員工培訓的新發(fā)展【外文翻譯】

1、外文翻譯NewDevelopmentsinEmployeeTrainingMaterialSource:Springerfulltexte-journalsdatabaseAuthor:ChristianneDerouenandBrianH.KleinerInordertoaccommodatetherapidtechnologicalchanges,employeesmustmasterincreasinglycomplextechnicalskills.Fivemajorforcesbehindtrainingbecomingsoimportantandcentraltoanyfirm&#

2、39;soperationsareasfollows:globalanddomesticcompetition;changesintechnology;mergers,acquisitionsanddivestiturescausingrealignmentofstructuresandfunctionsofcompanies;bettereducatedworkforce;emergenceofnewoccupationsNewtrainingideasaredevelopedbecausetrendsaretowardsmakingtrainingmorepractical,realist

3、icandpertainingtoemployees'jobs.Trainingmustgiveemployeesbroaderknowledge,enablingthemeffectivelytoutilizenewtechnologyandintegrateitintotheworkplace.Lowercosts,betterquality,fasterreturnoninvestment,increasedproductivityandlong-termgrowthareallachievedonceemployeesadapttochangesandaretrainedacc

4、ordingly.Inthepast,trainingwasveryclassroom/instructororiented.Thishasrecentlyprovenineffectivecomparedwithmoremoderndevelopments.Twobookspublishedin19881,2discussmanycompaniesandmodernemployee-trainingideaswhicharebeingutilizedtodaytokeeppacewithtechnology.Thefourareasaddressedare:aligningtrainings

5、trategieswithcorporategoals;continuouslearning;manufacturer-user;designinganddeliveringtrainingcost-effectively.additionally,variousmagazinearticlessupplementsomeoftheideasdiscussedinthetwobooksaswellasintroducenewtrainingmethodsAligningTrainingStrategieswithCorporateGoals:Thefirsttypeoftrainingment

6、ionedintheabovebooksdiscussesaligningtrainingstrategieswithcorporategoals,whichisnecessarybecauseeachcompanymustevaluatewhatisneededforittobecompetitiveandsuccessful.Oncethisisknown,trainingcanbeappliedaccordingly.AmericanTranstech,asubsidiaryofAT&T,alignsitstrainingwithcorporategoalsbyfocusingi

7、tstraininginthefollowingmanner:managersaretrainedtohiretheirownpersonnel,relyinglessonHumanResources.Oncehired,newemployeesgothroughatwo-dayorientationwherecompanypolicyandproceduresareoutlinedandteamworkparticipationisencouraged,sinceteamworkisanintegralpartofAmericanTranstech.Oncompletionoftheorie

8、ntation,thenewhiresareplacedingroupsandtrainedabouttheirjobanditsfunctionswiththeaidofacomputer.Therearenoinstructorsleadingtheclass,soitisnecessaryfortheteamstodiscussamongthemselvesvariousproblemsandassignmentspresentedtothemonthecomputerGrouptrainingfollowstheemployeestotheworkplace,wheregroupsof

9、tenmeettodiscussneedsandproblemsofthecompany.Fromthisprocessthegoalsoftrainingforthecompanyaremet.Thecomputer/noinstructorprocessisnotmentionedveryoftenbutisamoremodernwaytotrainascomputeruseissowidespread.AmericanTranstechfoundthismethodissuccessfulingettingpeopletoworktogetheraswellaslearntogether

10、.CorningGlassWorksisanothercompanywhichimplementedatrainingprogrammealignedwithitscorporategoals.TrainingissoimportanttoCorningGlassthatitfeltthetraininggivenwoulddirectlyrelatetosuccessandhopefullyputitastepaheadofitscompetition.Thecorporation,withthehelpofoutsideconsultants,puttogetheratextbookabo

11、utqualityatCorningGlass.Thetrainingdepartmentworkedhardexposingall28,000employeestotraininginproductandpeoplequality。Mid-levelmanagementwasthefocusofthetraining.Thebookwasusedasaguideline,andtheemphasiswasteamwork.Fromtheinitialtraining,CorningGlassfoundproblemareaswhichneededtobeaddressedinfurtherc

