中文翻译 Training and Developing Employees.doc

Chapter 5 Training and Developing Employees 员工培训和发展Why the Training Business Is Booming为什么培训生意兴隆The Five-Step Training and Development Process五个步骤培训和发展过程 Why Orientation Is Important为什么岗前培训非常重要 Using Orientation to Reduce Stress用岗前培训减少压力 On-the-Job Training在职培训Training refers to the methods used to give new or present employees the skills they need to perform their jobs. 培训是指给新的或者现有员工完成他们工作的方法 Training might mean showing a new Web designer the intricacies of your site, a new salesperson how to sell your firms product, or a new supervisor how to interview and evaluate employees. Training is a hallmark of good management, and a task managers overlook at their peril. Having high-potential employees doesnt guarantee theyll succeed. Instead, they have to know what you want them to do and how you want them to do it. If they dont, theyll do the jobs their way, not yours. Or they will improvise, or, worse, do nothing productive at all. Good training is vital. 可能意味着显示一个新的Web设计师，您的网站的复杂性，一个新的销售人员如何销售贵公司的产品，或一个新的主管如何面试和评估员工。培训是良好管理的一个标志，任务经理们会忽视他们的重要性。具有高潜力的员工并不能保证他们会成功的。相反，他们需要知道你希望他们做什么，以及如何你想让他们怎样做。如果他们不这样做，他们会按照自己的工作方式，不是你的。或者他们会临时准备，或者，更糟糕的，没有一点效率。良好的培训是至关重要的。Why the Training Business Is Booming“Training” is more inclusive than it used to be. 培训的内涵比以前更加丰富 Training used to focus mostly 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, improve 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 charts and graphs and analyze data. 培训的过去主要关注于教学技能，如培训装配工焊接线或培训教师写教案。今天，这样的技术培训不再是足够的。今天，雇主必须适应技术变革，提高产品和服务质量，提高生产率以保持竞争力。这样做往往需要补习教育。例如，质量改进计划要求可以写出图表和图形和分析数据的员工。Similarly, todays employees need skills (and thus training) in team building, decision making, and communication, as well as technological and computer skills (such as desktop publishing and computer-aided design and manufacturing). And as competition demands better service, employees increasingly require customer service training. McDonalds swung into action with a new training program in 2001, for instance, when it found that many of its in-store customers complained of poor service. 同样，今天的员工在团队建设需要技能（就此培训），决策，沟通，以及技术和计算机技能（如桌面出版系统和计算机辅助设计和制造）。随着竞争的要求，更好的服务，员工的要求越来越高的客户服务培训。麦当劳随即采取行动，与新的培训计划，例如，在2001年的时候才发现，其店内客户抱怨服务太差As one trainer puts it : “we dont just concentrate on the traditional training objectives anymore We sit down with management and help them identify strategic goals and objectives and the skills and knowledge needed to achieve them. Then we work together to identify whether our staff has the skills and knowledge, and when they dont, thats when we discuss training needs.” 正如一位培训者所说的那样：“我们不只是集中在传统的培养目标了. .我们坐下来与管理，并帮助他们确定的战略目标和具体目标以及实现它们所需的技能和知识。然后我们一起工作，以确定我们的工作人员是否有技能和知识，而当他们还没有的时候，这时候我们就需要讨论的培训需求Trends like these help 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 45 hours of training, 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 billion went to outside vendors for materials, courses, and services. 这些趋势帮助解释为什么培训正在蓬勃发展。据报道，在一项调查中，约84的员工从现在的雇主那收到某种类型的正规培训，员工平均每年获得约45小时的培训，其中约三分之一是正式的，三分之二是非正式的。2000年，较大的美国公司花了约为54亿元给员工培训。大部分多的薪金用于支付给内部培训专家，但超过190亿美元的外部供应商的教材，课程和服务。