员工培训与开发 外文翻译

员工培训计划英语翻译IntroductionEmployee training and development is a crucial aspect of any business. It helps employees to acquire new skills, improve their performance, and enhance their productivity. A well-designed training plan not only benefits the employees, but it also contributes to the growth and success of the organization as a whole.The purpose of this employee training plan is to provide a framework for employees to acquire the necessary skills and knowledge to excel in their roles. This plan will encompass a variety of training methods and tools, including classroom training, online courses, workshops, coaching, and on-the-job training.Training ObjectivesThe objectives of this training plan are to:- Provide employees with the necessary skills and knowledge to perform their jobs effectively and efficiently- Enhance the performance of employees by providing them with opportunities for continuous learning and development- Foster a culture of learning and innovation within the organization- Improve employee satisfaction and retention by investing in their professional developmentTraining Needs AssessmentBefore designing the training plan, it is essential to conduct a thorough training needs assessment to identify the skills and knowledge gaps within the organization. This assessment will involve gathering feedback from employees, managers, and other stakeholders to understand the current challenges and areas for improvement.Based on the feedback received, the following training needs have been identified:- Technical skills: Employees require training to enhance their technical skills, such as proficiency in using software and tools specific to their roles.- Soft skills: Employees need to improve their communication, leadership, teamwork, and problem-solving skills to work more effectively in teams and with clients.- Compliance training: Certain roles require specific compliance training to ensure adherence to legal and regulatory requirements.- Managerial skills: Managers need training to develop their leadership, coaching, and performance management skills to effectively lead their teams.Training Program DesignThe training program has been designed to address the identified needs and provide employees with a comprehensive learning experience. The program will include the following components:1. Classroom Training:This traditional training method will be used to deliver technical and soft skills training. Experienced trainers and subject matter experts will conduct interactive sessions to engage employees and facilitate learning.2. Online Courses:Employees will have access to a variety of online courses and learning resources to enhance their knowledge and skills. These courses will be tailored to their specific roles and can be completed at their convenience.3. Workshops:Specialized workshops will be conducted to provide hands-on training and practical experience in specific areas, such as problem-solving, conflict resolution, and customer service.4. Coaching and Mentoring:Employees will have the opportunity to receive one-on-one coaching and mentoring from senior employees and managers to support their professional development and career growth.5. On-the-Job Training:Supervisors and team leaders will provide on-the-job training to ensure that employees can apply their skills and knowledge in real work situations.6. Performance Management Training:Managers will receive training on performance management to effectively evaluate and provide feedback to their team members, as well as to set and monitor performance goals. Training Delivery and EvaluationThe training will be delivered through a combination of in-house training sessions, external training providers, and online learning platforms. The effectiveness of the training will be evaluated through the following methods:1. Pre-Training Assessment:Before the training programs, employees will undergo a pre-training assessment to measure their existing knowledge and skills, which will serve as a benchmark for evaluating their learning progress.2. Post-Training Evaluation:After completing the training, employees will undergo a post-training evaluation to assess the impact of the training on their performance and skills development.3. Feedback and Surveys:Feedback from employees, managers, and trainers will be gathered through surveys and interviews to evaluate the effectiveness of the training programs and identify areas for improvement.4. Performance Reviews:The impact of the training on employee performance will be assessed through regular performance reviews and appraisals. Any improvements in performance will be attributed to the training programs.Training Schedule and BudgetThe training plan will be executed over a specified period to ensure that employees have adequate time to complete the training programs without disrupting their daily responsibilities. A training budget will be allocated to fund the various training initiatives, including trainer fees, course fees, training materials, and other related expenses.ConclusionThis employee training plan aims to provide a structured approach to training and development that aligns with the organization's goals and objectives. By investing in the professional growth of employees, the organization can cultivate a skilled and motivated workforce that contributes to its long-term success. This training plan will be regularly reviewed and updated to adapt to the changing needs of the organization and its employees.。

名词解释学习：对学习的界定一般有两种，一种侧重能力角度，另一种侧重行为角度。

从能力角度界定学习是指相对长且不属于自然成长过程结果的人的能力的变化。

从行为角度界定学习是一种获得知识的过程，得到的经历体验导致持续的行为改变。

正强化：是指在预期行为发生后予以奖励和表彰的反应。

在这种刺激作用下，个体感到对自己有利，很能满足他的需要，从而增强行为的强度（频率）。

情景模拟法：指通过把培训对象置于模拟的现实工作环境中，让他们依据模拟现实中的情景作出即时的反应，分析实际工作中可能出现的各种问题，解决问题，为进入实际工作岗位打下基础的一种培训方法。

