商超零售卖场百货门店运营管理 沃尔玛 基础领导艺术培训课 Lesson11-Asso. Development

1、Store of Learning第十一课培训店领导艺术阅读练习Store of Learning- Confidential - TIME MMMM, yy January, 09 Training, HRPage PAGE 7 of NUMPAGES 7LEADERSHIP LESSON领导艺术课程 Associate Development员工发展As a Manager of Associates, you will be assessed on the development of your Associates. Training and developing Associates

2、 is everyones responsibility.作为员工们的管理者，你将为员工们的发展而受评定，培训和发展员工是每个人的责任。It is your responsibility as a Manager to make certain that your Associates know their jobs. Training is not only important for new Associates, but long-term Associates as well. Wal-Mart is a tremendously fast growing company-job as

3、signments change and new techniques are constantly being introduced. Those long-term Associates will need reinforcement and training when the changes affect them. Above all else, never assume that a new or long-term Associate understands a job that they are performing for the first time. Many times,

4、 in an attempt to impress you, they will tell you that they do know the job function. Of course, you can visualize the problems that may occur if someone is assigned to a new job, say receiving freight, and doesnt really understand what to do. We are going to cover some procedures that will help you

5、 train your Associates, but remember, to really be effective, you must have knowledge of the procedure yourself.确认你的每个员工都了解他们的工作是你作为一个管理者应负的责任。培训不仅是对新员工而言是重要的，对老员工亦然。沃尔玛是一个极速发展的公司工作任务在变化，新的技术不断引进。那些老员工面临这些改变需要不断地强化与培训。除了以上这些，决不要假设一个新员工或老员工在第一次表现时就理解了一份工作。许多时候，为了给你留下深刻印象，他们会告诉你他们已经了解了工作职能，当然，你可以观察到当某

6、人接受一份新工作，例如收货，而并不真正理解如何去做时，会产生许多问题，我们将涉及一些能帮助你培训员工的程序，但记住，要想真正有效，你必须自己理解这些程序。Be Prepared充分准备If you are knowledgeable of the procedures or subject, the next step is you must be prepared to teach. There is nothing worse than going into a training session unprepared. The following suggestions will aid

7、you in preparing for a presentation.如果你很了解某个程序或课题，下一步你要做的就是你必须准备好教授它。没有什么比进入一个没有准备好的培训课题更糟的了。下面的建议将帮助你作好准备。Determine the date subject will be taught.决定课题将被教授的日期。Create an objective for the session. Remember every training session should have an objective. A good objective should have the following e

8、lements: behavior, condition, and standard.为这次课题设立一个目标，记住每个培训课题都有一个目标，一个好的目标有以下几要素：行为、条件和标准。Create a list of all the training aids, supplies, and equipment you will need for your class. Check them off when you set up so you will have everything ready when you start.制作一个你上课时需要的一切培训帮助，供给和设备，当你建立好时再检查一

9、遍，以便当你开始时一切都准备就绪。Determine what method will be used for teaching. The flow of an effective class should contain an introduction, body, summary, and evaluation. 决定教授时要用的手段，有效的课程流程包括：介绍、主体、结论和评估。Just think of this as a road map, a guide that gets you from the beginning to the end in logical sequence.

10、Also, this will help you to be prepared and have everything accessible for teaching.把这仅仅作为一张向导图，一个指引你从开始到结束的逻辑过程，同时，这将帮助你作好充分准备并你一切都易于传授。How Do You Instruct Or Train如何介绍与培训Listed below are some methods of instruction that have been used effectively for years by trainers and educators.下面是一些被培训者和教育者使用

11、过的行之有效的指导方式。Individualized Instruction-Realize that everyone is different with different abilities. Some Associates will learn at a different pace than others. You must adapt your training to this, dont set the same standards for all your Associates. Learn to be patient, just because someone learns

12、slowly does not mean they dont learn well. Also, Associates learn better in a one-to-one relationship than they do in a group. When you have an Associate to instruct, get him/her in a quiet place. Remove the Associate from all obstacles, such as balers, forklifts, etc. This way, you have their full

13、attention and better ensure that they will retain what you are teaching.个性化指导认识至每个人都是不同的，拥有不同的能力。一些员工会与其它员工的学习步伐不同，你必须调整你的培训以适应它，不要为所有的员工设立同一个标准。学会耐心些，因此有些人学得慢并不代表他们学得不好。同时，员工在一对一关系下的学习效果优于小组学习，当你有员工要指导时，为他们找一个安静的地方，将员工带离一切障碍物，如商品、叉车等等，这样，你才能拥有他们的全部注意力，并更好地确保他们将记住你教授的东西。Realistically, it will not al

14、ways be possible to train Associates one-to-one because of the time element and your other responsibilities. Try to keep your training groups as small as possible; the basic rule is no more than 20 trainees per instructor.在实际中，因为时间因素和你的其它责任的限制，不可能总是一对一地培训员工，尽量保证你的培训小组越小越好，基本法则是一个指导者不要超过20个培训者。Get Th

15、eir Attention-You must get Associates to listen before they learn. 吸引他的注意力你必须在员工学习之前让他们倾听。 Once again, remove the individual from outside distractions before you begin instruction. Initiate the instruction process by asking the individual some basic questions and let them give you the answer. This i

16、s the use of feedback and it is the best way to ensure you have the individuals attention. But remember, some Associates attention span is longer than others. Know your Associates, know your subject matter, and you will know how much to try to teach in a given time period.再一次，在你开始指导前，将培训者带离外部干扰，问培训者

