员工培训的新发展【外文翻译】

员工培训参考文献及员工培训外文文献翻译员工培训参考文献及员工培训外文文献翻译参考文献[1] 黄维德.刘燕人力资源管理实务[M].上海: 立信会计出版社,2004:167-198. [2] 王伟强. 员工培训木桶理论〆重在分清主次[DB/OL] [3] 刘东.家族企业以及经济的文献[DB/OL] [4] 许玉林. 绩效管理[C] 上海:复旦大学出版社,2001:154-256. [5] Gary. Desler Human resources management (6th edition) [M]. Beijing〆People's University of China Press 1999 : 213-397. 六维[6] 王丽娟译.员工招募、面试甄选和岗前引导[M] 北京:中国人民大学出版社1995:123-178,301. [7] 张易. 国有企业的家族化[A], 浙江:社会科学文献出版社.2002-01-01:45 —49. [8] 王伟. 员工培训误区面面观[DB] [9] 王先庆. 现代零售丛书-零售企业员工培训[J] 广东: 广东经济出版社.2004-8月:32-75. [10] 湛新民. 人力资源管理概论[J] 北京:清华大学出版社2005:86-103,233-262.[11] 谢晋宇. 企业员工流失[C] ,广东:经济与管理出版社,1999年3 月.132-162. [12] 任少葱. 以企业战略为中心建立科学的员工培训体系[D]. [13] Raymond A .Noe R. Hollenbeck, Barry Gerhart,Pateick M. Wright, Human Resource Management ,3rd Ddition, Beijing, Qinghua University Press, October 2003 . [14] Germany gan P. Enterprise management personnel quality and capacity factor Empirical Study P19-31. [15] tash.Control of Enterprises Training Human Kinetics Publishers,2003. 1 培训的过程1.1 导言〆培训和响应培训就是给新雇员或现有雇员传授其完成本职工作所必需基本技能的过程。

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 intricacies of your site, a new salesperson how to sal e your firm’s p roduct，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 doesn’t guarantee they’ll succeed. Instead. they have to know what you want them to do and how you want then to do it. If they don't，they'll do the jobs their way, not yours。

Or they will improvise，or, worse，do nothing productive at all. Good training is vital。