The Five-Step Training and Development ProcessTraining programs consist of five steps. The first, or needs analysis step, identifies the specific job performance skills needed, analyzes the skills and needs of the prospective trainees, and develops specific, measurable knowledge and performance objectives. In the second step, instructional design, you decide on, compile, and produce the training program content, including workbooks, exercises, and activities; here, youll probably use techniques like those discussed in this chapter, such as on-the-job training and computer-assisted learning. 培训课程包括五个步骤。第一，需要分析步骤，确定了具体工作绩效所需的技能，分析准学员的技能和需求，并制定具体，可衡量的知识和绩效目标。在第二个步骤，你决定，编制教学设计，并列出培训计划的内容，包括工作簿，练习和活动，在这里，你可能会使用在本章中所讨论的技术，如，在职培训以及电脑辅助学习。There may be a third, validation step, in which the bugs are worked out of the training program by presenting it to a small representative audience. The fourth step is to implement the program, by actually training the targeted employee group. Fifth is an evaluation and follow-up step, in which management assesses the programs successes or failures. 可能有第三，确认步骤，其中的在培训计划中显现的错误讲他展现给一个小的有代表性的观众。第四步是实施方案，通过对有针对性员工群进行培训。第五是评估以及后续步骤，其中管理者评估该计划的成功或失败Why Orientation Is ImportantRecruiting and selecting high-potential employees doesnt guarantee theyll perform effectively. For one thing, people who dont know what to do or how to do it cant perform effectively even if they want to. Your next step is therefore to ensure that your employees know what to do and how to do it you have to orient and train them. Lets start with orientation. 招聘选择高潜力员工的，并不能保证他们有高绩效。 首先，不知道该怎么做或怎么做一件事的人是不能有高绩效的，即使他们很想去做。 因此 ，你的下一步是，以确保你的员工知道做什么和怎么做- 你必须引导，培养他们。让我们开始岗前培训 Employee orientation provides new employees with the basic background information required to perform their jobs satisfactorily, such as information about company rules. Programs may range from brief, informal introductions to lengthy, formal courses. 员工入职培训圆满地履行自己的工作需要的基本背景信息，如有关公司规则的信息。培训计划的范围可以从简短的，非正式的介绍，冗长的，正式的课程。 The HR specialist (or, in smaller firms, the office manager) usually performs the first part of the orientation, by explaining basic matters like working hours and vacations. That person then introduces the new employee to his or her new supervisor. The supervisor continues the orientation by explaining the exact nature of the job, introducing the person to his or her new colleagues, familiarizing the new employee with the workplace, and helping to reduce first-day jitters. Orientation typically includes information on employees benefits, personnel policies, the daily routine, company organization and operations, and safety measures and regulations, as well as a facilities tour. 人力资源专家（或者，在规模较小的公司，办事处经理）通常执行入职培训的第一部分，通过解释基本问题，如工作时间和休假。 接着介绍新员工给他们的新上司。主管继续给以岗前培训通过解释工作的确切性质，把他们介绍给新同事，让新员工熟悉工作场所，以及帮助，以缓解第一天不安的情绪。 岗前培训通常包括员工福利，人事政策，日常工作，公司的组织和运作，以及安全的措施和规章，以及设施参观 At a minimum, new employees usually receive either printed or Internet-based employee handbooks. These explain things like working hours, performance reviews, getting on the payroll, and vacations. Under certain conditions, the courts may find that the employee handbooks contents represent legally binding employment commitments. 至少，新员工通常会收到打印或基于互联网的员工手册。这些解释工作时间，绩效评估，得到工资，和假期。在某些情况下，法院可能会发现，员工手册的内容代表着具有法律约束力的就业承诺 Therefore, companies often include disclaimers to make it clear that statements of company policies, benefits, and regulations do not constitute the terms and conditions of an employment contract either expressed or implied. 因此，企业往往包括免责声明，明确表示，公司政策，福利，法规的陈述并不构成任何明示或暗示的雇佣合约的条款和条件。 Also, companies generally do not insert statements such as “no employee will be fired without just cause” or statements that imply or state that employees have tenure. 