管理开发培训：是针对员工管理能力、综合素质提升的一整套培训与开发计划和管理过程的总称，是组织为了提高其生产力和盈利能力，确定和持续追踪高潜能、高绩效员工，帮助组织内经理成长和提高的项目。

TTT培训：为了让培训与开发人员能够胜任越来越具有挑战性的战略性培训与开发工作，首先要对他们进行培训，这种项目通常被称为“培训培训者”。

企业导师制：是指企业中富有经验、有良好管理技能的资深管理者或技术专家，与新员工或极具发展潜力的员工建立的支持性关系。

胜任力：是指在一项工作或一定条件下和标准有效的或优秀的业绩有因果关系的个体潜在和外在的特点，它可以是动机、特性、技能、自我反映或社会角色的形象，或者所使用的知识、技能。

同化：是指把外部环境中的有关信息吸收进来并整合到儿童已有的认知结构，即个体把外界刺激所提供的信息整合到自己原有认知结构的过程。

简答1、现代培训与传统培训的区别▪现代培训更关注企业的战略目标和长远发展，以企业战略规划、人力资源规划为依据制定的培训与开发计划把培训目标与公司的长远目标、战略、愿景紧密得联系在一起，加以系统思考。

▪现代培训已经不是对于单个个人的独立的培训。

▪现代培训更注重激发员工的学习动机，强调员工有自我发展的主观能动性与获取新知识、新技能的极大支持性。

▪现代培训更关注人的生理与心理的特点，强调以人为本，不仅要使培训这一需要学习者花费体力、脑力、时间的任务更为有效，而且要把培训演绎成学习者喜闻乐见、感到身心愉悦的一种活动，乃至一种享受，一种公司对员工贡献的回报与激励措施。