员工培训与发展的创新模式随着科技的不断进步和经济的快速发展，企业也面临着日新月异的挑战。

为了保持竞争力和提高员工的综合素质，员工培训与发展成为了企业发展的重要环节。

然而，传统的培训模式已经无法满足现代企业的需求，因此需采用创新模式来提高培训的效果和效率。

一、实施线上培训随着互联网的普及，线上培训成为了一种新的趋势。

通过建立企业内部的在线培训平台，员工可以随时随地通过电脑或手机进行培训学习。

这种模式具有时间灵活、成本较低等优势。

线上培训可以结合多媒体教学资源，如视频教程、在线课件等，提供生动、直观的培训内容。

员工可以根据自己的学习进度和兴趣，自主选择符合自身需求的培训课程。

同时，通过线上学习平台，员工之间可以进行互动交流，相互学习和分享经验，加强合作与沟通。

二、推行微信学习平台微信作为一种智能移动终端，具有广泛的用户基础，使用方便、灵活等特点，因此成为了企业员工培训与发展的创新模式。

在微信学习平台上，企业可以发布培训通知、课程资料等信息，员工可以通过微信随时获取培训资料和学习进度。

同时，还可以通过微信群、微信公众号等功能进行在线交流和互动，促进员工之间的合作与学习。

此外，微信学习平台还可以结合游戏化学习设计，通过设置培训任务、考核等方式，使员工参与培训更加积极主动，提高学习的效果和参与度。

三、引入虚拟现实技术虚拟现实技术的快速发展为员工培训与发展提供了全新的创新模式。

通过引入虚拟现实技术，可以实现在虚拟环境中进行真实场景的模拟培训。

例如，在企业内部进行危险品操作培训时，可以使用虚拟现实设备，让员工置身于虚拟的场景中，亲身体验相关操作，并模拟各种可能的情况，提高员工的应变能力和操作技能。

虚拟现实技术还可以应用于团队协作培训。

通过虚拟现实设备，员工可以身临其境地感受到团队合作的重要性，并在虚拟环境中解决各种团队协作问题，提高团队的协作和沟通能力。

结语员工培训与发展是企业持续发展的关键因素，采用创新模式可以提高培训的效果和效率。

中文3570字本科毕业论文（设计）外文翻译外文题目Staff training rated ‘absolutely pivotal’外文出处Knowledge training,2008(10):p46-47外文作者 Olivia原文：Staff training rated ‘absolutely pivotal’OliviaAs a recent survey reveals the importance that job seekers attach to an organization’s commitment to training, Olivia Hemmings talks to three companies whose investment in their staff is resulting in higher productivity, increased profits and better staff retention.For some job hunters, salary is the main consideration, while for others it is flexible working hours or even location. However, one prospect that unites 90% of travel industry job seekers is the promise of training and development, according to a survey by Abta and People 1st, the sector skills council for the hospitality. leisure travel and tourism industries.And it is easy to understand why. For the applicant, a company's commitment to staff training and development means a likely improvement in their performance, leading to progression up the career ladder.What is surprising, therefore, is that training is provided only by 43% of employers to all their staff each year, by 36% to most employees and by 19% to some. Two per cent of the survey's respondents said they provided no training or ongoing development at all. But three companies that do make significant investment in staff training — and are reaping the rewards — are Thomas Cook, Bales Worldwide and STA.THOMAS COOKWhat training is available?At Thomas Cook, overseas resorts staffs are given training from day one. Before departing the UK, they attend an eight-day residential induction to be taught the basic skills and behaviors they need to be a company representative. Once in resort, they receive up to 12 on-the-job training days before becoming a fully-fledged rep.But training doesn't stop there. Elinor Carr, learning and development manager for Thomas Cook holiday division, says it offers overseas resort staff a clear progressionpath.In fact, regular training sessions are delivered throughout the season and staffs are presented with a range of development opportunities, including Stars, the Senior Training and Recognition Scheme.This training initiative has career progression at its core. Split into three levels, the scheme aims to train up frontline staff to first-line management, then second-line management and finally resort management level, using rigorous training courses. Employees who successfully complete all three levels can then consider the Overseas Management Development Programme (OMDP} if they wish to learn about the wider Thomas Cook business.For this programme, managers attend courses in the UK and complete operational and management modules. Operational modules teach managers about yield management and explain the commercial factors driving the business. The management and leadership modules look at the individual's management style and personality and assess what impact they have on their leadership.Most companies are poor at developing their executives, and most of them acknowledge this: only 3 percent of the 6,000 executives occupying the top 200 positions at 50 large US corporations examined by a recent McKinsey survey strongly agreed that their organizations developed talent quickly and effectively.1 In no area of executive development—job rotation, traditional internal and external training, or mentoring—did a majority of these executives believe that their employers were doing a good job (Exhibit 1).Some companies feel that their high performers will rise to the top naturally, like cream. Others, believing that talent can be bought, try to recruit executives from such sources as General Electric, a famous developer of people. In fact, though businesses should look for senior-level talent outside their own organizations, they themselves must also be good at developing it. In the first place, as talent becomes scarcer—and demography suggests that it will—the "buy-only" strategy becomes risky and expensive. Moreover, recruiting all of a company's senior executives externally sacrifices cultural cohesion and institutional memory. In any case, companies thatcan't develop their own talent find it hard to attract good people from the outside.Job experience drives executive developmentCompanies develop executives in various ways: by giving them feedback, coaching, mentoring, and training. But more than anything else, executives need on-the-job experience in appropriate positions. What makes positions appropriate? Four considerations are crucial.The first is the way a job is structured: the executive who holds it should have both headroom (authority and responsibility) and elbow room (scope and variety). Organizations that are decentralized or that have many "P&L jobs"—in which the holder's decisions are linked to, and measured by, the company's profit or loss—therefore create more opportunities for development than organizations that do not.Second, people with high potential should move through a series of challenging jobs, for after two or three years the learning curve in any position tends to flatten out, and capable people start to chafe. How long any one person should stay put varies with the business, the extent of the challenge, and that person's ability to grow. One company's line executive held 18 positions in 24 years, and though not everyone can or should move so quickly, companies tend to leave executives in jobs much too long. Third, this series of jobs should provide a range of challenges. Working in different geographic regions or with a variety of bosses requires executives to master new contexts. Leading a turnaround, stimulating a stagnant business, and influencing a company from a staff position draw on different skills.Finally, executives need to learn their craft from highly skilled colleagues as well as superiors. The ability to lead can in part be acquired through apprenticeship, and apprentices learn more from world-class experts and leaders than from mediocre ones. Success, moreover, breeds success, so good people are likelier to stay with an organization that has many other good people.Why does Cook invest in training?"We're a people