12、ompanytrainingcourses,includinginterpersonalrelationshipsandproblemsolving.Thoughuseofbooksisbynomeansamoderntrainingmethod,acompanywritingitsownbookfortrainingpurposesandupdatingasneedsariseisnotacommonality.Mostcompaniesrelyonoutsidetrainingcourses.ContinuousLearning：Morerecenttrendsshowtraininggo

13、ingbeyond"jobspecific"to"continuouslearning”,inwhichthefocusisonotherareasofexpertisewithinthecompany.Incontinuouslearningemployeesareencouragedtolearnandunderstandthejobsandskillsneededofthosearoundthemandmoreoftenperformthemonaregularbasis.Semi-autonomousworkteamsaremostconduciveint

14、hecontinuouslearningenvironmentbecauseeachemployeetrainsothersintheirgroup.Thiswayemployeesknowoneanother'sjobsandcanperformthemincaseofanemployeeabsence.Employeesbegintorealizethatlearningandcontinuoustrainingisasbigapartoftheirjobasthejobitself.Trainingoneanother,or“trainthetraineris.anotherim

15、portantaspectofcontinuouslearning.Itallowsemployeestodevelopnewapplicationsandtechniquesandsharethemwiththeirpeersorsupervisors.S.B.Thomas,Inc.feelstherearetwotypesoftraininginitscontinuouslearningplan-socialandtechnicaltasktraining.Insocialtrainingemployeesaregivenasecondaryjob,suchascommunicator,c

16、ounsellor,safetyofficer.Thesesecondaryjobschangefrequentlyandareminorjobscomparedwiththejobforwhichtheyarehired,butitgivesemployeesa“teamwork“senseofprideinproductivity.Althoughthisisnotanactualtrainingcourseinthetruestsense,itisatrainingmethodtoincreaseemployeesmorale,andgoodemployeemoraleincreases

17、workoutputaswellasinterpersonalrelations.Thetechnicaltasktrainingisfocusedonlearningthejobwhichtheemployeewillperform.Filmsareusedto川ustrateandexplainvarioustasksthecompanyperformsandthosewhichwillbeundertakenbythenewemployee.Asthisisnotanewdevelopment,itwillnotbediscussed.S.B.Thomashasworkteamsinwh

18、ichmemberstrainoneanother.Anewhirelearnsfromafacilitatortheoveralljobofthegroupinwhichhe/sheisplaced.Inthecourseofthis,anewemployeereceivesdirectionandsupportfromaco-workeralreadyexperiencedinthetask.AlthoughS.B.Thomasdoesnotfocusasmuchonoutsidetraining(e.g.collegecourses),itscommitmenttothein-house

19、trainingandmotivationofallemployeeshasprovedeffective.Factoriesarealsoutilizingmoderntrainingideas.Theyarepronetoemploymultiskilledworkersandusemultipurposemachines.Factoriesnowuseflexibleautomation-organizingtheshopfloorintocellsandshortassemblylines.Workersineachcellmusthaveknowledgeandskillstoope

20、rateavarietyofmachinesandknowproductrequirements.Singlepurposeassemblylinesareathingofthepastbecausetheabilitytodomorethanonejobincreasesproductivity,givingcompaniesacompetitiveadvantage.Traditionally,single-skilledtrainingwashighlyspecializedwithcentralizeddecisionmaking.The“factoryofthefuture“focu

21、sesoncross-traininganddecentralizeddecisionmaking."Communicationplaysamajcroleinensuringtasksarelearned”Inordertosucceedinusingmultiskilledemployees,afactorymusttrainimmediately,getemployeesinvolved,andgetthesupportoftopmanagement.Trainingmustaddressmanyissuessuchasplanning,operatingmethods,com

22、municationflows,safety,etc.Communicationplaysamajorroleinensuringtasksarelearned.Additionally,stressandconflictmustbeovercomeforemployeestobemostproductive.Throughperformingavarietyoffunctions,theemployeegainstaskidentityandskillvariety,creatingincreasedmotivation,workperformanceanddecreasedabsentee

