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1、Training and Developing EmployeesGary Dessler.Human resource management (Ninth Edition) M.Tsinghua UniversityPress.2005, 187-189Training refers to the methods used to give new or present employees the skills they need to perform their jobs. Training might mean showing a new Web designer the intricac
2、ies of your site, a new salesperson how to sale your firms product, or a new supervisor how to interview and evaluate employees. Training is a hallmark of good management, and a tack manager overlook at their peril. Having high-potential employees doesnt guarantee theyll succeed. Instead. they have
3、to know what you want them to do and how you want then 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. Why the training business is booming“Training” is more inclusive than it used to be. Traini
4、ng 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
5、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. Similarly, todays employees need skills (and thus training) in team building, decision making, and communication, as well a
6、s 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.As one trainer puts it: “we dont just concentrator on the traditional training objectives
7、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.”Trends like
8、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 45hours of training, about one-third of which was formal, and two-thirds informal. Larg
9、er 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, and services.The Five-Step Training and Development ProcessTraining programs consist of five steps. The
10、first, or need analysis step, identities the specific job performance skills need, 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 trai
11、ning 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. There may be a third, validation step, in which the bugs are worked out of the training program b
12、y presenting it to a shall 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. Most employers probably do not (and need not)
13、 create their own training materials, since many materials are available on-and offline. For example, the professional development site thinq. com offers a wide range of Web-based courses employees can take online. And many firms, including American Media, Inc, of West Des Moines, lowa, provide turn
14、key training packages. These include a training leaders guide, self-study book, and video for improving skills in areas such as customer service, documenting discipline, and appraising performance. Training and LearningTraining is essentially a learning process, and studies show there arc several th
15、ings you can do to improve learning. Make Learning Meaningful It is usually easier for trainees to understand and remember material that is meaningful. Therefore:1、 Al the start of training, provide a birds-eye view of the material to be presented. Knowing the overall picture facilitates learning.2、
16、 Use a variety of familiar examples.3、Organize the information so you can present it logically, and in meaningful units.4、Use terms and concepts that are already familiar to trainees.5、Use as many visual aids as possible.Make Skills Transfer Easy Make it easy to transfer new skills and behaviors fro
17、m the training Site to the job site:1、Maximize tile similarity between the training situation the work situation.2、Provide adequate practice.3、Label or identify each feature of the machine and/or step in the process.4、Direct the trainees attention to important aspect of the Job. For example, if your
18、e training customer service representatives how to handle incoming calls. first explain the different types of calls they will encounter and how to recognize such calls.5、Provide “heads-up”, preparatory information. For example, trainees learning to become first-line supervisors often face stressful
19、 conditions, high workload, and difficult subordinates back on the job. Studies suggest you can reduce the negative impact of such events by letting trainees knew they might happen.Motivate the Learner Here are some ways to motivate the trainee:1、People learn best by doing. Try to provide as much re
20、alistic as possible.2、Trainees learn best when the trainers immediately reinforce correct responses, perhaps with a quick “well done”.3、Trainees learn best at their own pace. If possible, let them pace themselves.4、Create a perceived training need in the trainees minds. In one study, pilots who had
21、experienced pre-training accident-related events subsequently learned more from an accident-reduction training program than did those experiencing fewer such events. You could illustrate the need for the training by showing videos of simulated accidents. Similarly, “before the training, managers nee
22、d to site down and talk with the trainee about why they are enrolled in the c1ass, what they are expected to learn and how they can use it on the job”.5、The schedule is important too: The learning curve goes down late in the day, so that “full day training is not as effective as half the day or ther
23、e-fourths of the day”.Legal Aspect of TrainingVarious laws apply to training program design and implementation. For example, employers may unknowingly violate EEO laws by training relatively few women or minorities. Or perhaps the reading level of the training manuals is too high for some minority t
24、rainees, who are thus doing poorly, quite aside from their aptitude for the jobs theyre being trained for. You may eventually have to show that your training admission process is valid-that it predicts performance in the training program or on the job. In one recent ADA case, the former employee sai
25、d that in addition to terminating him, General Motors had denied him training because of him HTV/AIDS disability. The person received $7000 in back pay and $28000 in compensatory damages.Negligent training is another legal hazard. Negligent training occurs when an employer fails to train adequately.
