員工培訓方案設計英文文獻及翻譯

員工培訓方案設計英文文獻及翻譯Thestafftrainstheplandesigntostudy1trainingdemandanalysisorganizationtotakethemarketcompetitionthemainbody,itmustbetherationalization,regardsallbyeconomicman'sjudgement,thetrainingcostregardlessoffromtheexpense,thetimeandtheenergysaid,allisnotlow,trainingismusttakethecertainrisk,thereforeinwhethercarriesonbeforetrainingtoneedtocarryonthedemandanalysis,instructsthetrainingplanaccordingtothedemandtheformulation,mustwithacleargoal,notbeablepurelytotrainfortraining.Thetrainingdemandanalysismustcarryonfromthemulti-dimensions,includingorganization,work,individualthreeaspects.First,carriesontheorganizationanalysis.Theorganizationanalysisreferstointhedeterminationorganizationscopethetrainingdemand,guaranteedthetrainingplanconformstoorganization'soverallgoalandthestrategicrequest.Accordingtoorganization'smovementplanandthelongtermplanning,forecastthisorganizationfuturewillpossiblyhaveanychangeinthetechnologyandtheorganizationalstructure,understoodwhichknowledgetheexistingstaff'sabilityandtheextrapolationfuturewillneedandtheskill,thusestimatedwhichstaffswillneedtocarryontraininginwhichaspects,aswellasthiskindoftrainingwillbetruethetimewhicheffectivewillneed,extrapolatedtrainingwillproposetheearlierperiodthelength,willnotsendsupervisesthirstilydigsawell.Next,carriesontheworkanalysis.Theworkanalysisreferstothestafftoachievetheidealworkachievementsmustgraspskillandability.Finally,carriesonindividualanalysis.Individualanalysiswillbeexistinghorizontalandanticipatedfuturecarriesonthestafftothestaffskillrequestaccordingto,discoveredtwobetweenwhetherwillhavethedisparity.Researchworkerworkbehaviorandbetweenexpectationbehaviorstandarddifference,whenworksinabigway?Quot;Whenability",thenneedstocarryontraining,throughsharpenstheability,achievedstaff's"duty"isconsistentwith"function"."duty"and"thefunction"twoallisavariable,whenthefunctionenhanced,needstodeveloptheduty,causestwomaintenancestobeconsistent;Whenthedutyhassurpassedtheability,needstocarryontraining,thedevelopmentfunction,causestworegressionstobeconsistent.Becausetrainstheobjectisastaff,whethercompletestheworktobedecidedbymanyfactors,trainingcertainlyisnotmulti-purpose,moreovertrainsmustemphasizethecostincome,therefore,lookedwhethertrainspromotesthetransformationwhichstaff'spersonalbehavioroccursexpected.Ifhiredtheskillnottoconformtotherequestpersonoristhebadmannerquestionandsoon,thenwasnotthequestionwhichtrainingcouldsolve,didnotneedtotrain,ifexistedwhenquestiontrainingcouldsolve,thencarriedonthestafftotrain,designedtheconcretetrainingplan.2trainingplanseachcompositionfactoranalysistrainingplanistrainsthegoalthetrainingcontent,thetraininginstruction,trainer,thetrainingdateandthetime,trainstheplaceandtheequipmentaswellasthetrainingmethodorganicsynthesis.Thetrainingdemandanalysisistrainstheplandesigntheguide,anexhaustivetrainingdemandanalysisonapproximatelyconstructsdrawsthetrainingplanthegeneraloutline,trainsthedemandanalysisinfrontinthefoundation,undercarriesontheconcreteanalysisonthetrainingplaneachcompositionessentialfactor.2.1traininggoalsestablishmenttraininggoalestablishmentdependsonthetrainingdemandanalysis,wetalkedabouttheorganizationanalysis,theworkanalysisandindividualanalysisinthetrainingdemandanalysis,throughtheanalysis,wewillbeclearaboutthestafffuturetoneedtobeengagedinsomepost,ifwasengagedinthispostthework,betweentheexistingstaff'sfunctionandtheanticipateddutyhadthecertaindisparity,eliminatedthisdisparityisourtraininggoal.Theestablishmenttraininggoalwillprovideforthetrainingplanisclearabouttheskeletonwhichthedirectionandwillrelyon.Hadthegoal,candeterminethetrainingobject,thecontent,thetime,theteacher,themethodandsoontheconcretecontent,andmayaftertraining,carriesontheeffectappraisaltoaccordingtothisthegoal.Trainsthetotalgoalismacroscopicon,moreabstract,itneedsinadministrativelevelstobeunceasinglythin,causesitsconcreteapplication,hasmaybeoperational.Mustachievethetraininggoal,requeststhestafftograspsomeknowledgeandtheskillthroughtraining,namelyhopedwhatthestaffdoesunderstandaftertraining?Youhopedwhatthestaffcandoaftertraining?Youhopedwhichthestaffdoeshaveaftertrainingtochange?Theseexpectationsallistaketrainsthedemandanalysisasthefoundation,throughthedemand原文請找騰訊3249114六,維'論'文.網(wǎng),buttheenterprisedevelopsneedstohaveanytypetheknowledgeandtheskillstaff,theanticipatedcenterdutyisbiggerthantheexistingfunction,thenrequesttraining.Betweenthebrightstaff'sexistingfunctionandtheanticipatedcenterdutyrequesttwodisparity,namelyhaddeterminedthetraininggoal,carriesonthinthetraininggoal,isclearabout,thentransformsasvariouslevelsconcretegoal,thegoalmoreconcretemorehasmaybeoperational,ismoreadvantageoustotheoverallgoalrealization.Thetraininggoalistrainstheplanimplementationthenavigationlamp.Hadtheexplicittrainingoverallgoalandvariouslevelsconcretegoal,saidregardingthetraininginstruction,haddeterminedreallydoesmissionaryworktheplan,positivelyforrealizationgoalbutteaching;Asfortrainerthat,thebrightstudygoalwasat,canlittlewalkmultichannel,isunremittinglyfacingthegoalwhichdecidesbutunremittinglydiligently,canachievethetwicetheresultwithhalftheefforteffect,onthecontrary,ifthegoalisnotclearabout,theniseasytocreatetheinstruction,trainerdeviatesthetrainingexpectation,createsthemanpower,thephysicalresource,thetimeandtheenergywaste,enhancedthetrainingcost,thuspossiblycausesthedefeatwhichtrains.Thetraininggoalandthetrainingplanotherfactorsaretheorganicsynthesis,onlyhadisclearaboutthegoalonlythentohavethepossibilitysciencedesigntrainingplanothereachparts,causedthedesignsciencethetrainingplanpossiblytobecome2.2trainingcontentschoiceafterhasbeenclearaboutthestudyresultwhichthetraininggoalandtheexpectationachieved,receivesneedstodetermineintrainingshouldincludeinstructioninformation.Althoughtheconcretetrainingcontentisinfinitelyvaried,butgenerallyspeaking,shouldthetrainingcontentincludingthreelevels,namelyknowledgetraining,skilltrainingandqualitytraining,actuallychoosewhichlevelthetrainingcontent,shouldactaccordingtoeachtrainingcontentlevelthecharacteristicandthetrainingdemandanalyzeschooses.Knowledgetraining,thisistheorganizationtrainsthefirstlevel.Thestaffsolongaslistenstoatimeofcourse,orlookedabook,possiblyobtainsthecorrespondingknowledge.Intheschooledition,obtainsmajorityofistheknowledge.Knowledgetrainingisadvantageoustothe1787understandingconcept,strengthenstothenewenvironmentadaptiveness,reducestheenterprisetointroducenewtechnical,thenewequipment,thenewcraftbarrierandtheobstruction.Atthesametime,wantsthesystemtograspaspecializedknowledge,thenmustcarryonthesystemknowledgetraining,ifmustbecome"X"talentedperson,knowledgetrainingisitsessentialway.Althoughtheknowledgetrainsesaytodo,butitiseasytoforgetthat,theorganizationonlypausesintheknowledgetraininglevel,theeffectisnotgoodismayforesee.Skilltraining,thisistheorganizationtrainsthesecondlevel.Hereso-calledskillisreferscancausetheoperationabilitywhichcertainmattersoccurs.Theskilloncetheacademicsociety,isnotgenerallyeasytoforgetthat,likeridesabicycle,theswimmingandsoon.Incursentersthenewstaff,usesthenewequipment,introducesthenewtechnologyallinevitabletohavetocarryonskilltraining,becauseabstractknowledgetrainingnotimpossibletoadapttheconcreteoperationimmediately,regardlessofyourstaffishowoutstanding,theabilityhas,generallyspeakingallisstronglyimpossiblenottobeabletooperateimmediatelyaftertrainingverymuchwell.Qualitytraining,thisistopmoststorywhichtheorganizationtrains.Whetherhere"quality"referstotheindividualcorrectlythought.Thequalityhighstaffshouldhavethecorrectvalues,hasthepositivemanner,hasthegoodthoughtcustom,hasahighergoal.Thequalityhighstaff,possiblytemporarilylackstheknowledgeandtheskill.Buthecanfortherealizationgoaleffectively,onowninitiativestudytheknowledgeandtheskill;Butqualitylowstaff's,sincehasalreadygraspedtheknowledgeandtheskill,buthepossiblydoesnotuse.Aboveintroducedthreelevelstrainingcontents,actuallydochoosewhichlevelthetrainingcontent,isdecidesbythedifferenttrainerspecialdetails.Generallyspeaking,thesuperintendentispartialtoknowledgetrainingandqualitytraining,butthecommonstaffmemberfavorsknowledgetrainingandskilltraining,itfinallyisandanticipated"betweentheduty"differencedecidedbytrainer"function".2.3whodoinstructthetrainingtrainingresourcestobepossibletodivideintotheinternalresourcesandexteriorresources,internalresourcesincludingorganization'sleadership,hasthespecialknowledgeandtheskillstaff;Exteriorresourcesisreferstothespecializedtrainingpersonnel,theschool,thepublicseminarortheacademiccourseandsoon.Inthemultitudinoustrainingresources,chooseswhatkindofresources,finallymustandmaytheuseresourcesdecidebythetrainingcontent.Organization'sleadership,hasthespecialknowledgeandtheskillstaffisorganization'simportantinternalresources,usesinternalresources,maycausetrainerandtrainallobtainstheenhancementineveryway.Inorganization'sleadershipisthequiteappropriatecandidate.First,theybothhavethespecializedknowledgeandtohavethepreciousworkexperience;Next,theyhopedthestaffobtainssuccessfully,becausethismayindicatetheyleadershipability;Finally,theyaretrainingownstaff,thereforedefinitelycanguaranteetrainsandworksconcerns.Whichtrainingwayregardlessofadopts,organization'sleadershipallistheimportantinternaltrainingresources.Hasthespecialknowledgeandtheskillstaffalsomayinstructtraining,whenthestafftrainsthestaff,becausefrequentlycontacts,onekindofteamspiritthennaturallyformsintheorganization,moreover,didthishasalsoexercisedtraininginstructionmyselfleadershipability,whentheorganizationservicewasbusy,theorganizationinteriorcouldnotbranchoutthemanpowertodesignandtoimplementstaff'strainingplan,thenrequestedvarioustoexteriortrainingresources.Workstheoutstandingpersonnelcertainlynotnecessarilytobeabletotrainasimilarworkoutstandingstaff,becausetheteachinghasitsownsomerules,exteriortrainingresourcesexactlymajorityisthetrainingpersonnelwhichthefamiliaradultstudiesthetheory.Exteriortrainsthepersonneltobeallowedtoactaccordingtocircumstancesaccordingtotheorganization,andmayprovidetherenewalcomparedtotheinternalresourcestheviewpoint,moreopenfieldofvision,butexteriortrainingresourcesalsohasitsdeficiency,ontheonehand,exteriorpersonnelneedstobefloweredthetimeandtheenergyusesintounderstandtheorganizationthesituationandtheconcretetrainingdemand,thiswillenhancethetrainingcost;Ontheotherhand,usesexteriorpersonneltotrain,organization'sleadershipisirresponsibletotheconcretetrainingprocess,shirkstheresponsibilitytostaff'sdevelopment.Exteriorresourcesandinternalresourcesrespectivelyhavethegoodandbadpointsunder,butcompares,orpushestheinternaltrainingresources,onlyhasintheorganizationservicetrulybusily,whencannotseparatethemanpower,whenortrulytheinternaltrainingresourceslacksthesuitablecandidate,onlythenmaychooseexteriortrainingresources,butalthoughso,alsomustonlythenforisbestexteriorresourcesandinternalresourcesunionuse.2.4determinedtraineractsaccordingtotheorganizationthetrainingdemandanalysis,differentdemanddecisiondifferenttrainingcontent,thusonroughlydeterminesthedifferenttrainingobject,namelytrainer.Infrontofthehillocktrainingistothenewstaffintroducedtheorganizationtherulesandregulations,culturalaswellasorganization'sserviceandthestaff,thenewstaffarrivesthecompany,facinganewenvironment,theynottoounderstoodtheorganizationthehistoryandtheorganizationculture,didnot原文請找騰訊3249114六,維'論'文.