business. We put them at the top of our agenda," explains Phil Bamfather, head of learning and development for Thomas Cook holiday and central.He says well-trained staff are "absolutely pivotal" in the company's success.Phil says that the skills, knowledge and understanding that come with training also increase organizational performance, such as sales and service delivery targets, as well as employee satisfaction.Elinor adds that it's important that staff can see how they add value and that the business is interested in investing in them. She says programmes such as Stars help ensure staff stay within the business and are promoted from within."Staff retention is one benefit of our training scheme," she explains.It also helps Cook with succession planning, when people move up or out of one area of the business and into another.BLAES WORLSWIDEWhat training is available?Susan Rock, inhouse training coordinator at Bales, gives new sales employees six to eight weeks of dedicated one-to-one training.First, new sales and operational staff are introduced to the company's written standards and its brochures. They are then taught about the reservations system Galileo, airline contracts and how to make quotes and take bookings. By the end of the course, the trainees are taking calls and doing the job under supervision.Bales also places a great deal of importance on the need for ongoing development of its staff through product and sales training. Product training involves at least two overseas trips every year for sales staff to gain in-depth knowledge of the destinations. On each trip they can visit up to 10 locations.Sales training is delivered by an external training company which runs three full-day, off-the-job training sessions each year- Training sessions can vary from phone skills to communication techniques that convey conviction in the product.The role of job experience in driving growth is fairly well understood. Thus, it is striking that only 10 percent of the 6,000 executives McKinsey surveyed thought that their companies used job assignments effectively. The problem is that the people who control the process—senior line executives—don't adequately factor development into their decisions. A division president naturally finds it safer to appoint an experienced,highly qualified candidate to a key position than to take a chance and stretch a possible future leader. Furthermore, that division president might not know how to use job experience to develop people: in the McKinsey survey, 48 percent of human-resources executives said that most executives think development is simply a function of training programs.Except for action learning and early training in managerial skills, training programs just are not capable of producing truly great executivessuch programs are often favored because they are highly visible, as well as simple to create and run, and by establishing them an HR department can show that it is doing its bit to nurture people. But with two exceptions—action learning, built around real work projects, to a small group of promising people, and in fact result in action. One project in a GE executive development course required a team to assess the company's investment strategy in South Korea. After four weeks partly spent in that country, the team presented its recommendations to GE's top 28 executives, who based the company's investment decisions largely on those recommendations.Why does Bales invest in staff training?Vivienne Thorn, human resources director at Bales, regards staff training as the future of die company."In all strategic plans for a company and where it's going, you have to include staff training so they can deliver. It's integral to meeting business objectives," she says. Offering the highest level of customer service is a key business objective at Bales. Thom says ensuring staff have the skills to carry this out is one of the reasons behind their "tremendous" investment in employee training.Rock says the training programme also ensures consistent practice across staff. "The benefits of our one-to-one training is the speed at which we can get trainees up to the standards we want, and the learning process is consistent for everyone," she says.The intensive induction has other benefits, says Thom. These include staff making fewer mistakes, feeling supported in their role and "going that little bit extra".In terms of sales achievements. Bales conversion rates have risen from 20% in2004 to 29% last year, and customer complaints have reduced.STA TRAVELWhat training is available?Inconsistencies in induction and management training in the past recently prompted STA to overhaul its training to bring all branches in line with one another. STA offers an informative induction programme and an ongoing development scheme for staff, plus specialist training.The scope of training is now regularly adapted to meet staffs changing needs, and often it is in response to employee feedback.The induction process is an intensive three-week programme that includes basic geography, plus lessons about the company's systems. Presentations are also given by other department heads about the activity they oversee, providing new recruits with an overall company picture. In the second week, inductees spend one day with their branch, shadowing consultants and learning about the booking process. The third week is given over to sales techniques.Trainees are then put into a branch for seven weeks where the branch manager will guide them through other processes and teach them the additional skills they require. Elsewhere, management personnel are also offered a varied learning programme, with training about how to hold a meeting, setting objectives, getting the most out of staff, driving sales and time management.A new initiative in STA's training portfolio is a personal leadership programme which is open to branch managers as well as senior staff. The three-day course aims to provide the leadership and communication skills necessary for managers be able to take owner-ship of a problem and deal with it, rather than refer it to their manager. Why does STA invest in staff training?Catherine Wilson, STA's human resources director, says the company tries to establish its targets as a business, and then provides its people with the skills to achieve them.As well as having increased knowledge to drive sales, Wilson believes training helps to engage employees by demonstrating what's expected of them. She says it alsogives them the ability to be flexible and adapt to the job."We're keen to promote that people don't just come to work for work's sake and for the money but that they come because they want to work for us as a company," she says.STA's commitment to staff investment appears to be paying off. In the past 12 months, employee turnover has been cut by 20%, and sales and revenue have also increased.译文：员工培训被评为“绝对的关键”奥利维亚由于最近的一项研究表明了求职者对公司培训员工的承诺的重视，Olivia Hemmings 告诉三家公司，它们在员工身上的投资将会获得更高的生产力，额外的利润和员工对公司更好的忠诚度。

