員工培訓(xùn)的新發(fā)展【外文翻譯】

1、外文翻譯New Developme nts in Employee TrainingMaterial Source: Sprin ger full text e-jo urn als database Author:Christia nne Deroue n and Bria n H.KIei nerIn order to accommodate the rapid tech no logical cha nges, employees must master increasingly complex technical skills. Five major forces behind tra

2、ining becoming so important and central to any firm' s operations are as follows:global anddomestic competiti on; cha nges in tech no logy;mergers, acquisiti ons and divestitures causing realignment of structures and functions of companies;better educated workforce;emerge nee of new occupatio ns

3、New training ideas are developed because trends are towards mak ing trai ning more practical, realistic and pertaining to employees 'jobs. Training must give employees broader kno wledge, en abli ng them effectively to utilize new tech no logy and integrate it into the workplace. Lower costs,bet

4、ter quality, faster return on inv estme nt, in creased productivity and Ion g-term growth are all achieved once employees adapt to cha nges and are trained accordi ngly .In the past, trai ning was very classroom/i nstructororie nted. This has rece ntly prove n in effective compared with more moder n

5、 developme nts.Two books published in 19881,2 discuss many companies and modern employee-tra ining ideas which are being utilized today to keep pace with tech no logy. The four areas addressed are:aligning training strategies with corporate goals;continuous learning;manufacturer-user;designing and d

6、elivering training cost-effectively.additi on ally, various magaz ine articles suppleme nt some of the ideas discussed in the two books as well as in troduce new training methodsAligning Training Strategies with Corporate Goals : The first type of training men ti oned in the above books discusses al

7、ig ning training strategies with corporate goals, which is n ecessary because each compa ny must evaluate what is n eeded for it to be competitive and successful. Once this is known, training can be applied accordi ngly.America n Tran stech, a subsidiary of AT&T, alig ns its training with corpor

8、ate goals by focusing its training in the following manner: managers are trained to hiretheir own pers onn el, rel ying less on Huma n Resources. Once hired, new employees go through a two-day orie ntati on where compa ny policy and procedures are outl ined and teamwork participati on is en couraged

9、, since teamwork is an in tegral 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 th

10、emselves various problems and assig nments prese nted to them on the computerGroup training follows the employees to the workplace, where groups often meet to discuss n eeds and problems of the compa ny. From this process the goals of training for the company are met. The computer/no instructor proc

11、ess is not men ti oned very ofte n but is a more moder n way to train as computer use is so widespread. America n Tran stech found this method is successful in gett ing people to work together as well as lear n together.Corning Glass Works is another company which implemented a training programme al

12、igned 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 con sulta nts, put together a textbook about quality at Corning G

13、lass. The training departme nt worked hard expos ing all 28,000 employees to training in product and people quality。Mid-level man ageme nt 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 whic

14、h n eeded to be addressed in further compa ny training courses, i nclud ing in terpers onal relati on ships and problem sol ving. Though use of books is by no means a modern training method, a company writing its own book for training purposes and updati ng as n eeds arise is not a com mon ality. Mo

15、st compa nies rely on outside trai ning courses.Continuous Learning： More recent trends show training going beyond “job specific ” to“ continuous learning” ，in which the focus is on other areas of expertisewith in the compa ny. In con ti nu ous lear ning employees are en couraged to lear n and un de

16、rsta nd the jobs and skills n eeded of those around them and more ofte n perform them on a regular basis. Semi-autonomouswork teams are most conducive in the continu ous lear ning en vir onment because each employee trains others in their group.This way employees know one another' s jobs and can

17、 perform them in case of anemployee absenee. 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 “ trainthe trainer ”，another important aspect of continuous learning. It allows employees to develop new applications

18、 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 on dary job, such as com muni cator, coun sellor, safety officer. T

19、hese sec on dary jobs cha nge freque ntly and are minor jobs compared with the job for which they are hired, but it gives employees a“teamwork ” sense of pride in productivity. Althoughthis is not an actual training course in the truest sen se,it is a training method to in crease employees morale, a

20、nd good employee morale in creases work output as well as in terpers onal relatio ns.The tech ni cal task training is focused on lear ning the job which the employee will perform. Films are used to illustrate and explain various tasks the company performs and those which will be un dertake n by the

21、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 ano ther. A new hire lear ns from a facilitator the overall job of the group in which he/she is placed. In the course of this, a new employee receives direct ion and suppor

22、t from a co-worker already experie need 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

23、 to employ multiskilled workers and use multipurpose machines. Factories now use flexible automati on -orga nizing the shopfloor into cells and short assembly lin es. Workers in each cell must have kno wledge and skills to operate a variety of mach ines and know product requirements. Single purpose

24、assembly lines are a thing of the past because the ability to do more tha n one job in creases productivity, giving compa nies a competitive advantage. Traditionally, single-skilled training was highly specialized with centralized decision making. The “factory of the future ”focuses on cross-tra ini