此外，公司一般不插入语句，如“可以没有正当的原因就解雇员工”或暗示的规定或声明，员工有任期Indeed, its usually best to emphasize that the employment relationship is strictly “at-will”. 事实上，通常情况下，最好强调，雇佣关系是严格的“自愿” Dont underestimate orientations importance. Without basic information on things like rules and policies, new employees may make time-consuming（浪费时间） or even dangerous errors. Their performance and the firms will suffer. Furthermore, orientation is not just about rules. Its also about making the new person feel welcome and at home and part of the team, all potentially important if you want him or her to be productive. At Saturn Corporation（萨顿公司）, orientation is step 1 in the firms new-employee socialization process the ongoing process（持续的过程） of instilling in employees the attitudes, standard, values, and patterns of behavior the firm expects of them. 不要小看岗前培训的重要性。没有规则和政策等的基本信息，新员工可能会耗时（浪费时间），或者甚至是犯危险的错误。 他们的表现将使公司遭损失。此外，岗前培训不只是规则。它也让新员工感到欢迎，感到想再家一样，是团队的一部分，所有潜在的重要的，如果你想让他或她是有生产力的。（萨顿公司），岗前培训是在该公司的新雇员的社会化过程中的第1步-在员工中灌输的态度，标准，价值观，和行为模式，坚定他们的期望，这是持续不断的过程（持续的过程）。At Saturn （萨顿公司）, or instance, orientation is where new employees are first exposed to the firms core values of teamwork and quality by receiving their “Saturn Values” card, and by watching presentations by co-workers. （萨顿公司），举例来说，岗前培训是新员工第一次接触，接受他们的“萨顿价值观”卡，以及通过观看由同事介绍，该公司的核心价值观，团队精神和质量。 A successful orientation should accomplish four main things: The new employee should feel welcome and at ease; he or she should understand the organization in a broad sense (its past, present, culture, and vision of the future), as well as key facts such as policies and procedures; the employee should be clear about what is expected in terms of work and behavior; and the person should have begun the process of becoming socialized into the firms ways of acting and doing things. 一个成功的岗前培训应做到四个主要的事情：新员工应该感到欢迎和轻松放心，他或她应该理解在广义上组织意义（过去，现在，文化，以及对未来的憧憬），以及关键事实如政策和步骤;雇员应清楚什么是预期的工作和行为;员工应该开始变成同公司行为工作方式的演变过程Using Orientation to Reduce StressReducing jitters is important. In fact, the ROPES orientation method ( for “realistic orientation programs for new employees stress”) emphasizes orientations stress-reduction role. To reduce entry shock and employee stress, “newcomers should be forewarned about the typical disappointments they can expect” and how to deal with them (such as, “your new boss is tough, so if you dont understand something, make sure to ask”). Supervisors should also provide general support and reassurance. 减少的担忧是非常重要的。事实上，绳索定向法（“新员工压力的真实入职培训方案”）强调入职培训的减压作用。为了减少入职冲击和员工的压力，“新来者，应事先事先告知他们所能想象的一些典型的令人失望的事，. .”，以及如何处理他们的（如，“你的新老板是严格的，所以如果你不明白的地方，确保要问“）。主管还应当提供普遍支持和宽慰。Not all new hires react to orientation in the same way. Supervisors should therefore be vigilant, and follow up and encourage new employees to engage in those activities that will enable each to “learn the ropes” and become productive quickly. 并非所有新员工都以同样的方式看待岗前培训。因此，主管应注意，跟进，以及鼓励新员工从事一些使每个员工都能摸到门道”，并尽快成为具有生产力的活动On-the-Job Training在职培训On the-job training (OJT) means having a person learn a job by actually doing it. Every employee, from mailroom clerk to company president, gets on-the-job training when he or she joins a firm. In many firms, OJT is the only training available. 在职培训（OJT）是指一个人学习他正在做的工作。每一个员工，从收发室的业务员到公司总裁，他或她加入了公司都需要得到在职培训。在许多企业中，在职培训是唯一可用的训练。 