not fully grasp subordinate heart really want is what they should do more from some work have a direct relationship with the employee there looking for answers. After all, the needs of the member come first, and the best way to understand their needs is to hear it directly from the frontline staff or member (who talks to the frontline staff). 2. Managers Do Not Observe Employees With Members. Just as important as listening to frontline staff, observing carries equal weight. Managers to employees working condition for observation, listens to their needs and observe them proposed whether accord with the actual demand, how nice to meet their needs. Nothing can take the place of real-life experience only comes from practice is the truth, is the most useful. Observing employees with members will demonstrate exactly how the staff is implementing the training they have received. It will show management what procedures are being utilized, how effective they are, and how members react to the implemented procedures. In fact, through observation and participation, management has the opportunity to hear feedback directly from the member. Many of our managers in the training effectiveness evaluation, often neglected. They direct observation obtains information, and this information often than through survey information from more intuitive, more for their future training activities help. 3. Saying One Thing And Doing Another. Management must walk the walk and be able to do and demonstrate what they say to the employee. Many managers in meetings or publicly made a lot of encouraging and morale commitment, to afterwards but do not practice, this is a very bad phenomenon, said a set, do a set, it will lose your heart in the prestige of the employees and affinity, they will think you very hypocritical, focus only on many other aspects, such as production, etc., and not practicing for our promise. Similarly, the employee must believe that management believes in the processes and procedures they recommend. In short, a sure way to create doubt is to say one thing and do another. 4. Assuming Employees Just Get It. Never assume, we should take facts speak. As is known, to check staff whether have mastered training the knowledge you have learned. We can through seek employee feedback and have them demonstrate concepts so that you know they get it. Management cannot know if the employees are implementing the proper processes and procedures unless they assess the employees, and seek and provide feedback, whether to conform to the standard work standard, so our training input can also see benefits. We have a lot of methods to check staff during training the knowledge you have learned, Among them, role playing is an effective method that can be used to both train and assess the employee simultaneously. Alleged role plays, is directed by testers describe an illusion working environment, let participants imagine it happens, and according to the requirement to behavioral responses, testee on subjects words and nonverbal behavior and behavior effectiveness evaluation, is a kind of behavior simulation technologies. Using this approach, in the face of employees can work tasks reaction, how to carry out work to wait for good observation and judgment, can facilitate employee training deconstruction of the managers to knowledge for good detection. 5. Never Participating in Training. Management must take an active role in the training process along with the employees. Here said the positive role not only means before training mobilization inspire everyone to participate in training, also refers not only how managers actively planning organizing a training, it also includes managers should actively participate in training activities, to see them live related training courses, or with the training of communication and exchange participants, etc. Your presence alone will raise employee appreciation and confidence, also enhance their prestigeand affinity. However, nothing replaces the first-hand knowledge you as management by participating in your own training. 