员工培训外文文件综述第 1目1、LiteratureResearch ............................................................... .........................................................................2 2 、外文文件翻..................................................................... ................................................⋯⋯⋯⋯⋯⋯⋯⋯ .51、Literature ResearchEmployee training needs theoretical guidance of staff training inthe theoretical understanding of ambiguity, will lead to blindnesstraining .The guiding theory of employee training, with the production technology, expansion of business scale and gradually developed.First, scientific management and staff skills trainingThe late 19th century, early 20th century, the United States such as Taylor and Gilbreth first to emphasize the importance of training.Taylor is the father of scientific management theory, and his major works include "piecework" system, "Plant Management", "scientific management principles and methods", "scientific management" and so on.As the results of his theory first time in history of science from theexperience up.He found that the main reason for low productivity workers are lack of training, Without the correct operation method andapplication of tools, so he carried a lot of tests in the factory. Healso studied tools, machinery, materials and standardization of the work environment, and the basis of these findings to develop more scientific work day fixed, and the completion of these fixed, standardized tools.Gilbreth also shoot video with the method of recording and analyzing the operation of the workers movement, to find the best reasonable action to improve efficiency.This time they are through the use of research, action research methods to made standard operating method, according to this standard method to train workers.Taylor said: first-class workers are not fall from the sky, is trained by scientific training, and in the past, the training is his thing, by their own plans, their implementation, and now, training is something the factory, the specialized agencies and staff, to make standardized tools and standardized methods of operation complete control by the workers, it must be systematic, scientific training, we must take the workers one by one by a qualified teacher, with the new operating practices to train until the workers are able to continuously and used to operate in accordance with scientific rules ("Principles of Scientific Management").Taylor and Gilbreth and others from the research can be seen, with their emphasis on training is the training of staff operating skills.Second, behavioral science theory and the attitude of staff trainingScientific management theories that focus on aspects of the production process, the human body as a machine accessories, arousedstrong resentment among the workers, so some scholars began to physiology, psychology, sociology and so starting to study the human enterprise work motivation, emotion, behavior and the relationship between work and so on, so how in accordance with the laws ofhuman psychological development to stimulate their enthusiasm and creativity of the behavioral sciences is adopted.30 years of the 20th century, the United States in the WesternElectric Company psychologist Mayo's Hawthorne plant belongs, for the determination of various factors on the degree of production efficiencyof thelast eight years, a series of tests, this is the famous Hawthorne Experiment .The experiment, Mayo and others found that: the working environment, working conditions, good or bad as people are notexpected to affect workers as labor productivity; people are "social" and, therefore, staff morale, job satisfaction, can be appreciated is also an important factor affecting labor productivity.In 1943, the famous American psychologist Maslow proposed "hierarchy of needs" that: human needs can be divided into five levels: (1) physiological needs; (2) safety needs; (3) the feeling of belonging; (4) respected; (5) self-realization.These five requirements are based on (1)to (5) from low to high order, and under normal circumstances, onlyin the lower level needs are met before to meet higher level needs.attitude, emotional, demand will affect the level of productivity gains, therefore, focus on skills training to employees after the theory in the behavioral sciences under the guidance of staff training to enhance knowledge, skills training, while more and more attention the attitudeof the staff training.Focus on training staff on the proper values,corporate philosophy, positive work attitude, good habits, and thepursuit of higher goals.Thus, training to become a specializedprofession, training content, constantly deepening and expanding.Since the 60s of the 20th century, people began to study theleadership style of management satisfaction with the relationshipbetween workers, making the lower staff training from a focus on staff training to focus more on the changes on the training of managers.Third, knowledge management and staff learning, innovation training 2l century is the era of knowledge economy, knowledge-based economy is built on the basis of knowledge and information economy, knowledge and information based on the production, distribution and use of thedirect basis of the economy, knowledge is to improve the productivity and economic growth.And the knowledge economy corresponding to the management theory is knowledge management, knowledge management is a knowledge resource for institutional information and the systematic management of science.The practice of knowledge management work generally consists of three aspects: (1) through the establishment of institutional knowledge base and set the body of knowledge managers need to master the knowledge and the systematic collection of resources,filtering, sorting, storage, to new knowledge in order to extract organization personnel at any time and apply them to practical work and learning; (2) to promote the exchange of knowledge within the organization and sharing, and communication process with the new knowledge resources to conduct precipitated into the body of knowledge library; (3) personalized tool to helpcustomize the management of personnel within the organization specific knowledge resources required to improve the efficiency ofwork and study, and to facilitate personal knowledge management.Era of knowledge economy, knowledge to the average 5-year aging cycle for each individual business, only continuous learning, innovation is the only way out, a lot of business decision-makers are concerned about whether their company has such a capability.Bideshengji's "The Fifth Discipline," a book stressed: "Only by learning the business will be competitive," "You have to learn than your competitors, faster."So it proposed the establishment of "learning organization."The development of information technology provides a powerful knowledge management tool, knowledge management is to create a platform for learning organizations.Learning organization is a stable platform for developing creative talent and organizational security.Because, in the era of knowledge management, the significance of employee trainingis learning ability and creative ability of the training, the ultimate goal of training is to form a self ranging from under a full learning culture.In summary, the guiding theory of corporate training experience,from scientific management to knowledge management, behavioralscience and then to the three stages of staff training has also gone through training from skills training to approach and then to learning,innovation training, three processes, factors that promote this development process the technology's progress and expansion of business scale and economy of development.2、外文文件翻译公司员工的培训工作需要必定的理论作指导，在理论上对员工培训工作认识含糊，会致使培训工作的盲目性。