The most familiar type of on-the-job training is the coaching or understudy method. Here, an experienced worker or the trainees supervisor trains the employee. At lower levels, trainees may acquire skills by observing the supervisor. But this technique is widely used at top-management levels, too. A potential future CEO might spend a year as assistant to the current CEO, 最熟悉的在职培训的类型是教练或替补方法。在这里，一个有经验的工人或学员的上司训练新雇员。在较低水平，学员可通过观察上级主管来掌握技能，但这种技术也被广泛用于高层管理水平。未来潜在的CEO可能会花了一年的时间当现任CEO的助理。for instance.Job rotation, in which an employee (usually a management trainee) moves from job to job at planned intervals, is another OJT technique. Jeffrey Immelt（杰夫里艾梅尔特） progressed through such a process in becoming GEs new CEO. Special assignments similarly give lower-level executives firsthand experience in working on actual problems. The Mens Wearhouse(男士服装公司), with 455 stores nationwide, makes extensive use of on-the-job training. It has few full-time trainers. Instead, the Mens Wearhouse (男士服装公司) has a formal process of “cascading” responsibility for training: Every manager is formally accountable for the development of his or her direct subordinates. 例如，岗位轮换，是雇员（通常是管理培训生）计划的时间间隔从一个工作岗位到另一个工作岗位的过程，是另一个在职培训技术。Jeffrey Immelt就是通过这样的过程成为GE公司的新任首席执行官。特别任务同样给较低级别的管理人员，第一手工作是问题的经验。男仕服饰公司（男士服装公司），在全国有455店，广泛使用的在职培训。有少数专职培训师。相反，男仕服饰公司的“级联”培训的责任正式的过程：每个经理是正式地为他或她的直接下属的发展负责。OJT has several advantages. It is relatively inexpensive; trainees learn while producing; and there is no need for expensive off-site facilities like classrooms or programmed learning devices. The method also facilitates learning, since trainees learn by doing and get quick feedback on their performance. But there are several points to note when using OJT. 在职培训有几个好处。它是相对便宜;学员在工作中学习;以及不需要昂贵的场外设施，像教室或编程学习设备。该方法也有利于学习，因为学员边做边学，并得到他们的表现的快速反馈。但也有几点要注意使用在职培训时。 Most important, dont take the success of an on-the-job training program for granted. Carefully train the trainers themselves, and provide the necessary training materials. Trainers should know, for instance, the principles of learning and perhaps the four-step job instruction technique that follows. 最重要的是，不要认为在职培训计划的成功理所当然的。仔细地培训培训者自身，并提供必要的培训材料。培训者应该知道，比如，学习的原则，也许包括四步工作指导技术。Low expectations on the trainers part may translate into poorer trainee performance ( a phenomenon researchers have called “the golem effect”). Those training others should thus emphasize the high expectations they have for their trainees success. 培训者的部分低期望可能转化为较差的学员的表现（一个现象，研究者们称为“傀儡效果”）。因此，这些培训应强调他们对学员成功抱有很高的期望。 Here are some steps to help ensure success. 这里有一些步骤，以协助确保成功。Step 1. Prepare the learner第1步。准备学习者1.Put the learner at ease relieve the tension.2.Explain why he or she is being taught.3.Create interest, encourage question, find out what the learner already knows about this or other jobs.4.Explanin the whole job and relate it to some job the worker already knows.5.Place the learner as close to the normal working position as possible.6.Familiarize the worker with equipment, materials, tools, and trade terms.1使学习者放心-纾缓紧张的情绪。2.解释为什么他或她正在教。3.产生兴趣，鼓励问题，找出学习者已经知道的或其他工作。4.解释整个工作以及它涉及到一些工作的工人已经知道。5.将学习者尽可能接近正常的工作地位。6.使工人熟悉设备，材料，工具，以及贸易条件。Step 2. Present the Operation第2步。呈现操作1.Explain quantity and quality requirements.2.Go through the job at the normal work pace.3.Go through the job at a low pace several times, explaining each step. Between operations, explain the difficult part, or those in which errors are likely to be made.4.Again go through the job at a slow pace several times; explain the key point.5.Have the learner explain the steps as you go through the job at a slow pace.1.