1.Literature ResearchTraining and developmentThe meaning of Training and developmentTraining and development is the means to carry out certain business organizations and the need for investing in human capital, using a variety of ways to carry out the purpose of staff in a planned training and training management activities, and its goal is to enable staff to update knowledge and develop skills, improve staff motives, attitudes and behavior to adapt to the new requirements of enterprises, their current win better work or higher levels of job responsibility, thus contributing to the improvement of organizational efficiency and organizational goals.The development of training and developmentWe all know that general education can only provide some basic low-level professional knowledge and skills. Face of large-scale enterprise development, the need for a number of skills training in order to enable staff to achieve continuous business development. Therefore, the organization in order to raise labor productivity and personal satisfaction for professional, direct and effective for the organization of production and management services, the Government has implemented a variety of methods, types of organizations to carry out investment activities in education and training.U.S. economist and Nobel Laureate in Economics, Schultz found that simply from the natural resources, physical capital and labor's point of view, can not explain all the reasons for increase in productivity, capital and wealth as a form of conversion of people's knowledge and abilities are decisive reasons for social progress. But it was not the acquisition cost, it needs to be formed through investment, training is an important investment in such a form..The level of training and developmentThe main groups of the organization of training, corporate training is to organize all the staff, staff positions held as a result of different orientation training with a variety of characteristics. In general, the main is divided into three categories: First, the decision-making level, and the other is management is the operation of three layers.The main contents of training and developmentOrganization of training content and structure is inherent in the specific form of training, thus the development of the company Training content, and organization must be the cause of progress, development strategies and goals, but sometimes in order to adapt to organizational changes in the external environment, but also training in the use of some emergency measures. Therefore, as the contents of the structure of training should be long-term development of the organization of production with the current combination of common training content into the enterprise.Period of training and developmentDivided by time period, training can be divided into long-term training and short-term training, long-term training of more general scheme, there is a strong purpose; by training, job training and can be divided into two full-time training; by the training system, organizations can be divided into the training system and training system for the two organizations, with the training system, including basic training, the applicability of training, day-to-day training, individual training and training objectives; the training system organizations, educational institutions, if divided, can be divided into for three categories: full-time college and the recognition of higher education institutions, local governments and administrative departments of education and training institutions, the use of community resources to schools.Source of funding for training and developmentOrganization of training funds mainly come from two ways: First, the source of the organization, mainly referring to organizations and staff training costs assessed; second is the raising of funds, first of all by the Government through taxes levied training, and then by the state organizations, social enterprises to co-ordinate the funding sponsorship.The economic benefits of training and developmentAs the organization and implementation of staff training to improve skills and to mobilize the enthusiasm of the production, so under the same conditions of employees to create more effective. The increase in the efficiency, can be used in two ways: direct and indirect calculation method of calculation.In the course of training, trainees should pay attention to the learning curve and information feedback, trainees listen to timely information that can help organizations improve the effectiveness of future training, to reduce unnecessary expenditures.In the training market, there are different styles of lecturers, there are different types of courses, some courses are developed by their own lecturers, some courses are foreign agents, and some courses are designed by companies. Training curriculum design is the first step in the design of different ways to use the curriculum, lecturers say is different, the final results of the training are different. Determines the script as a drama, the curriculum design is the first step in training, but also determines the effectiveness of courses.The cost of trainingEducation and training primarily on the basis of the level of information as well as the size of, the higher the level of information and larger, then the lower cost.Effective cost control is in fierce competition in the market of the basic elements of success. However, the absolute cost control is not just the cost of compression, the need to establish a scientific and reasonable cost analysis and control system that allows business managers have a clear framework for the company's costs, profitability in the right direction and decision-making, internal decision-making enterprises key support to radically improve the situation of the cost of doing business and thus truly effective cost control.8 kinds of employee training forms1, the teaching method: the training of the traditional way to use up the advantage of convenient, easy to control the whole process of training. The disadvantage is that a one-way transmission of information, poor feedback effects. Some of these notions are often used for training knowledge.2, audio-visual technology law: adoption of modern audio-visual technology (such as projectors, DVD, VCR and other tools), training of staff. Advantage of the use of visual and auditory perception of the way of clear-cut intuitive. However, feedback from students and practice less, and the cost of production and the purchase of a high content of easily outdated. It is used for business profiles, to impart training skills,conceptual knowledge can also be used for training.3, to discuss the law: In accordance with the complexity and operation cost of the procedure can be divided into the general panel discussions and seminars in two ways. Lectures, seminars and more in the main, or after the half-way to allow students and lecturers communicate. Advantage of multi-directional transmission of information, compared with the teaching of good feedback effects, but higher cost. The panel discussion is characterized by law, when the exchange of information for multi-directional transmission, the participation of students with high, low-cost. Used for the consolidation of knowledge, analysis of the training of students, problem-solving skills and the ability of human interaction, but the training of teachers on the use of the higher.4, case study method: the training of clients, through to the relevant background information, to find a suitable solution. The use of low-cost, effective feedback can be an effective analysis of the training of students problem-solving abilities. In addition, training in recent years studies have shown that the case, discussion can also be used for the training of knowledge category, and better.5, role-playing method: training grant to train teachers in the work of the design of which play a role in the training of teachers and other students in the students after performing the appropriate comments. As a result of multi-directional transmission of information, feedback effects, and practical, and low-cost, and thus more capacity for human relations training.6, self-learning method: This approach is more suitable for the general concept of knowledge, with emphasis on adult learning as a result of experience and understanding of the properties, so that a certain learning ability and self-conscious students is both economical and practical approach, but this method There are also deficiencies in poor supervision.7, group interaction law: also known as sensitivity training. This method is mainly applicable to the management of interpersonal and communication training. Training to enable trainees to experience activities to enhance their ability to deal with interpersonal relationships. The advantage is improved interpersonal relationships andcommunication skills, but its effects depend on the level of teacher training.8, Network Training Act: is a new type of computer network information on training methods, greater input. However, due to the use of flexible and distributed learning in line with new trends, focus on training students to save time and costs. Large amount of information in this way, new knowledge and new delivery concepts have obvious advantages, it is more suitable for adult learning. Therefore, for the strength of the popular business, training and development is an inevitable trend.The classification of training methods1. Smile Training: to serve the people, through a variety of special events, a speech full of passion, as well as recognition of participants, so that participants feel that the training process very interesting.2. Hands-On Training: First of all new workers need to perform their work after the observation, and then, through