網(wǎng)thehillockinviewoftheabovevariousaspectstotrain,Trainedthecontentbythehillockinfrontoftodecidetraineronlycouldbeorganization'snewstaff,saidregardingtheseniorstaff,thesetrainedmeanless.Regardingstaffandtransformationworkpoststaffwhichsoonispromoted,orcannotadaptthecurrentpoststaff,theirfunctionwiththedutyortheanticipateddutywhichalreadyhadhasthedifference,thedutyhasbeenbiggerthanthefunction,neededtocarryontrainingtothem.Mayusetotheminhillocktrainingoroutworktraining,butwhichtrainingmethodregardlessofselects,allistakeknowledgetraining,skilltrainingandqualitytrainingasthecontent,butdifferentcontentknowledgetraining,skilltrainingandqualitytraininghavedetermineddifferenttrainer.Aftertheconcretetrainingdemandanalysis,accordingtothedemandcandeterminetheconcretetrainingcontent,hadalsodeterminedaccordingtothedemandanalysiswhichstaffslackwhichknowledgeortheskill,thetrainingcontentandthedeficientknowledgeandskilltallyingnamelyforthistrainer.Althoughthetrainingcontenthasdecidedroughlyontrainer,butcertainlywasnotequaltosaidthesearetrainer,butalsoshouldfromthedefinitetheseroughlyontraineranglelookwhetheritsuitabllydoesreceivetraining.Firstlookedthesepeopletotrainwhetherisinterested,ifdoesnotfeelinterestYiRangqinottoreceivetraining,becausedoesnothavetheenthusiasm,theeffectdefinitelycannotbeverygood;Ontheotherhand,mustlookitsindividualitycharacteristic,someindividualitiesareinborn,sincecangrasptheknowledge,theskillthroughtrainingwhichneeds,buthestillillwasinharmonywiththiswork,thenhebelongedmusttradethepost,butwasnotneedstotrain.Consideredfromthetrainingcontentandtrainertwoaspects,finallydefinitetrainer.2.5trainingdateschoicetrainingdatechoice.Whenneedswhentotrain,thistruthisobvious,butinfact,achievesthispointnottobecertainlyeasy,actuallyoftenmarchedintosomeerroneouszones,theunderprocedureismarchedintotheerroneouszone.Manycompaniesoftenarequiteisconvenientortrainingexpensequitecheaptimeinthetimeprovidetraining.Ifmanycompaniesgrasptheplantosubscribeintheproductionoffseasonpreventedtheinfluenceproduction,actuallydidnotknowbecausenotprompttraininghasactuallycreatedthemassivesecondqualityitems,thewasteproductorotheraccidents,thepriceishigher,againlikesomecompaniessubscribetrainingquiteischeapinthetrainingexpense,butthistimeactuallycertainlydoesnotneedtotrain,actuallydidnotknowwhenneedstotraincarriesontheretrainingactuallytoneedtobeabletoleavetheretrainingthecost.Whendoesthestafftraintheplanthedesigntohavetoachieveneedswhentotrain,intheusualsituation