员工培训参考文献及员工培训外文文献翻译员工培训参考文献及员工培训外文文献翻译参考文献[1] 黄维德.刘燕人力资源管理实务[M].上海: 立信会计出版社,2004:167-198. [2] 王伟强. 员工培训木桶理论〆重在分清主次[DB/OL] [3] 刘东.家族企业以及经济的文献[DB/OL] [4] 许玉林. 绩效管理[C] 上海:复旦大学出版社,2001:154-256. [5] Gary. Desler Human resources management (6th edition) [M]. Beijing〆People's University of China Press 1999 : 213-397. 六维[6] 王丽娟译.员工招募、面试甄选和岗前引导[M] 北京:中国人民大学出版社1995:123-178,301. [7] 张易. 国有企业的家族化[A], 浙江:社会科学文献出版社.2002-01-01:45 —49. [8] 王伟. 员工培训误区面面观[DB] [9] 王先庆. 现代零售丛书-零售企业员工培训[J] 广东: 广东经济出版社.2004-8月:32-75. [10] 湛新民. 人力资源管理概论[J] 北京:清华大学出版社2005:86-103,233-262.[11] 谢晋宇. 企业员工流失[C] ,广东:经济与管理出版社,1999年3 月.132-162. [12] 任少葱. 以企业战略为中心建立科学的员工培训体系[D]. [13] Raymond A .Noe R. Hollenbeck, Barry Gerhart,Pateick M. Wright, Human Resource Management ,3rd Ddition, Beijing, Qinghua University Press, October 2003 . [14] Germany gan P. Enterprise management personnel quality and capacity factor Empirical Study P19-31. [15] tash.Control of Enterprises Training Human Kinetics Publishers,2003. 1 培训的过程1.1 导言〆培训和响应培训就是给新雇员或现有雇员传授其完成本职工作所必需基本技能的过程。