long experience with those who mentor or work colleagues together, to digest, absorb and purpose of the skills.3. Instrument Training: Through a standardized, there is no organization or organizations for the work of the evaluation tools tailored to obtain the relevant skills and their knowledge and information.4. Objective--Based Instuction: including a structured, guiding the training design, the focus is to better the implementation of a work, the incumbent must learn the specific knowledge and skills.5. Enterprises House: by inviting trainers to a series of staff training.6. Public courses: to participate in short-term training courses, job-related enterprises for the delivery of the staff to learn the relevant short courses, you can end the cost of provincial and corporate training people in different positions and better training.7. The professional training courses: there is a similar human resources MBA classes, classes, director of the long-term nature of these high-end training courses, a set of professional knowledge into the system, it is time to start the use of industry and better facilitate the incumbent charge.The role of training and developmentEmployee training, as the ability to directly raise the level of managers and staff skills,providing new ideas, knowledge, information, skills, competence and professional growth of employees, the fundamental spirit of innovation and an excellent way to approach is the most important human resources development, investment in physical capital than the more important investment in human capital. With China's accession to the WTO and the world economic integration, business has never been as great importance to training. In this paper, some personal views on the training to the training of innovative enterprises.1. Training - business to take offEffective training, in fact, is to enhance the competitiveness of our business process. In fact, the effect of training does not depend on the individual trainees, but the contrary, the business organization as a state of organisms, plays a crucial role. Good-to-business benefits of training four points:(1), training to improve staff-to-business sense of responsibility sense of belonging and ownership. On businesses of employee training more fully, more attractive to employees, human resources can play a more high-value-added, so as to create more effective business. Data showed that Pepsi-Cola Company of Shenzhen's 270 employees 100 to conduct a survey, almost all of these people participated in the training. Of which 80% of the staff for their work expressed their satisfaction with 87% of employees are willing to remain in the company. Training not only improved the skills of workers and trade unions to raise awareness of their own values, goals fora better understanding.(2), training to promote the business and employees, management and staff level of two-way communication, enhance cohesion and cohesiveness, excellent shape corporate culture. Many enterprises have taken training and commissioned their own training methods. Training to do so easily into the corporate culture, because culture is the soul, it is a core value for all employees of the education enterprise micro-cultural system. Enterprise management and staff agree that corporate culture will not only take the initiative to study scientific and technological knowledge and skills to master, but also would enhance a sense of ownership, quality awareness, sense of innovation. So as to nurture their professionalism, innovation and social responsibility to developall levels of scientific and technological knowledge self-consciously to create a favorable atmosphere for the invention, enterprise IT professionals will grow, enterprise technology development capacity will be increased. More papers in business management "Maoshan under the" Find.(3), training can improve the overall quality of employees, increase productivity and service levels, establish a good image of enterprises, and enhance the profitability of the business. U.S. authorities monitoring, training return on investment of around 33% generally. The United States in the analysis of large-scale manufacturing companies, the company obtained from the training rate of return of up to about 20% -30%. Motorola annually to all employees with at least 40 hours of training. Survey: 1 U.S. dollars per Motorola training fees can be in 3 years to achieve the production efficiency of 40 U.S. dollars. Motorola believes that the quality of good corporate employees have been through technical innovation and economical operation of the company has created four billion U.S. dollars of wealth. Training Motorola's huge investment in training revenue shows the importance of the enterprise.(4), to adapt to market changes, enhance the competitive edge of the reserve forces training enterprises, enterprises operating Yong-Ji vitality. To put it bluntly the competitiveness of enterprises is a competition of talents. Growing wise entrepreneurs realize that training can not be ignored is the development of the "people investment" is to enhance the "hematopoietic" a fundamental way. A study by the United States show that technological innovation is the best investment ratio 5:5, that is, "people investment" and 50% of hardware investment. People-oriented soft-technology investments, the role of the machinery and equipment investment in the hardware technology, doubled the effectiveness of output. Equipment in the same conditions, the increase in "people" to invest up to 1 vote in the middle of the input-output ratio of 8. Promote technological innovation in developed countries not only pay attention to the introduction of machinery and equipment upgrading of the hardware inputs and so on, and pay more attention to improve people's quality as a major objective in the soft technology. Facts have proved that talent is the primary resource, with first-rate talent, we can develop a first-class products, to create first-class performance,enterprises can be competitive in the market in an invincible position.The principles of training and developmentIn order to ensure the direction of training and development will not deviate from the target organizations & companies need to develop basic principles and be guided by them. Specifically include the following:1. Strategic principlesEnterprises must be staff training and development on a strategic level to understand. Bring immediate relief and some staff training, staff will soon be reflected in performance on; some may be obvious after a number of years in order to receive the results, especially for training managers. Therefore, many companies see training as an input but not output to "lose money" transactions, the current emphasis is often placed on the interests of the arrangements, "No admittance except on business" to attend training, and in genuine need of trained personnel due to the heavy task and can not leave. The results on the knowledge there will not use or do not have the "training of specialized households" to make the training a real input into not only the output of the "loss" transactions. So & business strategy must establish the concept of & in accordance with the objectives and strategies for enterprise development the development of training plans, training and development and business in close connection with the long-term development.2. Theory with practice and apply what they have learned the principles ofStaff training should be targeted clear, from the practical & the needs of closely integrated with the job characteristics, and training targeted at their age, knowledge structure, the capacity of the structure, thinking the situation closely with the aim of training staff with the necessary skills to to complete the work, and ultimately to increase the economic benefits of services. Only in this way in order to receive effective training in order to improve efficiency.3. Knowledge and skills training and corporate culture principle of trainingThe content of training and development, in addition to cultural knowledge, expertise, professional skills training should include the ideals, beliefs, values, moral values, such as the contents of such training. While the latter also with business goals,corporate culture, enterprise system, enterprises such as the fine tradition of combining so that employees in all respects to comply with the requirements of enterprises.4. Full training and focus on the principle of combiningFull training is planned, step-by-step on-the-job training of all staff, which is to improve the quality of the only way for all staff. In order to improve the rate of return on investment of training, training must focus on enterprises that have a significant impact on the rise and fall of management and technical backbone, especially in senior management, is also promising the echelon personnel, should be training in a planned way and development.5. The effect of feedback training and strengthening the principles ofThe effect of feedback and training is indispensable to strengthen the important link. Training effect of feedback refers to the training staff after the inspection, its role is to consolidate the skills of their staff in the use, in time to correct errors and deviations feedback more timely, accurate & training the better. Refers to as a result of enhanced feedback and training personnel on the incentives or penalties. Its purpose is to reward the one hand, to receive training and obtain the performance of staff, on the other hand, is to strengthen the training of other staff awareness training has been further enhanced the effect.2.外文文献翻译培训与开发1、培训与开发的定义员工培训是指一定组织为开展业务及培育人才的需要，采用各种方式对员工进行有目的、有计划的培养和训练的管理活动，其目标是使员工不断的更新知识，开拓技能，改进员工的动机、态度和行为，是企业适应新的要求，更好的胜任现职工作或担负更高级别的职务，从而促进组织效率的提高和组织目标的实现。