25、ng and dece ntralized decisi on making.“ Communi cati on plays a majenole in en suri ng tasks are lear ned”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 p

26、lanning,operating methods, com muni catio n flows, safety, etc. Communi cati on plays a major role in en suri ng tasks are lear ned. Additi on ally, stress and con flict must be overcome for employees to be most productive.Through perform ing a variety of functions, the employee gains task ide ntity

27、 and skill variety, creat ing in creased motivati on, work performa nce and decreased abse nteeism.This is ano ther form of con ti nu ous lear ning, as employees are lear ning not on ly their particular job but also those of their cellmates. This area of trai ning has rece ntly become widespread but

28、 not a major training impetus.Manufacturer-User： Another form of training is “ manufactu-eser ” which invo Ives the ven dor and supplier shari ng ideas and in formati on about desig n and implementation and having joint responsibility for training. Turning to the manu facturer for aid in training wo

29、uld seem a likely choice as it should know about the mach ine in use and its various functions. This form of training can result in more up-time, in creased creative applicati ons, manu facturer and customer satisfacti on and improved desig n of mach in es. It is also a relatively in expe nsive way

30、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 ven dors and users are, the more prod

31、uctive the trai ning is. It is believed that this type of training, although no tused exte nsively, will gain a foothold in the n ext ten years.Goodyear Tire and Rubber Company is an example of a company which in itiated a manu facturer-user programme with its suppliers. It requires its suppliers to

32、 enter into a training agreement on award of an equipment bid. A typical training agreement with suppliers requires: Acess to supplier' s plant by training poeple fronGoodyear in order to prepare task an alysis and trai ning materia；. Han ds-on use for operators,ma intenance workers, and man age

33、rs. Classroom workmedia, equipme nt and in struct ion are also used ； Training content match ing specificati ons 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, teching

34、 only a basic knowledge of how to use the equipme nt, the n leaves training new or additi onal employees up to the supplier using train-the-trainer style mentioned earlier.Team Training: Two can learn more together than one can learn in twice the time. This is the main force behind team training, wh

35、ich has recently becomewidespread. Team training utilizes more than one trainer to teach a course, and team members share in planning and doing the actual training. Studies show that this in teracti on arran geme nt stimulates un dersta nding and in creases productivity for the stude nts. Training i

36、s han dled in several ways. With the team-tra ining arran geme nt, as one presents, the other(s) distribute(s) information or set(s) up for their part. When it is question and answer time, the team trainers are there to answer, suppleme nt, redirect, or clarify con tributi ons made by the other(s).C

37、onclusion： No matter what type of job one performs or the company one works for, training should be a very importa nt part of the job. Con sideri ng that and the rapid tech no logical cha nges, new training methods are being developed. Some of the training methods mentioned in this article will be u

38、sed extensively in the next few years, while others may take some time in catching on. Deciding on what training method(s), new or old, will work best for the n eeds of the compa ny is an important consideration which all companies must address and constantly re-evaluate.譯文員工培訓(xùn)的新發(fā)展資料來源：普林格全文電子期刊數(shù)據(jù)庫

39、作者：克里斯蒂安德魯昂布賴恩克萊納為了適應(yīng)科學(xué)技術(shù)迅猛發(fā)展的變化，員工必須掌握日益復(fù)雜的技術(shù)技能。 五個主要的訓(xùn)練變的尤為重要，任何一家公司的正常運作都應(yīng)該關(guān)注如下方面： 國內(nèi)外的競爭；技術(shù)的革新；企業(yè)合并，收購和剝離引起公司結(jié)構(gòu)和功能的變 化；受過良好教育的勞動力更好；新行業(yè)的涌現(xiàn)。新的培訓(xùn)思想得以發(fā)展是由于這種趨勢使培訓(xùn)更具有實用性，現(xiàn)實性，更 適合員工的工作。培訓(xùn)必須為員工提供廣闊的知識，讓他們有效地運用新技術(shù) 并把這種技術(shù)與工作環(huán)境融為一體。低成本、高質(zhì)量、快速的投資回報率以及 生產(chǎn)力的提高和長期的增長使員工再一次的適應(yīng)這種變化和相應(yīng)的得到培訓(xùn)。 在過去，培訓(xùn)是課堂化的，這種培訓(xùn)與現(xiàn)代

40、發(fā)展相比被證實是更加無效的。1988年出版了兩本書，它描述了當(dāng)今許多公司利用現(xiàn)代培訓(xùn)思想去跟上技 術(shù)的步伐。這四個領(lǐng)域涉及的是：培訓(xùn)戰(zhàn)略與公司目標(biāo)保持一致；持續(xù)不斷地 學(xué)習(xí)；制造商、使用者；設(shè)計并實施低成本有效的培訓(xùn)。此外，各種雜志文章 對于這兩本書中的討論補充了一些想法并引進了新的培訓(xùn)方法。培訓(xùn)策略的調(diào)整與公司目標(biāo)：上述書中提到了第一種培訓(xùn)模式，它描述了 培訓(xùn)策略應(yīng)對準(zhǔn)公司的目標(biāo)，這是必要的，因為每個公司必須評估這種培訓(xùn)是 否符合競爭力的需要。一旦認(rèn)為這是需要的，培訓(xùn)相應(yīng)的就會被運用。美國的地球村，AT&T勺一家子公司，通過集中培訓(xùn)以下方式使培訓(xùn)與公司 目標(biāo)匹配：培訓(xùn)經(jīng)理依靠人力資源