员工培训与发展的最新趋势随着科技的不断进步和全球化的加速发展，员工培训与发展面临着新的挑战和机遇。

为了具备竞争优势，企业需要始终关注最新的培训趋势，并及时调整培训策略。

本文将探讨员工培训与发展的最新趋势。

1. 个性化培训传统的培训模式往往是通用的，无法满足个体员工的需求。

而现在，越来越多的企业开始重视个性化培训。

通过使用先进的技术和数据分析，企业可以根据员工的个人能力、职业规划和兴趣爱好，量身定制培训计划。

这样一来，员工能够更加专注于个人感兴趣的领域，并且能够更好地发挥自己的潜力。

2. 虚拟学习随着互联网的普及，虚拟学习成为了一种受欢迎的培训方式。

企业可以通过在线平台提供各类培训课程，员工可以根据自己的时间和地点灵活安排学习。

虚拟学习还可以提供更便宜的培训选择，尤其对于那些需要长时间的出差的员工来说，这种方式更加方便。

同时，虚拟学习还可以通过互动性强的学习方式增强员工的参与度和积极性。

3. 跨文化培训全球化的趋势使企业不再局限于本地市场。

在跨文化背景下工作的员工面临着不同的文化差异和沟通问题。

因此，跨文化培训成为了必不可少的一环。

跨文化培训可以帮助员工了解不同文化的价值观、文化习惯和商务礼仪，从而提高他们在国际业务中的适应能力和沟通效果。

这对于企业来说非常重要，可以增强企业在全球市场中的竞争力。

4. 社交学习社交学习作为一种有效的培训形式，在最新的趋势中越来越受欢迎。

相比于传统的面对面培训，社交学习可以提供更多的机会进行互动和合作。

员工可以通过与同事、专家和行业领导者交流，分享知识和经验，并从中获得启发和学习。

例如，企业可以通过内部社交平台或企业博客搭建一个学习社区，员工可以在这里进行讨论和交流。

5. 持续学习和发展现代社会发展迅速，知识更新换代快。

员工需要具备持续学习和自我发展的能力。

因此，持续学习和发展成为员工培训的重要趋势。

企业应鼓励员工积极主动地参与学习，提供学习资源和机会。

同时，企业也应该制定明确的职业发展规划和晋升通道，激励员工不断提升自己的技能和能力。

员工培训与发展的最新趋势和实践随着企业的发展和竞争的加剧，人力资源管理已经成为企业发展中不可或缺的一部分，其中员工培训与发展更是其中至关重要的一环。

针对员工培训与发展的实践，不同企业有着不同的经验和做法，但是各个企业都在积极探索更加符合现代化企业管理要求的员工培训和发展的策略和模式，以提高员工素质、改进企业文化和增强业务水平。