Am I protected against unfair dismissal.docAm I protected against unfair dismissal?Employees have the right not to be unfairly dismissed. In most circumstances you must have at least one year's continuous service before you can make a complaint to an employment tribunal. However, there is no length of service requirement in relation to 'automatically unfair grounds'. Also, the requirement is reduced to one month if you claim to have been dismissed on medical grounds as a consequence of certain health and safety requirements that should have led to suspension with pay rather than to dismissal.A complaint of unfair dismissal must be received by an employment tribunal within three months of the effective date of termination of the employment (usually the date of leaving the job) unless the tribunal considers this was not reasonably practicable. Time limits may also be extended where statutory procedures apply- subject to certain conditions.If both you and your employer agree, instead of going to an employment tribunal, the case may be heard by an arbitrator under the Acas Arbitration Scheme. If a tribunal establishes that a dismissal has taken place it is normally for your employer to show that it was for a fair reason and that they have, as a minimum, followed the statutory disciplinary procedures. In such cases the tribunal must then decide whether, in the circumstances, your employer acted reasonably in treating that reason as sufficient for dismissal.BBC newsreader loses claim for unfair dismissalPress Association, Friday 17 October 2003 02.47 BSTArticle historyThe veteran BBC newsreader Laurie Mayer lost a claim for unfair dismissal yesterday despite an employment tribunal upholding his complaint about a "culture of bullying" in one of the broadcaster's newsrooms.The 57-year-old presenter brought a case under whistleblowing legislation alleging that he had suffered detrimental treatment after highlighting problems in the newsroom in Tunbridge Wells, Kent.A reserved judgment made public yesterday set out the unanimous decision of the tribunal that he had "not been subjected to any detriment" and his claim for unfair dismissal was thus rejected.The former presenter of BBC South East Today told a tribunal in Ashford last month that he had paid a "personal price" for raising concerns about the treatment of journalists in the studio.Mayer said he complained to a senior manager about the "atmosphere of intimidation". His complaints culminated in a confrontation in June last year when he stormed out of the studio just before he was due to go on air.The tribunal's ruling stated: "This has been a sad case involving a much-respected broadcaster who went out on a limb to try to protect his colleagues from bullying and harassment. As a result, he found himself without a job... One of the more disturbing aspects of this case has been the way the BBC has sought, retrospectively, to blacken his name."Hospital chief awarded ?200k for unfair dismissalTash Shifrin, Wednesday 25 June 2003 12.27 BSTArticle historyA former hospital chief executive has been awarded more than ?200,000 by an employment tribunal for unfair dismissal and disability discrimination.In what is believed to be a first, Barbara Harris was awarded ?218,439 in a case against Royal United hospital Bath trust.Ms Harris was chief executive of the Somerset trust from 1993 until June 2001, when she was seconded as director of the NHS Leadership Centre - a scheme that aims to nurture senior mangers' careers and gives advice on appointing the most talented candidates.She stood down from the leadership centre post in December 2001, after a commission for health improvement report criticised the management style at Royal United. In May 2002, reviews of finances and waiting list data reported that there was evidence of waiting list manipulation at the trust and a projected financial deficit of ?17m.The trust, which remained Ms Harris's employer, terminated her contract on August 22 2002.The tribunal's chairman ruled that Ms Harris had been "sacrificed for the greater good of the organisation" and that the trust had treated her "with arrogance and contempt for her basic rights as an employee".The tribunal agreed that Ms Harris had been subjected to "an astonishing catalogue of unfairness" and had "no opportunity to prepare or present a case".The trust's allegations of serious neglect in relation to misreporting waiting list numbers were rejected by the tribunal.Ms Harris said: "I am glad that the unfairness and discrimination I have endured is now public and that, at the hearing, the trust finally acknowledged that they did not pursue allegations of personal misconduct against me."That an NHS trust showed no compassion and no regard for justice in this matter is not only ironic but is also a matter for public concern. I hope that lessons will be learned by the trust from this decision and that in future others will not be made a scapegoat for a trust's problems, as I was."Ms Harris's award for unfair dismissal and disability discrimination, relating to depression, included ?6,124.27 for personal injury and a ?7,811.92 award against the trust for aggravated damages.The trust's chairman, Mike Roy, said he accepted the tribunal's finding that the trust had not fully followed the appropriate disciplinary procedures.The trust would review the full findings and "seek to learn any lessons that may be apparent", he said.Management of the zero-starred trust was set to be contracted out under the government's policy of "franchising" the management of failing trusts. But theprocess was abandoned in May, when Avon, Gloucestershire and Wiltshire health authority, which is struggling to tackle a financial crisis across the Avon area, decided to take "a much more direct role" in running Royal United.Royle to sue for unfair dismissalDigg itDaniel Taylor, Wednesday 3 October 2001 02.38 BSTArticle historyJoe Royle's acrimonious departure from Manchester City is likely to culminate in the High Court after he issued a writ against his former employers claiming unfair dismissal and that he is owed another ?500,000 in severance pay.Royle was given a ?200,000 pay-off after being sacked in the wake of