17、一些基本的问题并让他们给你答案来发起一个指导过程，这就是反馈的作用，并且是保证你获得他们注意力的最佳方法。但是记住，一些员工的注意力可以将续得比其它人时间更长。了解你的员工，了解你的题目情况，你将知道在给定的时间内有多少要尽量教授。Arouse Interest-This will probably be more difficult with long-term Associates than with new Associates. To arouse interest in a job, you must be a salesperson, as well as an instructo

18、r. Point out to the Associate how important the job is as related to the entire operation. Also, without making promises you cant keep, point out what the Associate can gain from performing the job well. More times than not, Associates want to do a job well and if you will encourage them in the begi

19、nning, they will try their best. When retraining long-term Associates, arousing interest may very well be the key to whether or not they perform adequately.引起兴趣老员工在这方面将比新员工更加困难。对一份工作引起兴趣，你必须成为像一位指导者一样好的推销员。给员工指出在联第到整个营运方面，工作是如何的重要。同样，在不作任何你不能实现的承诺情况下，指出员工可以从出色完成任何中获得什么。或长或短的时间内，员工们会要求把工作做好。而如果你将在开始鼓

20、励他们，他们会尽他们最大的努力。在培训老员工时，引起兴趣可能会很好地成为他们是否恰当地履行职责的关键。Create Desire-This is the true test of a good instructor or trainer. You must make the Associate realize the importance of the job and “fire them up” to do it. Once again, point out to the Associates their future potential if the job is done right.

21、However, in most cases the Associate will have the desire and will want to do the job well, particularly if you have done the first three steps. What you have to do is make certain that the Associate does not lose that initial desire.产生需求这是一个好的指导者或培训正确的一课。你必须让员工认识到工作的重要性并激励他们去做。再一次地向员工指出如果他们的工作做得对，他

22、们的未来将是无可限量。然而，在多数案例中，员工将有这一欲望并想把工作做好。特别是如果你已经做了前三步。你要做的就是确定员工不会失掉最先的欲求。Suggest Action-Actually give the Associate advice on how you would do the job. Many Associates have trouble simply beginning something new and will need your help. Spend some extra time with the Associates and assist in laying ou

23、t their plans and goals for performing the job. If you do this, they will be more likely to come to you if they encounter problems.建议行动正确地给予员工建议，你将怎样做这项工作。许多员工仅仅在新事物开始时有些困难。他们需要你的帮助。花一些额外的时间和员工一起，帮助他们规划他们关于完成工作的计划和目标。如果你这样做，他们便会在面临问题时更喜欢来找你。This is the key to being a good Manager, as well as a Train

24、er. Go back at various intervals and see how the Associate is doing. Let them know you care how they are doing and that you want to help. Dont leave to chance that the Associate has clearly understood all your instructions. Make certain, by regular checks, that the Associate is doing the job right.

25、Also, dont forget to give the Associate the proper recognition for doing the job well.这是成为一名和培训员一样好的经理的着急。回过头来在各种各样内部事情中看看员工是怎样做的。让他们知道你并注他们做成怎样，你也需要帮助。别放弃员工清楚地了解你所有指导的机会。定时地检查，确认员工把工作做好。同样，别忘了给员工正确的认识去把工作做好。Other Training Tips-One very good training aid is the use of experienced Associates in train

26、ing. Using experienced Associates will accomplish two things. First, it is an excellent training method and second, it will help build the self-image and motivate those long-term Associates who are doing the training. 其它的培训贴士一个很好的培训援助就是用经验丰富的员工来培训，用有经验的员工将会实现以下两点：首先，这是一个极好的培训方式；第二，这有助于建立个人形象并激励那些做培训

27、的老员工。Make your training an ongoing process, not only for your Associates, but also for you. As you plan your schedule from week to week, set time aside for training. Be aware that job instruction is a never-ending process. Monitor your Associates and keep them trained. A person never stops learning

28、and changes never cease in a company like Wal-Mart. 让你的培训处于进行的过程，不仅仅是为了你的员工，也是为你自己。当你以量期来计划你的时间时，把培训的时间另外放出来。留意工作指导是一个永不完结的过程。监督你的员工并让他们不断地得到培训。一个人永不会停止学习，而改变永远不会在一个像沃尔玛这样的公司里消失。The hourly Associates of today are the leaders of tomorrow, and we take great pride at Wal-Mart in our efforts to promote

29、from within. Therefore, it is your job as a Manager to develop future leaders, to be a mentor. Not only does this help you run your area, but it gives your Associates pride in their job and motivates them to excel.今天的钟点工就是明天的领导。我们对沃尔玛在内部晋升所做的努力感到无比自豪。所以这是你作为一名经理的职责：发展未来的领导人，做一名良师益友。这不仅帮你做好你的工作，也使员工对

30、他们的工作感到自豪，促使他们追求卓越。Identify Associates with potential, desire, and ability, then begin to give the additional responsibility, such as running doors in Receiving, monitoring Orderfilling screens, or assisting you with staffing. You need to spend extra time teaching and providing feedback, which helps them grow.确认员工的潜力，欲求和能力，然后给予额外的责任，如管理收货门、临管分货屏幕，或者帮你参谋。你需要额外的时间教导和提供那些有助他们成长的反馈。A good mentor:一个良题益友Listens倾听Encourages鼓励Instills vision灌输理念Manages管理Instructs指导Manages risks控制风险Provid