6. Assuming Training is a Panacea. Training alone cannot be considered a cure-all, we cant expect to organize a professional skill training, then all the employees in the future work across related problems can be solved, it is not realistic. Management must ensure the employees are provided the proper tools and atmosphere to deliver optimal member service that lives up to managements expectations. This may include processes, technology, feedback mechanisms, recurrent training, etc. An integrated process must be developed in order for the desired outcomes to be achieved. Best can will training work institutionalized, forming a mechanism, establish a structured training system. These include training needs solicitation, training plan, training and the training mode selection, training effectiveness evaluation, etc. Only to have a complete set of training system, the training work ability reasonable and orderly implementation. We do not assume training is everything, also did not expect training can solve all problems, we expect that the implementation of the training work can achieve the desired effect. 7. Not Discussing Strategies Nor Following Up With Employees Periodically. Training is not a one-time event. The answer is negative. Implementing a training program, cannot say after the training, the training work is annulled, it must and subsequent training work comes in contact, because all the work for the enterprise strategy and service, which means we must according to the management of the enterprise development strategy to develop a training plan. Moreover, if the training employees receive is only delivered once, without periodic reinforcement, the strategies and lessons learned are bound to be forgotten. Then we get the corresponding training investment returns, the enterprise development also not realize. At this time, management needs to discuss the strategies for which training is being provided. Why is the training taking place? What are the desired outcomes? How will the member benefit? 8. Waiting Until 4th Quarter to Assess Their Progress During The Year. Often management assessment of programs and performance is relegated to a one-time, end-of-year exercise. It is in the end of the year when for the conduct of all training programs summarizes, assessment, and on this basis carry out next years training needs solicitation. It is impossible to make an accurate assessment in this manner. Because a lot of training effect of transformation is in training just end or over time reflect the most obvious, otherwise difficult to carry on the appraisal. Usually,assessment needs to be a continuous process throughout the year. Incremental adjustments and fine-tuning need to occur in real-time throughout the year. This is the only way management can maintain the pulse of the business and review and adjust as necessary to maximize the operation and ultimately member service. Of course, coaching and accountability are key elements of the assessment process. Coaching and accountability should be a continual process throughout the year to ensure employees maintain their new skills and do no revert back to their old comfort zone. 9. Having A Pep Talk In January Of Each Year & Expecting That To Be Enough. This goes hand-in-glove with the idea that one should not assess progress only once-a-year in the 4th quarter. Likewise, management should go much further than