本文将探讨员工培训与发展的最新趋势和实践。

一、员工培训的新趋势1. 个性化、定制化培训现代企业的员工群体具有多样性，因此企业需要将培训和发展计划个性化和定制化，以满足员工的不同需求和能力水平，实现更加有效的学习和提升。

在这方面，企业可以开设不同的课程和培训方案，包括在线课程、自学资源、定制化培训等，以适应不同员工的需求。

2. 革新教学模式企业应该采用更加灵活、自主的教学模式，以激发员工自主学习的兴趣和自觉性，为员工提供更灵活的学习机会。

例如，翻转课堂、在线课程、组团学习、动手实践等培训模式的使用，可以更加有效激发员工的兴趣和参与感，巩固学习效果。

3. 着重实践技能企业实践技能培训不仅可以提高学习的效果，还可以帮助员工将学到的知识和技能更快、更好地应用于工作场景中。

因此，企业应该更加着重实践与技能的训练，不仅仅是理论知识。

二、员工发展的新趋势1. 认知技能的培养在现代企业中，员工的认知技能不仅是基本素质，更是必备的核心竞争力。

因此，企业应该将认知技能培养融入到员工发展计划中，使员工能更好地应对新变化、改进跨部门的沟通和协调能力。

2. 历练与自我发展企业应该鼓励员工通过自我评估、自我审视、交流与学习、反思、调整与实施等过程，不断发展自身的能力。

而这一过程需要员工具有一定的心理素质，并配以专业的培训与辅助。

3. 着重领导力与沟通能力发展在现代企业中，领导能力与沟通能力是企业成功的核心关键因素。

因此，企业应该更加着重于培养员工领导力、沟通能力和吸引上级等的关键技能。

三、员工培训与发展的实践1. 培训渠道的丰富化企业可以通过多种方式开设培训班，例如：线下授课、网络教学、实地观察、集体学习、学员管理、虚拟培训等。

探索新时代员工培训与发展的新路径随着科技的快速发展和社会的不断变革，员工培训与发展已经成为企业提升竞争力的重要手段。

然而，在新时代下，传统的培训模式已经无法满足员工的需求以及企业的发展要求。

因此，我们需要探索一种新的路径来适应这个时代的变化。

一、追求全面发展在过去，员工培训与发展主要关注技能的提升，如专业知识、工作技巧等。

然而，新时代的员工更加注重个人的全面发展，包括心理健康、沟通能力、团队协作等方面。

因此，企业应该将培训的目标从技能提升拓展到全面发展，帮助员工在工作中获得更多的成长机会同时满足个人的需求。

二、强调自主学习在传统的员工培训中，培训内容、时间和方式都是由企业安排的，员工只需被动接受。

然而，在新时代下，员工更加追求自主学习的方式，希望能有更多的选择和灵活性。

因此，企业可以探索一种自主学习的模式，提供更多的学习资源和平台，让员工可以自主选择学习的内容和时间，以适应个人的学习风格和节奏。

三、倡导跨界学习不同岗位之间的交流和学习是追求全面发展的重要一环。

员工培训与发展应该鼓励跨界学习，促进不同部门之间的互动和协作。

企业可以组织跨部门培训活动、交流会议等，激发员工的创造力和思维方式，培养出更具竞争力的团队。

四、注重终身学习在新时代，知识更新速度快，技术革新频繁，员工需要不断学习来跟上时代的步伐。

因此，企业应该注重终身学习的理念，培养员工的学习习惯和学习能力。

可以通过定期培训、导师制度、在线学习平台等方式来激发员工的学习兴趣和动力，保持他们持续学习的能力和动力。

五、提供实践机会实践是培训的重要环节，帮助员工将理论知识转化为实际能力。

企业应该提供更多的实践机会，让员工能够在实际工作中应用所学知识，锻炼自己的实践能力和问题解决能力。

同时，企业还可以建立实践项目、创新实验室等模式，为员工提供创造性和实践性的学习机会。

总之，探索新时代员工培训与发展的新路径是为了适应时代的变化和满足员工的需求。

追求全面发展、强调自主学习、倡导跨界学习、注重终身学习和提供实践机会是我们可以探索的方向。