解释数量和质量要求。2在标准的工作地点参加工作3.在低速的状态下工作几次，解释每一个步骤。操作之间，解释困难的部分，或那些有可能作出的错误。4.再次在低速下工作;解释的关键点。5向学习者解释在缓慢状态下的工作步骤。Step 3. Do a Tryout第3步。做一个调试1.Have the learner go through the job several times, slowly, explaining each step to you. Correct mistakes and, if necessary, do some of the complicated steps the first few times.2.Run the job at the normal pace.3.Have the learner do the job, gradually building up skill and speed.4.As soon as the learner demonstrates ability to do the job, let the work begin, but dont abandon him or her.1.让学习者通过多次工作，慢慢地，解释每一步给你。纠正错误，如果必要的话，最初几次做一些复杂的步骤2.运行工作在正常的速度3.让学习者做的工作，逐步建立技能和速度。4.尽快学习者证明有能力做的工作，让我们开始工作，但不放弃他或她。Step 4. Follow up第4步。跟进1.Designate to whom the learner should go for help.2.Gradually decrease supervision, checking work from time to time against quality and quantity standards.3.Correct faulty work patterns before they become a habit. Show why the learned method is superior.4.Compliment good work; encourage the worker until he or she is able to meet the quality and quantity standards.1.指定学习者应该向谁去寻求帮助。2.逐渐地减少监督，不时地检查工作，对质量和数量标准时间。3纠正故障工作模式，在成为一种习惯之前。说明为什么学习的方法高级。4.称赞良好的工作，直到他或她是能够满足质量和数量标准，鼓励工人。Off-the-Job Training and Development Techniques离职培训和开发技术There are also many off-the-job techniques for training and developing managers. 这儿也有许多离职技术用于培训和发展经理The Case Study Method个案研究法As most everyone knows, the case study method presents a trainee with a written description of an organizational problem. The person then analyzes the case, diagnoses the problem, and presents his or her findings and solutions in a discussion with other trainees. 由于大多数人都知道，个案研究法向被培训者介绍组织问题的书面说明。，然后分析情况，诊断问题，再与其他学员进行讨论，并提出他或她的调查结果和解决方案。 Integrated case scenarios expand the case analysis concept by creating long-term, comprehensive case situations. For example, the FBI Academy recently created an integrated case scenario. 综合情况展开案例分析的概念，通过建立长期，全面的情形。例如，联邦调查局学院最近设立了一个综合情况。It starts with “a concerned citizens telephone call and ends 14 weeks later with a simulated trial. In between is the stuff of a genuine investigation, including a healthy sampling of what can go wrong in an actual criminal inquiry.” To create such scenarios, scriptwriters (often employees in the firms training group) write the scripts. The scripts include themes, background stories, detailed personnel histories, and role-playing instructions. In the case of the FBI, the scenarios are aimed at developing specific training skills, such as interviewing witnesses and analyzing crime scenes. 它开始以“关注公民的电话，与模拟试验结束后14个星期。在这两者之间是一个真正的调查，包括什么，可以在一个实际的刑事调查错误的健康抽样的东西。“要创建这样的情况下，编剧（通常员工在公司的训练组）编写的脚本。这些脚本包括主题，背景故事，历史的详细人员，和角色扮演说明。在联邦调查局的情况下，方案的目的是制定具体的培训技能，如见证人和分析犯罪现场，。Management Games管理游戏 With computerized or CD-ROM-based management games, trainees are divided into five-or six-person groups, each of which competes with the others in a simulated marketplace. Each group typically must decide, for example, (1) how much to spend on advertising, (2) how much to produce, (3) how much inventory to maintain, and (4) how many of which product to produce. Usually the game itself compresses a two- or three-year period into days, weeks, or months. As in the real world, each company team usually cant see what decisions (such as to boost advertising) the other firms have made, although these decisions do affect their own sales. 随着计算机或基于CD