a once-a-year pep talk and expect that to be enough to motivate and drive employees to properly implement your programs, best can with enterprises business strategy to keep good consistency. First, motivating employees should be a top-of-mind business process within your company. This may even include formal reward and recognition programs to keep employees motivated and on-track in delivering your desired outcomes. In addition to motivation, ongoing training should be a part of your program. As mentioned earlier, your program should be assessed and fine-tuned as necessary on a continual basis. And employees need to be trained and re-trained continually with program refreshers and updates. This ensures the program is maintained and delivered as desired. 10. Running the Strategic Planning Sessions. The same way every year vs. having an outside trained facilitator to get a fresh outlook (fresh eyes and ears approach). Management should never assume that all the answers can be found by looking inwardly. While internal management can certainly add participate, they more than likely cannot add the fresh perspective that an outside party can offer. Because so many things may not through inner observed to discover, when we exist in an organization is too long, and may not be aware of the problems existing in the to the organization, you will feel that everything in the step-by-step operation, simply does not exist any problems. Nevertheless, management should observe and participate during the strategic planning process so that they may provide a guiding voice throughout the process from both a managers perspective as well as from the perspective of the team. 译文 ： 实施一项培训 应避免的十大误区 麦克 .科尔 在 制定或实施 一项 新 的 培训 时 ， 我们更多关注的是应该做什么的问题而很 少提及 应该避免什么 。 因此，我们在制定或实施一项培训时，可能会遇到这样或者那样的问题，也许就是我们没有注意培训时应该避免什么而导致的。有些失误我们可以根据很多经验总结出来，这样会为我们的培训工作带来很大的便利，会让我们的培训投资得到更好的回报。 根据我们对多家企业培训工作的实际状况的调研，发现很多共性的问题。 下面列出了 在 实施培训项目时每个管理者必须注意避免的十大误区： 1、一味 给予 建议 ， 而从不倾 听。 比起倾听那些他们急需回答的日常战略和业务问题，提供意见、反馈或是明智的建议对管理者来说更容易些。很多管理者在实践中，往往会过多的把心思放在给如何给予下属意见或者建议上，认为这样是对下属最好的，非常有利于他们发现缺点，改正错误，从而提高工作效率。然而，他们可能忽视了下属心里面真正在想些什么，什么是他们最想得到的，只有了解了下属心之所想，给予他们所要，再结合给他们提建议的方式，这样才是最好的，也是最完善的。 管理者不应该假设他知道 所有的答案 。 有可能，很多在战略上的宝贵投入可以从那些培训对其有直接影响的前线员工中获得收益。也就是说，对没有直接需求的管理者而言，或是对其工作实际状况的不了解，或是没有完全掌握下属心里真正想要的是什么，他们应该多从一些与工作有直接关系的员工那里寻找答案。毕竟， 成员的需要是第一位的，而最好的了解员工需要的方式就是直接听取前线员工的反映，或者是从与前线员工直接交谈的成员那里获得。 2、管理者不将雇员当成培训成员进行观察 。 与 听取前线员工 的需求一样 ，进行观察 应该受到 同等重视。 管理者要对雇员的工作状况进行观察，在听 取他们需求的同时观察他们所提出的需求是否符合实际，该如何很好的满足他们的需求。管理者应该知道 没有任何东西可以 取代真实的生活体验经历，只有来源于实践的才是真知，才是最有用的 。 将员工当成培训 成员进行观察可以准确地示范员工怎样实现培训中学到的知识。通过观察，管理者可以了解什么培训程序已被利用，它们的效果如何，以及员工对培训过程的反映。事实上，通过观察参与，管理者有了直接听取员工反馈的机会。我们很多管理者在进行培训效果评估的时候，往往会忽视直接观察所得到的信息，而这个信息往往比通过调查得到的信息更加直观，更加对自己 今后培训工作的开展有帮助。 3、 说一套，做一套。 管理人员必须不断地 进步 ， 并且有能力做到他们对员工的承诺 。 很多管理者在会议或者公开场合做出了很多的鼓舞人心和士气的承诺，到后来却没有践行，这是一个很不好的现象，说一套，做一套，这样会丧失你在雇员心中的威信和亲和力，他们会觉得你很虚伪，只关注其他的很多方面，诸如生产等，而不践行对我们的承诺。同样的，员工则要相信管理者在培训过程中提出的意见，管理者所提出的意见是站在整个组织的立场上，是为每一个人在思考，而不单只针对某一个个体。总之，管理者说一套做一套的做法 必然会使员工对培训产生疑虑。 4、 假设员工 掌握了培训的知识 。 永远不要假设 ，我们要以事实说话 。 众所周知，要检验员工是否已经掌握了培训所学到的知识，我们可以通过 寻求员工的反馈并让他们 示范培训中学到的知识 ， 从而使你能确保员工已经掌握了培训的知识 。 除非让员工进行培训评估并提供反馈意见，否则 管理层 无法确定员工 正在实施的程序和步骤 是否正 确 ，是否符合规范作业的标准，那么我们的培训投入也能够从中看到收益。我们有很多方法来检验员工在培训中所学到的知识，其中， 角色扮演是一种 对于培训和员工评估都 有效的方法 。所谓角色扮演，是指向被测试者描述一种假象的工作环境，让受测者想象它真的发生了，并按要求作出行为反应，评价者对受测者的言语和非言语行为及行为的有效性进行评价，是一种行为模拟技术。运用这种方法，可以对雇员在面对工作任务时的反应，如何开展工作等进行很好的观察和判断，能够方便管理者对员工接受培训后学到的知识进行很好的检测。 5、 从来 不参与 培训。 管理 者 一定要 在员工的培训过程中 发挥积极 的 作用。 这里所说的积极作用不光是指在培训前动员鼓舞大家参加培训，也不仅仅是指管理者如何积极的策划组 织一场培训，它同时也包括管理者要积 极主动的参与到培训活动中，去现场听听相关的培训课程，或是同培训的参加人员进行沟通与交流等等。管理者 的存在本身将提高员工的赞赏和信任 ，同时也增强了自己的威信和亲和力 。 没有什么可以替代管理者通过参与培训而掌握到的第一手资料。管理者亲身参加培训，可以了解到很多信息，比如培训讲师是否合适，上课的氛围如何，学员学习的状况如何，对培训有什么其他的要求等等，这些都将对提高培训的效率和质量有非常大的帮助，是非常宝贵的资料。 6、 假设培训是万能的。 培训并不能解决所有问题，我们不能指望组织一次专业技能培训，然后全体雇员