City's relegation to the First Division last season. However, the 52-year-old has employed a Manchester firm of solicitors to contest his case that it should have been around ?700,000. In papers lodged with the High Court Royle states he was dismissed without fair ground, namely that City were in a stronger position than when he took over and that he was not properly compensated."Being sacked by City and the manner of my dismissal was the worst experience of my career," he said. "The issues at stake are the level of settlement and unfair dismissal. But the matter is now in the hands of my solicitors and that is all I can say."Royle was only 12 months into a four-year contract after guiding City to the Premiership in successive seasons. His wages varied significantly depending on which division the club were in.Even though City's relegation had already been confirmed, he is claiming that at the time he was sacked he was still technically a Premiership manager. It is understood the club calculated his pay-off as though he were earning First Division wages - taking a 65% pay cut.David Bernstein, the City chairman, declined to comment, other than to say "clearly the club will strongly defend this unnecessary action".The Aston Villa striker Dion Dublin's red card for an incident in the match against Southampton last month has been rescinded by the Football Association.The Villa manager John Gregory had accused the Southampton defender Taher el Khalej of cheating to get Dublin sent off when the clubs met at St Mary's on September 24. Spurs' manager Glenn Hoddle says the club's record signing Sergei Rebrov is going nowhere despite speculation linking him with a move to Italy.Hoddle has reaffirmed his belief that the Ukrainian striker has a major role to play at the club even though he is reportedly being trailed by Lazio and AC Milan. Rebrov, an ?11msigning a year ago, has yet to start a Premiership match this season and is rumoured to be unhappy but Hoddle has insisted there is no problem.A move to Italy is unlikely at this stage as the transfer window has closed until the end of the year."I am sure Sergei will be playing a big part in this club and I have told him that," said Hoddle. "It is a long, hard season and I have had a chat with Sergei. I am sure he is going to contribute to this club in a big way."Spurs, meanwhile, have been given permission to redevelop their East Stand but have not ruled out the possibility of leaving White Hart Lane.Haringey Council have approved plans for a new three-tier structure which will increase the stadium capacity to 44,000 from 36,238.However, the club insist that, before they commit to what would be a major investment, they are looking to the local authority to improve the club's environment, otherwise they will continue with their search for alternative locations.· You've read the piece, now have your say. Email your comments, as sharp or as stupid as you like, to the football.editor@'Rabbi row' cook wins claim for unfair dismissal, Friday 26 July 2002 01.57 BSTArticle historyA cook who was sacked by a caterers after allegedly throwing food over a rabbi duringa Jewish wedding, won his claim for unfair dismissal at an employment tribunal yesterday.Abad Amash, 36, an Arab Israeli, from Golders Green, north London, had worked at the ultra Orthodox Jewish Reich's Caterers in Golders Green for 10 years, the tribunal heard. He worked up to 100 hours a week for ?250 preparing food for bar mitzvahs and other Jewish festivals.But he lost his job after allegedly stealing and drinking a bottle of whisky and throwing a tray of food over a rabbi during a wedding.Nachman Reich, owner of the caterers, told the tribunal in central London that Mr Amash would steal from work and was constantly drunk.He said he employed Mr Amash as a casual working one or two days a week and had warned him "hundreds of times" about his conduct. He also alleged Mr Amash "smothered" a rabbi in food after a row during a Jewish wedding.But Mr Amash, speaking through an Arabic interpreter, denied throwing the tray of food or drinking at work or stealing. He said he only had a verbal disagreement with the rabbi.He claimed unfair dismissal after being sacked on March 24 and claimed deductions were unfairly made from his wages and that he should have been entitled to holiday and sick pay.Nicola Walker, chairwoman of the tribunal panel, ruled that Mr Amash clearly was a full-time employee and entitled to holiday and sick pay. She also ruled he had been unfairly dismissed.She said: "There were considerable inconsistencies in Mr Reich's evidence. If this employee was so outrageous as Mr Reich alleges, then why did he get regular employment?" Mrs Walker ordered Mr Amash to be paid ?250 wages which had been deducted from his pay.A separate hearing on September 4 will decide how much holiday and sickness pay he is entitled to. It is believed to be around ?2,500.Press Association'I want to sue for unfair dismissal'Each week we advise on readers' problemsNeasa MacErleanThe Observer Sunday 12 September 1999Article historyQ: I have just been sacked by my boss after 10 years of working for him as a hairdresser. I want to sue for unfair dismissal and think I will stand a good chance.I have been told that as I was paid cash-in-hand, the company didn't pay any tax to the Revenue, and this could cause me problems. Is this true?A: It sounds as though your boss has been running your employment contract illegally - by failing to meet its PAYE obligations.This may prevent you from relying on your statutory rights (such as bringing an unfair dismissal case), but only if you knew about the illegality or participated in it. In a similar case, the Employment Appeal Tribunal said that the test was whether the employee actually knew of the employer's deception, not merely whether he or she should have known.So your ability to bring your unfair dismissal claim will depend mainly on whether you knew (from your year-end P60 form, for instance) that your boss was not paying any income tax to the Inland Revenue. If you genuinely thought he was paying tax - and the Tribunal believes you - you should be all right.Incidentally, if you think you may have been