26、 and the employee subsequently harms a third party. This is particularly a problem when the business (such as armed security guard) is armed at serving the public. Precautions to take include these:1、Confirm claims of skill and experience for all applicants.2、Extensively train employees who work wit
27、h dangerous equipment, materials or processes.3、Ensure that the training includes procedures to protect third parties health and safety (including those of other employees).4. Evaluate the training activity to determine its effectiveness in reducing negligence risks.Speaking of the country, the educ
28、ation and training may improve nationals overall quality, thus makes the contribution for the economical grow. Organizes speaking of the enterprise, training may seek out talent on potential, displays the talented Person to affect, builds the enterprise the core competitive ability, serves for the o
29、rganization goal realization; Speaking of the staff individual, training may make the staff to renew the idea, grasp the new technology, to adapt organizations higher request, deal will the challenge work. The function of enterprise trains displays in: Enhances the work achievements; Enhances the fe
30、eling satisfies and the security level; establishes the outstanding enterprise culture and the image. The training goal lies in: Strengthens staffs occupational ethics; Raises the specialized Level; sharpens the working ability. The training total principle includes: Training must adapt enterprises
31、realistic demand; Training must support the enterprise the goal; Training should be one kind of management; the training management must have the unity and the scientific nature; Training carry on for obtaining the ideal behavior consequence; Training should sever tar staffs self-development and the
32、 occupation development. The training principle of equality includes: Will process the enterprise in the near future the goal and the long term strategic relations; Must achieve studies for the Purpose of application; Must Pay attention to the Principle which the adult studies; Training is CEOs impo
33、rtant responsibility; Must Pay attention to the individual differences; Pay attention to the training effete the feed back and the training result strengthening; Must pay great attention to drive Principle.员工培训与开发培训是指为使新老员工获得完成工作所需的技能而采用的方法。培训可能是让新的网站设计员了解他们所在职位工作的发杂性，告诉新的销售员怎样销售他们公司的产品，也有可能是以为新的主管怎
34、样招聘和评估他的员工。培训是良好管理的特点之一，如果经理忽视了培训，后果堪忧，拥有潜力很大的员工并不能保证他们一定会成功。事实上，他们必须知道你想让他们做什么以及怎样去做。如果他们不知道这些，他们就会按照他们自己的方式而不是你的方式工作。他们可能会毫无准备的做事，也有可能更糟，做事根本没有任何的效率。所以，好的培训至关重要。为什么培训会蓬勃发展培训的内容比以前更具有广泛性。以往培训较多关注的是传授技能，比如教安装工人如何焊接电路或是教老师如何去写课程计划。今天，这些技术性的培训已经不再足够。今天的雇主必须要适应技术变革，提高产品质量和服务质量，提高生产力，保持竞争力。这样往往需要教育补救。举个
35、例子来说，质量改进计划要求雇员能够设计出图表并进行数据分析。同样，今天的员工需要通过培训来获得以下一些方面的技能：团队建设、决策和沟通能力、以及技术和计算机技能（如桌面出版系统和电脑辅助设计与制造）。同时随着竞争要求更好的服务，员工也越来越多的要求进行客户服务培训。曾经有一个培训师说过：“我们并不再仅仅只是关注传统的培训目标了. . 我们应当与管理层一起坐下来，帮助他们找到战略性目标，以及实现这些目标所需要的技能和知识，然后与他们一起工作，看看我们的员工是否具备这些知识和技能，如果他们呢不具备，那我们就该讨论培训需求了。”正是这些趋势帮助解释了为什么培训会蓬勃发展。在一项调查中，当员工一直与他
36、们的现任雇主一起时，据统计大约有84%员工接受了某种类型的正规培训。平均而言，员工一般每年能够受到大约45小时的培训，其中大约有三分之一是正式的，三分之二是非正式的。在2000年，美国较大的企业大约花费了540亿美元用于员工培训。其中大部分的支出是作为薪酬支付给公司的内部培训专家，但是也有超过190亿美元的支出是支付给外部供应商以及材料费、课程费和服务费等。五阶段培训与开发流程：培训计划包括五个步骤。首先，是培训需求分析，识别特定工作需要的技能，评估将要受训员工的技能，根据他们的不足之处制定具体的、可测量的知识和绩效目标。第二，制定设计、编写和制定培训内容，包括工作手册、练习和活动：这里可以充
37、分使用本章所讨论的一些技术，如在职培训、电脑辅助培训。第三，确认阶段，通过把培训计划介绍给一小批代表听众，可以发现计划中的一些问题。第四，实施计划，对目标员工群体进行培训。第五，评估阶段，评估计划的成功与失败之处。大多数员工可能不会（也不需要）创建自己的培训材料，因为很多材料都可以在线或者离线查找到。例如，专业培训网站thinq. com 提供大量的网络课程，员工可以在线参加。很多公司，包括American Media，Inc，West Des Moines 都提供整套的培训包。这些培训包包括一套培训管理手册、自学书籍，以及提升某些技能的录像带，如顾客服务、公文写作以及绩效评估。培训和学习培训
38、实质上是一个学习的过程，研究显示，可以通过以下几个方面来改善学习。使学习更有意义 学员更容易理解和记住那些有意义的材料。因此：1、 在培训开始时，为受训者提供一个培训内容的概览。了解整体框架对学习会有帮助。2、 使用多个人们熟悉的案例。3、 组织信息，一边有逻辑、有意义地表述出来。4、 使用受训者已经熟悉的概念和术语。5、 尽可能的使用视觉教具。使技能更容易转移 使新的技能和行为可以很容易地从培训地点转换到工作地点：1、 使培训环境与工作环境尽可能相似。2、 提供充分的练习机会。3、 对机器的每个特征或者流程中的每个步骤都予以标记或识别。4、 将受训者的注意力引致工作的重要方面。例如，如果培训
39、客户服务代表如何接电话，首先就要解释他们可能面对的电话的不同类型以及怎样识别这些不同类型的电话。5、 提供那些需要事前了解的信息。例如，受训者学习成为一线经理通常要面对压力环境、高工作负荷和难缠的下属。研究表明，如果让受训者提前知道可能会有这些情况的发生，就可以减少这些事件的负面效应。激励受训者 以下几种方式可以激励学员：1、 从实践中学习是最好的方式，尽可能多的提供真实的练习环境。2、 对受训者的正确回答立即给予支持和肯定，可能是很快的说一声“做得很好”，这样受训者学习的效果会更好。3、 受训者按照自己的速度学习时效果最好。如果可能的话让他们自己控制速度。4、 在受训者的头脑中构建一种有意识
40、的培训需求。在一项研究中，那些受过前期培训、经历过以外事件的飞行员在减少事故训练中比其他飞行员学到更多的东西。可以通过放映模拟飞行事故的录像来证明培训的必要性。同样，“在培训前，经理人员应当坐下来与受训者谈谈为什么他们会参加这次培训，希望他们学到什么以及怎样把学到的东西运用到工作中去。”5、 日程也很重要：学习曲线在后半天会往下走，因此，一整天的培训没有半天或者大半天的效果好。法律方面的培训各种法律适应于培训课程的设计与实施。举个例子来说，由于只培训少部分的人或者相对较少的妇女，雇主可能会在不知不觉当中违反EEO法律，或者也有可能对于少数学员来说，培训手册的阅读和理解能力要求太高，因此，不管他
41、们的才能怎样，只要他们在工作当中做得不好，他们就需要接受培训。可能最终都不得不表示，培训入场过程是合法的它预测表现在培训计划或是在工作的过程当中。在最近的一项反倾销协定实例中，通过汽车公司的一位前雇员说，除非公司解雇他，否则公司就不能因为他身上携带艾滋病毒的这一事情而否认他的培训。最后，这一员工获得了7000美元的培训补偿费用和28000美元的补偿性损害赔偿金。忽视培训是另一种培训风险。对培训忽视一般发生在一个雇主自己本身就没有受到充分的培训，雇员其后就成为受到危害的第三方。这是一个比较特殊的问题，如武装的治安警卫的任务是旨在公众服务。采取的预防措施包括以下几个方面：1、对所申请人确定要求的技