,hasthefollowingfourkindofsituationstoneedtocarryontrainingforawhile.First,thenewstaffalliestheorganization.Themajoritynewstaffsallmustthroughthetrainingfamiliarorganization'sworkingroutineandthebehaviorstandard,sincethenewstaffenteredorganizestohavetheoutstandingworkmanship,theyalsohadtounderstandintheorganizationoperationsomedifferences,verylittlehadthestaffjusttoentertheorganizationtograspallskillswhichtheorganizationneeded.Second,thestaffsoonpromotesortheposttakesturns.Althoughthestaffalreadybecametheorganizationseniorstaff,regardingorganization'srulesandregulations,organizationcultureandincumbentpostresponsibilityallextremelyfamiliar,buttheJinopenstothenewpostortakesturnsthenewpost,isengagedinthenewwork,thencanhavethenewrequest,althoughthestaffdoesextremelyontheoriginalpostsplendidly,preparesregardingthenewpostnotnecessarilytobeactuallyfull,inordertoadaptthenewpost,thenrequeststothestafftocarryontraining.Third,asaresultoftheenvironmentchange,therequestunceasinglytrainstheseniorstaff.Becausethemanykindsofreasons,needtocarryontotheseniorstaffunceasinglytrain.Ifintroducesthenewequipment,requeststotrainthenewtechnologytotheseniorstaff;Purchasesnewsoftware,requeststhestafftolearntheinstallmentandtheuse.Inordertoadaptthemarketdemandchange,theorganizationallunceasinglyismodulatingownmanagementstrategy,aftereachtimeadjusts,allmustcarryontrainingtothestaff.Fourth,satisfiestherecoverytheneed.Becausethestaffdoesnothavethebasicskillwhichtheworkneeds,thusneedstotraincarriesontherecovery.Infollowingtwokindofsituations,mustcarryonrecoverytraining:One,becausethelabormarketisscarceeithertheadministrativeinterventionorothervariousaspectsreason,youcouldnotbutadvertiseforhavenotconformedtotherequeststaffmember;Two,whenemploymentadvertiselookslikemeetstherequirementasif,butactuallyusesitsperformanceactuallyunItaly.Whenmakesthetrainingdemandanalysis,determinedwhichknowledgeneedstotrainandtheskill,accordingtotheformerexperience,makestheprogramarrangementtotheseknowledgeandskilltraining,lookedapproximatelyneedshowmuchtime,aswellastrainingistruethetimewhicheffectiveneeds,thusinferencetrainingproposestheearlierperiodthelength,whenaccordingtohasandproposestheearlierperiod原文請找騰訊3249114六,維'論'文.網(wǎng)organizationtrainsthemethodhasmanykindsof,liketeachesthelaw,thedemonstrationlaw,thecaselaw,thediscussionlaw,theseeingandhearinglaw,theroleactinglawandsoon,eachtrainingmethodallhasitsowngoodandbadpoints,inordertoimprovethetrainingquality,achievedthetraininggoal,oftenneedseachmethodtocoordinate,thenimbleuse,underemphaticallyanalyzesteachesthelaw,thedemonstrationlaw,thecaselawthreecommonlyusedmethods,whentrainingmayactaccordingtotrainstheway,thetrainingcontent,thetraininggoalselectsoneorselectsthemanykindsofcoordinateuse.2.6.1teachesthelawtoteachthelawisreferstoteachingthroughthelanguageexpression,systematicallyteachestheknowledgetotrainer,expectedthesetrainercanrememberimportantideaandspecificknowledge.Teachesthelawtouseintimetheteachingrequests:(1)Teachesthecontenttohavetohavethescientificnature,itistheguaranteeteachesthequalitythemostimportantcondition;(2)Teachestohavetohavethesystematiccharacteristic,orderlinessclearly,keyisprominent;(3)Teacheswhenthelanguagemustbeclear,vividisaccurate;(4)Whennecessityapplicationblackboardwriting.Teachesthelawalthoughisintrainingappliesthemostpopularonemethod,butitalreadyhastheobviousmerit,simultaneously,alsohasverymanyflaws.Teachingmethodmerit:(1)Isadvantageoussystematicallyacceptsnewknowledgetotrainer;(2)Easytograspwiththecontrolstudyprogress;(3)Isadvantageoustodeepensunderstandingthedifficultybigcontent;(4)Maysimultaneouslycarryoneducationtrainingtomanypeople.Itsshortcomingis:(1)Teachesthecontenttohavecompulsorily,trainerhasnorightindependentlytochoosethestudycontent;(2)StudyeffectYiShouteacherteacheslevelinfluence;(3)Onlyistheteacherteaches,nottohavethefeedback;(4)Betweentrainercannotdiscuss,isdisadvantageoustothepromotionunderstanding;(5)Hasstudiedtheknowledgeisnoteasilyconsolidated.2.6.2demonstrationslawdemonstrationlawistheutilizationcertainmaterialobjectandtheteachingaid,throughreallydemonstrates,causestrainertounderstandhowsomekindofbusinessisdoescomplete.Demonstrationlawrequest:(1)Beforethedemonstrationpreparesallapparatuses,theplacementisneat;(2)Enableeachtraineralltoseeclearlythedemonstration;(3)Thedemonstrationfinished,letseachtrythecenter;(4)Triestoeachtrainertodoallgivestheimmediatelyfeedback.Thedemonstrationlawusesintheteachingsimilarmeritandtheshortcomingcoexists.Itsmeritis:(1)Ishelpfultostimulatestrainerthestudyinterest;(2)Mayusethemanykindsofsenseorgans,achieveslooked,listens,tothink,toaskunifies;(3)Isadvantageoustoobtainstheperceptualknowledge,deepenstostudiesthecontenttheimpression.Thedemonstrationmethodshortcomingis:(1)Thesuitablescopeislimited,isnotallcontentsallcandemonstrate;(2)Thedemonstrationinstallmentmigrationisnotconvenient,isdisadvantageoustotheteachingplacetochang;(3)Beforethedemonstrationneedsthecertainexpenseandtheenergyprepares.員工培訓方案設計英文文獻及翻譯員工培訓方案設計研究培訓需求分析組織作為市場競爭的主體，它必須是理性化，以經(jīng)濟人的眼光來看待一切，培訓活動的成本無論從費用、時間和精力上來說，都是不低的，培訓是要冒一定風險，因此在是否進行培訓前需要進行需求分析，根據(jù)需求來指導培訓方案的制定，要有的放矢，不能單純地為培訓而培訓。培訓需求分析需從多維度來進行，包括組織、工作、個人三個方面。首先，進行組織分析。組織分析指確定組織范圍內(nèi)的培訓需求，以保證培訓計劃符合組織的整體目標與戰(zhàn)略要求。根據(jù)組織的運行計劃和遠景規(guī)劃，預測本組織未來在技術上及組織結構上可能發(fā)生什么變化，了解現(xiàn)有員工的能力并推測未來將需要哪些知識和技能，從而估計出哪些員工需要在哪些方面進行培訓，以及這種培訓真正見效所需的時間，以推測出培訓提前期的長短，不致監(jiān)渴掘井。其次，進行工作分析。工作分析指員工達到理想的工作績效所必須掌握的技能和能力。最后，進行個人分原文請找騰訊 3249114六,維'論'文.網(wǎng) 工的"職務"與"職能"相一致。"職務"和"職能"二者都是變量，當職能提高了，需要開發(fā)職務，使兩者保持一致；當職務超過了能力，就需要進行培訓，開發(fā)職能，使兩者復歸一致。