sacked because of your sex, you may still be able to bring a sex discrimination claim, even if you knew of the tax fraud. Source of legal advice: 'Employment Case Law: the Impact on HR Managers', a practical casebook written by Lewis Silkin, and published by Gee. Copies available on 0171 393 7666.ABC News defends itself against unfair dismissal claimClaire Cozens, Monday 26 September 2005 18.03 BSTArticle historyABC News' demand for foreign news increased dramatically in the wake of the September 2001 terrorist attacks, the head of the US broadcaster's London bureau said today.Speaking on the second day of an unfair dismissal case brought by former ABC News correspondent Richard Gizbert, Marcus Wilford said the demands on his team had increased following the attacks.The ABC News' executive said it had become clear in 2002 that Mr Gizbert was no longer interested in covering this kind of story and was happier covering what he described as "feature stories", which Mr Wilford said had become "anachronistic".The tribunal heard that the London bureau acted as a central hub for ABC News' increased coverage of the Middle East with correspondents being sent to Iraq and Afghanistan, sometimes for long periods of time."Since 9/11 there has been much greater demand in the US for in-depth reporting of foreign news ... this has increased the pressure on the resources available to me, the bureau chief," Mr Wilford said."The principal call on our resources had come to be from Afghanistan and Iraq." Mr Gizbert is suing ABC News for unfair dismissal after his contract with the network was terminated in July 2004. He claims he was sacked for refusing to travel to war zones in breach of UK employment laws on health and safety. He is suing the network for ?2.3m.Mr Wilford today acknowledged that many of the regions covered by ABC's London bureau were "places where circumstances are to a greater or lesser extent unstable" such as Israel and Caucasian Russia.Mr Wilford explained how in 2002 the network agreed to employ Mr Gizbert on a freelance basis, guaranteeing him a hundred days' work a year to fill in at the London bureau when the three full-time correspondents were not there. But he said the arrangement had not worked out as well as he had hoped because he could not rely on Mr Gizbert to be available whenever he wanted as he could with a staff journalist. He described how Mr Gizbert would sometimes refuse assignments because, for example, he had concert tickets. A staff journalist, he said, would have to arrange time off in advance."The demand was increasingly for lengthy periods in the field. (As a result) I came to the view that I could no longer accommodate Richard's requirements," he said."We needed a full-time correspondent, someone who was consistently available, who got up in the middle of the night to go to the scene of an earthquake or a terrorist attack ... my ideal would have been a full-time correspondent and we didn't have that we had a part-time correspondent."Asked whether he had mentioned Mr Gizbert's unwillingness to travel to war zones as a reason for dismissing him, Mr Wilford replied that he could not recall whether he had done so but that his expectation was that Mr Gizbert's successor would be prepared to travel to dangerous places.He said the nature of modern television news "requires journalists to be as close to the action as possible". But he said ABC took journalists' safety very seriously, employing former special forces' personnel as safety advisers and sending correspondents on hostile environment training courses.ABC News denies it sacked Mr Gizbert for refusing to go to war zones, saying the decision was down to budget cuts.The case continues with Mr Gizbert and Martin Bell, the former BBC war correspondent, expected to give evidence this week.· To contact the MediaGuardian newsdesk email editor@ or phone 020 7239 9857· If you are writing a comment for publication, please mark clearly "for publication".Pensioners fail to breach unfair dismissal age barrierPhillip Inman, Saturday 4 September 2004 01.23 BSTArticle historyTwo pensioners who were sacked by their employer failed yesterday to overturn a court ruling that denied them the right to claim unfair dismissal and redundancy pay.A court of appeal judgment said the men had failed to prove that employment rights extended beyond the state retirement age.The ruling overturns an employment tribunal decision in favour of the pensioners. Under current laws, over-65s are not eligible for redundancy payments or protectedfrom unfair dismissal.Lawyers acting for John Rutherford and Samuel Bentley said they would need time to study the judgment but would consider asking the court leave to appeal to the House of Lords.The dispute, which has been going on for more than five years, began when Mr Rutherford, from Essex, and Mr Bentley, from Islington, north London, were dismissed from their jobs in the clothing industry. Both were in their 70s.They argued UK laws discriminated against men, who were affected more by lack of employment protection than women. The laws amounted to sex discrimination, they said, and were in breach of EU equal pay legislation which should apply in their case.The employment tribunal supported the case but the Department of Trade and Industry appealed, and a review last year threw out the argument. Mr Rutherford and Mr Bentley went to the court of appeal in March and learned of its judgment yesterday. Pensioner groups said they were dismayed the government did not see the case as a chance to end what they believe is ageism in the workplace.Gordon Lishman, director-general of Age Concern England, said: "This judgment is a kick in the teeth for older people in work. The outcome of this appeal means that age discrimination remains acceptable in the workplace, denying employment rights to all those working beyond 65."The future of older people's rights and choices at work now hangs in the balance. But the government has a chance to rectify its actions. If it is bold it will deliver equality for people of all ages by scrapping mandatory retirement ages and offering full employment protection to all workers."Other groups, including the Employers。