41、去雇傭自己的工作人員，一旦錄用，新的員 工要進行為期兩天的公司政策和程序的培訓(xùn)，鼓勵團隊參與合作，因為團隊合 作是美國地球村不可分割的一部分。在這個方向的實現(xiàn)下，以團隊的方式進行 新員工的入職培訓(xùn)，訓(xùn)練員工在計算機輔助下完成工作的能力。無領(lǐng)導(dǎo)的討論 小組是很必要的，員工可以針對存在的問題進行各種各樣的討論。員工在工作環(huán)境中集體訓(xùn)練，可以經(jīng)常性的見面就公司的需求和存在的問 題進行討論，從這個過程滿足公司的培訓(xùn)目標(biāo)。由于電腦非常普遍它不再是一 個現(xiàn)代的培訓(xùn)方法，所以并不經(jīng)常性的提到。美國地球村發(fā)現(xiàn)讓人們一起工作 一起學(xué)習(xí)是非常成功的想法。另一家是康寧玻璃公司，他實施了一種與公司目標(biāo)相適應(yīng)的培訓(xùn)計劃

42、，康 寧公司認(rèn)為培訓(xùn)是非常的重要并且直接關(guān)系到了企業(yè)的成功，他迫切的希望把 培訓(xùn)作為競爭領(lǐng)先的一部分。這個在外界專家?guī)椭碌拇笃髽I(yè)把培訓(xùn)放到了康 寧質(zhì)量教科書中。書中提到培訓(xùn)部門工作的很認(rèn)真，使 28000名員工在產(chǎn)品和 民眾素質(zhì)方面得到了培訓(xùn)。中層管理人員是培訓(xùn)的重點。這本書被用作了公司 的指導(dǎo)思想，意在強調(diào)團隊精神。從最初的培訓(xùn)來看，康寧公司發(fā)現(xiàn)了問題的 所在提出了進一步加強公司培訓(xùn)課程，課程包括良好的人際關(guān)系和解決問題的 能力。盡管用的書不是現(xiàn)代的培訓(xùn)思想，但是公司對于培訓(xùn)目標(biāo)和更新這種需 要的出現(xiàn)編寫了自己的書。然而大多數(shù)公司依靠的還是外部培訓(xùn)課程。繼續(xù)學(xué)習(xí)法：最近的趨勢顯示培訓(xùn)超越了

43、 “特殊”進入到了持續(xù)學(xué)習(xí)階段。 專家關(guān)于公司其他領(lǐng)域的意見成為了此階段的焦點。在不斷地學(xué)習(xí)過程中鼓勵 員工學(xué)習(xí)和理解工作的技能，定期的完成工作。在連續(xù)不斷地學(xué)習(xí)過程中半自 治的工作小組是最有益的，因為團隊里的每個人都相互訓(xùn)練。通過這種方式員 工了解了彼此的工作，如果員工缺席的話也能及時完成工作。員工開始意識到 學(xué)習(xí)和連續(xù)性培訓(xùn)是和工作本身一樣重要的一部分。培訓(xùn)彼此或?qū)ε嘤?xùn)師的培訓(xùn)是持續(xù)性學(xué)習(xí)的另一個重要方面。它允許員工 制定新的應(yīng)用與技術(shù)，并與同齡人和主管一起分享。S.B托馬斯公司覺得在持續(xù)性學(xué)習(xí)過程中有兩種培訓(xùn)模式一社會和技術(shù)工作培訓(xùn)。在社會培訓(xùn)中員工被給予了第二職業(yè)，例如通訊員，輔導(dǎo)員，安全 主任。這些第二職業(yè)的工作頻繁的轉(zhuǎn)換和他們被雇傭的工作相比是次要的。但 是在提高生產(chǎn)力方面它給了員工一種團隊合作的自豪感。盡管在最真實的感覺 里它不是一個真正的培訓(xùn)課程，但是它是一種可以提升員工士氣的方法。優(yōu)秀 的員工士氣提高了工作輸出以及人際能力。技術(shù)任務(wù)訓(xùn)練主要是集中在學(xué)習(xí)員工將要完成的工作。影片用來闡明和解 釋公司執(zhí)行的各項任務(wù)將由新員工承擔(dān)。因為這不是一個新的發(fā)展，所以不會 討論。S.B托馬斯公司有工作團隊，在團隊中每個成員會相互訓(xùn)練。 一個新員工 要學(xué)