由于培訓的對象是員工，能否做好工作取決于諸多因素，培訓并不是萬能的，而且培訓要講求成本收益，因此，看培訓能否促進員工的個人行為發(fā)生所期望的轉變。如果聘用了技能不符合要求的人或者是惡劣的態(tài)度問題等，則不是培訓所能解決的問題，不需要培訓，若存在的問題培訓能夠解決時，則進行員工培訓，設計具體的培訓方案。培訓方案各組成要素分析培訓方案是培訓目標、培訓內(nèi)容、培訓指導者、受訓者、培訓日期和時間、培訓場所與設備以及培訓方法的有機結合。培訓需求分析是培訓方案設計的指南，一份詳盡的培訓需求分析就大致構畫出培訓方案的大概輪廓，在前面培訓需求分析的基礎上，下面就培訓方案各組成要素進行具體分析。2.1培訓目標的設置培訓目標的設置有賴于培訓需求分析，在培訓需求分析中我們講到了組織分析、工作分析和個人分析，通過分析，我們明確了員工未來需要從事某個崗位，若要從事這個崗位的工作，現(xiàn)有員工的職能和預期職務之間存在一定的差距，消除這個差距就是我們的培訓目標。設置培訓目標將為培訓計劃提供明確方向和依循的構架。有了目標，才能確定培訓對象、內(nèi)容、時間、教師、方法等具體內(nèi)容，并可在培訓之后，對照此目標進行效果評估。培訓總目標是宏觀上的、較抽象的，它需要不斷分層次細化，使其具體化，具有可操作性。要達到培訓目標，就要求員工通過培訓掌握一些知識和技能，即希望員工通過培訓后了解什么？你希望員工通過培訓后能夠干什么？你希望員工通過培訓后有哪些改變？這些期望都是以培訓需求分析為基礎的，通過需求分析，明了員工的現(xiàn)狀，知道員工具有哪些知識和技能，具有什么樣職務的職能，而企業(yè)發(fā)展需要具有什么樣的知識和技能的員工，預期中的職務大于現(xiàn)有的職能，則要求培訓。明了員工的現(xiàn)有職能與預期中的職務要求二者之間的差距，即確定了培訓目標，把培訓目標進行細化，明確化，則轉化為各層次的具體目標，目標越具體越具有可操作性，越有利于總體目標的實現(xiàn)。培訓目標是培訓方案實施的導航燈。有了明確的培訓總體目標和各層次的具體目標，對于培訓指導者來說，就確定了實施教計劃，積極為實現(xiàn)目的而教學；對于受訓者來說，明了學習目的之所在，才能少走多路，朝著既定的目標而不懈努力，才能達到事半功倍的效果，相反，如果目的不明確，則易造成指導者、受訓者偏離培訓的期望，造成人力、物力、時間和精力的浪費，提高了培訓成本，從而可能導致培訓的失敗。培訓目標與培訓方案其它因素是有機結合的，只有明確了目標才有可能科學設計培訓方案其它的各個部分，使設計科學的培訓方案成為可能。2.2培訓內(nèi)容的選擇在明確了培訓的目的和期望達到的學習結果后，接下來就需要確定培訓中所應包括的傳授信息了。盡管具體的培訓內(nèi)容千差萬別，但一般來說，培訓內(nèi)容包括三個層次，即知識培訓、技能培訓和素質培訓，究竟該選擇哪個層次的培訓內(nèi)容，應根據(jù)各個培訓內(nèi)容層次的特點和培訓需求分析來選擇。知識培訓，這是組織培訓中的第一層次。員工只要聽一次講座，或者看一本書，就可能獲得相應的知識。在學校教育中，獲得大部分的就是知識。知識培訓有利于理解概 念，增強對新環(huán)境的適應能力，減少企業(yè)引進新技術、新設備、新工藝的障礙和阻撓。同時，要系統(tǒng)掌握一門專業(yè)知識，則必須進行系統(tǒng)的知識培訓，如要成為"X"型人才，知識培訓是其必要途徑。雖然知識培訓簡單易行，但其容易忘記，組織僅停留在知識培訓層次上，效果不好是可以預見的。技能培訓，這是組織培訓中的第二個層次。這里所謂技能就是指能使某些事情發(fā)生的操作能力。技能一旦學會，一般不容易忘記，如騎車、游泳等。招進新員工，采用新設備，引進新技術都不可避免要進行技能培訓，因為抽象的知識培訓不可能立即適應具體的操作，無論你的員工是多么優(yōu)秀，能力有多強，一般來說都不可能不經(jīng)培訓就能立即操作得很好。素質培訓，這是組織培訓的最高層次。此處"素質"是指個體能否正確地思維。素質高的員工應該有正確的價值觀，有積極的態(tài)度，有良好的思維習慣，有較高的目標。素質高的員工，可能暫時缺乏知識和技能。但他會為實現(xiàn)目標有效地、主動地學習知識和技能；而素質低的員工，既使已經(jīng)掌握了知識和技能，但他可能不用。上面介紹了三個層次的培訓內(nèi)容，究竟選擇哪個層次的培訓內(nèi)容，是由不同的受訓者具體情況決定的。一般來說，管理者偏向于知識培訓與素質培訓，而一般職員則傾向于知識培訓和技能培訓，它最終是由受訓者的"職能"與預期的"職務"之間的差異所決定的。2.3誰來指導培訓培訓資源可分為內(nèi)部資源和外部資源，內(nèi)部資源包括組織的領導、具備特殊知識和技能的員工；外部資源是指專業(yè)培訓人員、學校、公開研討會或學術講座等。在眾多的培訓資源中，選擇何種資源，最終要由培訓內(nèi)容及可利用的資源來決定。組織的領導、具備特殊知識和技能的員工是組織的重要內(nèi)部資源，利用內(nèi)部資源，可使受訓者和培訓者多方都得到提高。組織內(nèi)的領導是比較合適的人選。首先，他們既具有專業(yè)知識又具有寶貴的工作經(jīng)驗；其次，他們希望員工獲得成功，因為這可以表明他們自己的領導才能；最后，他們是在培訓自己的員工，所以肯定能保證培訓與工作有關。無論采取哪種培訓方式，組織的領導都是重要的內(nèi)部培訓資源。具備特殊知識和技能的員工也可以指導培訓，當員工培訓員工時，由于頻繁接觸，一種團隊精神便在組織中自然形成，而且，這樣做也鍛煉了培訓指導者本人的領導才能，當組織業(yè)務繁忙，組織內(nèi)部分不出人手來設計和實施員工的培訓方案，那么就要求諸于外部培訓資源。工作出色的人員并不一定能培訓出一個同樣工作出色的員工，因為教學有其自身的一些規(guī)律，外部培訓資源恰好大多數(shù)是熟悉成人學習理論的培訓人員。外部培訓人員可以根據(jù)組織來量體裁衣，并且可以比內(nèi)部資源提供更新的觀點，更開闊的視野，但外部培訓資源也有其不足之處，一方面，外部人員需要花時間和精力用于了解組織的情況和具體的培訓需求，這將提高培訓成本；另一方面，利用外部人員培訓，組織的領導對具體的培訓過程不負責任，對員工的發(fā)展逃避責任。外部資源和內(nèi)部資源各有優(yōu)缺點，但比較之下，還是首推內(nèi)部