42、巧和经验。2、对要在危险的设备、材料或过程中工作的员工进行钢钒的培训。3、确保培训过程中，以保护第三方的健康和安全。4、评估培训活动，以确定其有效性，减少疏忽的风险就国家而言，教育和培训可以提高国民的整体素质，从而为经济增长做出贡献；就企业组织而言，培训可以发掘人才潜能，发挥人才作用，营造企业的核心竞争能力，为组织目标实现服务，就员工而言，培训可以使员工更新观念，掌握新技术，适应组织的更高要求，应付更有挑战性的工作。企业培训的作用表现在：提高工作绩效；提高满足感和安全水平；建立优秀的企业文化和形象。培训的目的在于：增强员工的职业道德；提高专业水平；提高工作能力。培训的总原则包括：培训要适应企业
43、的现实要求；培训要支持企业的目标；培训应是一种管理活动；培训管理要有统一性和科学性；培训是为了获得理想的行为后果而进行的；培训应为员工的自我开发和职业发展服务。培训的一般原则有：处理好企业近期目标与长远战略的关系，要做到学以致用；要注意成人学习的原则；培训是第一把手的重要职责；要注意个体差异的原则；要注意培训效果的反馈与培训结构的强化；要注重激励原则。五分钟搞定5000字毕业论文外文翻译，你想要的工具都在这里!在科研过程中阅读翻译外文文献是一个非常重要的环节，许多领域高水平的文献都是外文文献，借鉴一些外文文献翻译的经验是非常必要的。由于特殊原因我翻译外文文献的机会比较多，慢慢地就发现了外文文献
44、翻译过程中的三大利器：Google“翻译”频道、金山词霸（完整版本）和CNKI“翻译助手。具体操作过程如下： 1.先打开金山词霸自动取词功能，然后阅读文献； 2.遇到无法理解的长句时，可以交给Google处理，处理后的结果猛一看，不堪入目，可是经过大脑的再处理后句子的意思基本就明了了； 3.如果通过Google仍然无法理解，感觉就是不同，那肯定是对其中某个“常用单词”理解有误，因为某些单词看似很简单，但是在文献中有特殊的意思，这时就可以通过CNKI的“翻译助手”来查询相关单词的意思，由于CNKI的单词意思都是来源与大量的文献，所以它的吻合率很高。 另外，在翻译过程中最好以“段落”或者“长句”作
45、为翻译的基本单位，这样才不会造成“只见树木，不见森林”的误导。四大工具： 1、Google翻译： google，众所周知，谷歌里面的英文文献和资料还算是比较详实的。我利用它是这样的。一方面可以用它查询英文论文，当然这方面的帖子很多，大家可以搜索，在此不赘述。回到我自己说的翻译上来。下面给大家举个例子来说明如何用吧比如说“电磁感应透明效应”这个词汇你不知道他怎么翻译，首先你可以在CNKI里查中文的，根据它们的关键词中英文对照来做，一般比较准确。 在此主要是说在google里怎么知道这个翻译意思。大家应该都有词典吧，按中国人的办法，把一个一个词分着查出来，敲到google里，你的这种翻译一般不太准
46、，当然你需要验证是否准确了，这下看着吧，把你的那支离破碎的翻译在google里搜索，你能看到许多相关的文献或资料，大家都不是笨蛋，看看，也就能找到最精确的翻译了，纯西式的！我就是这么用的。 2、CNKI翻译： CNKI翻译助手，这个网站不需要介绍太多，可能有些人也知道的。主要说说它的有点，你进去看看就能发现：搜索的肯定是专业词汇，而且它翻译结果下面有文章与之对应（因为它是CNKI检索提供的，它的翻译是从文献里抽出来的），很实用的一个网站。估计别的写文章的人不是傻子吧，它们的东西我们可以直接拿来用，当然省事了。网址告诉大家，有兴趣的进去看看，你们就会发现其乐无穷！还是很值得用的。 3、网路版金山
47、词霸（不到1M）： 4、有道在线翻译：翻译时的速度：这里我谈的是电子版和打印版的翻译速度，按个人翻译速度看，打印版的快些，因为看电子版本一是费眼睛，二是如果我们用电脑，可能还经常时不时玩点游戏，或者整点别的，导致最终SPPEED变慢，再之电脑上一些词典（金山词霸等）在专业翻译方面也不是特别好，所以翻译效果不佳。在此本人建议大家购买清华大学编写的好像是国防工业出版社的那本英汉科学技术词典，基本上挺好用。再加上网站如：google CNKI翻译助手，这样我们的翻译速度会提高不少。具体翻译时的一些技巧（主要是写论文和看论文方面） 大家大概都应预先清楚明白自己专业方向的国内牛人，在这里我强烈建议大家仔
48、细看完这些头上长角的人物的中英文文章，这对你在专业方向的英文和中文互译水平提高有很大帮助。 我们大家最蹩脚的实质上是写英文论文，而非看英文论文，但话说回来我们最终提高还是要从下大工夫看英文论文开始。提到会看，我想它是有窍门的，个人总结如下： 1、把不同方面的论文分夹存放，在看论文时，对论文必须做到看完后完全明白（你重视的论文）；懂得其某部分讲了什么（你需要参考的部分论文），在看明白这些论文的情况下，我们大家还得紧接着做的工作就是把论文中你觉得非常巧妙的表达写下来，或者是你论文或许能用到的表达摘记成本。这个本将是你以后的财富。你写论文时再也不会为了一些表达不符合西方表达模式而烦恼。你的论文也降低了被SCI或大牛刊物退稿的几率。不信，你可以试一试 2、把摘记的内容自己编写成检索，这个过程是我们对文章再回顾，而且是对你摘抄的经典妙笔进行梳理的重要阶段。你有了这个过程。写英文论文时，将会有一种信手拈来的感觉。许多文笔我们不需要自己再翻译了。当然前提是你梳理的非常细，而且中英文对照写的比较详细。 3、最后一点就是我们往