23、ism.Thisisanotherformofcontinuouslearning,asemployeesarelearningnotonlytheirparticularjobbutalsothoseoftheircellmates.Thisareaoftraininghasrecentlybecomewidespreadbutnotamajortrainingimpetus.Manufacturer-User：Anotherformoftrainingis“manufactuFeser“whichinvolvesthevendorandsuppliersharingideasandinfo

24、rmationaboutdesignandimplementationandhavingjointresponsibilityfortraining.Turningtothemanufacturerforaidintrainingwouldseemalikelychoiceasitshouldknowaboutthemachineinuseanditsvariousfunctions.Thisformoftrainingcanresultinmoreup-time,increasedcreativeapplications,manufacturerandcustomersatisfaction

25、andimproveddesignofmachines.Itisalsoarelativelyinexpensivewaytotrainbecausethesupplierdoesnotneedtoimplementtrainingprogrammesorhireoutsideconsultants.Manufacturer-usertrainingasksforatrainingcommitmentfromthesupplieronenteringintoabuyingagreement;andthemoreco-operativeandcommittedthevendorsandusers

26、are,themoreproductivethetrainingis.Itisbelievedthatthistypeoftraining,althoughnotusedextensively,willgainafootholdinthenexttenyears.GoodyearTireandRubberCompanyisanexampleofacompanywhichinitiatedamanufacturer-userprogrammewithitssuppliers.Itrequiresitssupplierstoenterintoatrainingagreementonawardofa

27、nequipmentbid.Atypicaltrainingagreementwithsuppliersrequires:Acesstosupplier'splantbytrainingpoeplefromGoodyearinordertopreparetaskanalysisandtrainingmateria.Hands-onuseforoperators,maintenanceworkers,andmanagers.Classroomworkmedia,equipmentandinstructionarealsoused;Trainingcontentmatchingspecif

28、icationsrequired.Completetrainingbeforetheequipmentgoesintooperation；Atrainingrepresentativeofthesupplierdedicatedtofull-timetraining.Goodyear'strainingislimited,tachingonlyabasicknowledgeofhowtousetheequipment,thenleavestrainingneworadditionalemployeesuptothesupplierusingtrain-the-trainerstylem

29、entionedearlier.TeamTraining:Twocanlearnmoretogetherthanonecanlearnintwicethetime.Thisisthemainforcebehindteamtraining,whichhasrecentlybecomewidespread.Teamtrainingutilizesmorethanonetrainertoteachacourse,andteammembersshareinplanninganddoingtheactualtraining.Studiesshowthatthisinteractionarrangemen

30、tstimulatesunderstandingandincreasesproductivityforthestudents.Trainingishandledinseveralways.Withtheteam-trainingarrangement,asonepresents,theother(s)distribute(s)informationorset(s)upfortheirpart.Whenitisquestionandanswertime,theteamtrainersaretheretoanswer,supplement,redirect,orclarifycontributio

31、nsmadebytheother(s).Conclusion：Nomatterwhattypeofjoboneperformsorthecompanyoneworksfor,trainingshouldbeaveryimportantpartofthejob.Consideringthatandtherapidtechnologicalchanges,newtrainingmethodsarebeingdeveloped.Someofthetrainingmethodsmentionedinthisarticlewillbeusedextensivelyinthenextfewyears,wh

32、ileothersmaytakesometimeincatchingon.Decidingonwhattrainingmethod(s),neworold,willworkbestfortheneedsofthecompanyisanimportantconsiderationwhichallcompaniesmustaddressandconstantlyre-evaluate.譯文員工培訓的新發(fā)展資料來源：普林格全文電子期刊數據庫作者：克里斯蒂安德魯昂布賴恩克萊納為了適應科學技術迅猛發(fā)展的變化，員工必須掌握日益復雜的技術技能。五個主要的訓練變的尤為重要，任何一家公司的正常運作都應該關注如下

