员工培训的新发展.doc

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 master increasingly complex technical skills. Five major forces behind training becoming so important and central to any firms operations are as follows:(1) global and domestic competition;(2) changes in technology;(3) mergers, acquisitions and divestitures causing realignment of structures and functions 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 employees 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 classroom/instructororiented. This has recently proven ineffective compared with more modern developments.Two books published in 19881,2 discuss many companies and modern employee-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 training 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 programme 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 guideline, and the emphasis was teamwork. From the initial training, Corning Glass found problem areas which needed to be addressed in further company training courses, including interpersonal relationships and problem solving. Though use of books is by no 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 environment because each employee trains others in their group. This way employees know one anothers jobs and can perform them in case of an employee absence. Employees 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 continuous 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 secondary 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 employees morale, and good employee morale increases work output as well as interpersonal 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 performs 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 the course of this, a new employee receives direction and support from a co-worker already experienced in the task. Although S.B. Thomas does not focus as much on outside training (e.g. college courses), its commitment to the in-house training and motivation of all employees has proved effective. Factories are also utilizing modern training ideas. They are prone to employ multiskilled workers and use multipurpose machines. Factories now use flexible automation 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 product 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 competitive advantage. Traditionally, single-skilled training was highly specialized with centralized 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 immediately, 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. Additionally, 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 absenteeism. 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 recently become widespread but not a major training impetus.Manufacturer-UserAnother form of training is “manufacturer-user”, which involves the vendor and supplier 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 into a training agreement on award of an equipment bid. A typical training agreement with suppliers requires: l Access to suppliers plant by training poeple from Goodyear in order to prepare task analysis and training material.l Hands-on use for operators, maintenance workers, and managers. Classroom work, media, equipment and instructionare also used.l Training content matching specifications required.l Complete training before the equipment goes into operation.l A training representative of the supplier dedicated to full-time training.Goodyears 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 manageable steps, resulting in improved decision making and training delivery.The second approach is training partnerships with community colleges. Companies 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 graduate 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 discussed. 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 partake 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 addition 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 teamwork 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 programme. This “interactive” approach, although it works best, does not seem to be the approach 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。五个比较重要和核心的培训将成为背后支撑的力量，对于任何公司都可以按如下方式操作：（1）全球和国内竞争；（2）技术变革；（3）兼并，收购和资产剥离造成公司的结构和职能调整；（4）获得更好教育的劳动力；（5）新职业的出现（如计算机等）新的训练思路对应新的培训趋势的发展，因为它能使有关员工工作中的培训更切合实际，实事求是。培训必须让员工获得更广泛的知识，使他们有效地利用新技术，融入它的工作场所，同时使企业降低成本，获得更好的质量，更快的获得投资回报，提高生产率和一次员工适应变化和取得长期发展的培训。在过去，培训非常死板，这与最近更现代的培训发展相比被证明是无效的。在1988年利用今天紧跟技术发展的想法出版了两本书，讨论了许多公司和现代员工培训的问题，这四个领域讨论包括：（1）结合企业目标调整的培训策略；（2）持续学习；（3）制造商用户；（4）设计和提供培训成本效益。此外，在各种杂志的文章中也的补充讨论了这两本书，同时有了引进新的训练方法的一些想法。根据企业目标调整培训策略第一种类型的培训在上述书中已经提到过，讨论协调培训战略与公司的目标这是必要的。因为每个公司必须评估所需要的是竞争并取得成功。一旦这些达成就可以相应地应用到公司的培训中去。美国高科是ATT的一家子公司，他们也赞同通过集中在以下方式的员工培训和企业目标培训：对管理人员进行培训，内部招聘，降低人力资源消耗。应聘者一经录用，作为新员工就要被鼓励参加为期两天的公司政策、工作流程概述和团队参与等方向培训。因为团队精神是美国高科企业文化的组成部分。基本培训完成后，新员工被安排在团体和他们的工作中，同时进行电脑操作的培训。没有教练领导阶级，所以它是必要的。团队互相讨论各种问题，并在电脑上对他们提出任务。集团员工培训应使员工熟悉工作场所，经常举行会议，讨论群体的需要和公司的问题。这个过程可以实现公司培训的目标。计算机培训在这个过程中没有提及，但往往是一个更现代的方式来训练计算机的如此普遍使用。美国高科发现，这种方法是让人们在工作和学习中共同合作取得成功。康宁玻璃工程公司则使用另一种培训方式实现培训计划与企业目标相一致。在康宁玻璃公司训练是很重要的，他们认为培训效果的好坏将直接关系到企业成功，并希望把它作为在竞争中领先一步的训练。康宁玻璃公司在外部顾问公司的帮助下，把对质量的要求放在一本教科书。培训部门努力工作，帮助所有28,000名员工在产品和人的素质方面进行培训，而中层管理人员是培训的重点。该书被用来作为一个方针，重点是团队精神。在最初的培训中，康宁玻璃公司发现了许多问题，这需要予以进一步开发公司的培训课程，包括人际关系，解决问题等方面。虽然书的使用绝不是一个现代化的培训方法，但是培训目的是公司将培训内容书面化并将其作为自己培训的内容，有新需求出现时可以随时修改。而现在大多数公司依然仅仅依靠外面的培训课程。持续学习最近的趋势表明，培训已经开始由 “具体工作技能培训”到“终生学习”，特别是重点和专业领域内的公司。在不断的学习，鼓励员工学习和理解他们周围的工作，更重要的往往是那些他们需要定期执行的技能。半自治的工作团队是最有利于持续学习的环境，因为每个员工在他们团队中不断得到鼓励。这样，员工都知道彼此的工作，并可以在雇员请假的情况下代替他们的工作。员工开始认识到，学习和不断的培训是他们工作的一部分。相互训练，或者叫“培训培训者”，是另一种不断学习的重要方法。它允许员工开发新的应用和技术，并分享他们的同龄人或主管的经验。S.B.托马斯公司认为在持续的学习计划中有两种类型的培训：社会科学及技术工作的培训。在社会科学培训雇员有一个如沟通，辅导员，安全人员二次就业。这些人员的工作经常变动，是与他们所被雇用的工作比较轻松，但它给员工一个“团队合作”从而有提高劳动生产率的自豪感。尽管这不是一个真正意义上的实际培训过程，但它是一种以提高员工的士气和良好的工作输出，以及人际关系的培训方法。技术工作培训的重点是学习员工工作的执行力。电影是用来说明和解释哪些公司的新员工的工作将被执行。由于这并非一个新的发展，我们将不予讨论。S.B.托马斯公司的工作队各成员彼此合作。作为一个新员工学习的推动者把新员工培训放在集团的整体工作中。在这个过程中，一个新员工收到的来自一个共同的任务已经在有经验的工人的指导和支持下开展起来了。虽然S.B.托马斯公司除了不集中的训练以外（如大学课程），他还致力于内部培训和提高全体员工的积极性这些都已经被证明是有效的。工厂还利用现代培训理念。他们还容易雇用多技能工人和使用多功能机器。工厂现在使用灵活的自动化设备进入车间和短流水线车间里。每个单元的工人必须具备操作各种机