33、方面：國內外的競爭；技術的革新；企業(yè)合并，收購和剝離引起公司結構和功能的變化；受過良好教育的勞動力更好；新行業(yè)的涌現。新的培訓思想得以發(fā)展是由于這種趨勢使培訓更具有實用性，現實性，更適合員工的工作。培訓必須為員工提供廣闊的知識，讓他們有效地運用新技術并把這種技術與工作環(huán)境融為一體。低成本、高質量、快速的投資回報率以及生產力的提高和長期的增長使員工再一次的適應這種變化和相應的得到培訓。在過去，培訓是課堂化的，這種培訓與現代發(fā)展相比被證實是更加無效的。198孫出版了兩本書，它描述了當今許多公司利用現代培訓思想去跟上技術的步伐。這四個領域涉及的是：培訓戰(zhàn)略與公司目標保持一致；持續(xù)不斷地學習；制造商、

34、使用者；設計并實施低成本有效的培訓。止匕外，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方法。培訓策略的調整與公司目標：上述書中提到了第一種培訓模式，它描述了培訓策略應對準公司的目標，這是必要的，因為每個公司必須評估這種培訓是否符合競爭力的需要。一旦認為這是需要的，培訓相應的就會被運用。美國的地球村，AT&T勺一家子公司，通過集中培訓以下方式使培訓與公司目標匹配：培訓經理依靠人力資源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，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。在這個方向的實現下，以團隊的方式進行新員工的入職培

35、訓，訓練員工在計算機輔助下完成工作的能力。無領導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)境中集體訓練，可以經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目標。由于電腦非常普遍它不再是一個現代的培訓方法，所以并不經常性的提到。美國地球村發(fā)現讓人們一起工作一起學習是非常成功的想法。另一家是康寧玻璃公司，他實施了一種與公司目標相適應的培訓計劃，康寧公司認為培訓是非常的重要并且直接關系到了企業(yè)的成功，他迫切的希望把培訓作為競爭領先的一部分。這個在外界專家?guī)椭碌拇笃髽I(yè)把培訓放到了康寧質量教科書中。書中提到培訓部門工作的很認真，使28000名員

36、工在產品和民眾素質方面得到了培訓。中層管理人員是培訓的重點。這本書被用作了公司的指導思想，意在強調團隊精神。從最初的培訓來看，康寧公司發(fā)現了問題的所在提出了進一步加強公司培訓課程，課程包括良好的人際關系和解決問題的能力。盡管用的書不是現代的培訓思想，但是公司對于培訓目標和更新這種需要的出現編寫了自己的書。然而大多數公司依靠的還是外部培訓課程。繼續(xù)學習法：最近的趨勢顯示培訓超越了“特殊”進入到了持續(xù)學習階段。專家關于公司其他領域的意見成為了此階段的焦點。在不斷地學習過程中鼓勵員工學習和理解工作的技能，定期的完成工作。在連續(xù)不斷地學習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練。

37、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。員工開始意識到學習和連續(xù)性培訓是和工作本身一樣重要的一部分。培訓彼此或對培訓師的培訓是持續(xù)性學習的另一個重要方面。它允許員工制定新的應用與技術，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)性學習過程中有兩種培訓模式一社會和技術工作培訓。在社會培訓中員工被給予了第二職業(yè)，例如通訊員，輔導員，安全主任。這些第二職業(yè)的工作頻繁的轉換和他們被雇傭的工作相比是次要的。但是在提高生產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。技術任務訓練主要是集中在學習員工將要完成的工作。影片用來闡明和解釋公司執(zhí)行的各項任務將由新員工承擔。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練。一個新員工要學習團隊中整體工作。在這個過程中，新員工會受到在工作中已經經歷過任務的員工的指導和支持。雖然S.B托馬斯公司不重視外部的培訓（如大學課程），但是公司內部培訓的承諾和員工激勵己證明了很實用。工廠也開始利用當代的培訓方法。他們傾向于雇傭多技能的工人和使用多用途的機器。工廠現在使用靈活的自動化生產，并組織現場組裝進入每個過程