1.现代培训与开发建立共同愿景building shared vision团队学习team learning改变心智模式improve mental models自我超越personal mastery系统思考system thinking智力资本intellectual capital人力资本human capital胜任力competency关键事件技术critical incident technique行为事件访谈法behavior event interview准时培训just in time2.战略性培训与开发愿景vision战略性培训I strategic training领导胜任力模型competence model评价中心assessment center发展中心development centre管理技能开发management skills development人本主义范式humanist paradigm胜任力中心competence centre自我提升意识self-awareness for advance培训培训者train the trainer战略性员工strategic training of employees model 培训模型3.培训中的基本学习原理建构主义constructivision成败归因attribution of success and failure体验式学习experiential learning干中学learning by doing行动学习action learning在线学习e-learning体验式学习experiential learning4.培训需求分析胜任力compentence职位概描position profiling个人概描personal profiling5.新员工导向培训新员工导向培训employee orientation 组织社会化organizational socialization工作室workshop6.在职培训与脱产培训在职培训on the job training师带徒apprenticeship导师制mentoring导师mentor工作轮换job rotation行动学习action learning演讲法presentation methods讲课lecture案例研究法case study情景模拟法simulation training 管理游戏法management games 商业游戏法business games角色扮演法role plays行为示范法behavior modeling一揽子公文in-basket 处理法7.应用新技术进行培训准备性readiness任务情境phenomenaria信息库information banks建构工具箱construction kits网络培训network training任务管理者task managers课堂社区class community电信技术培训technology based training多媒体远程培训multimedia distance learning计算机辅助培训computer-assisted training技术辅助远程培训technology-assisted distance learning 媒体辅助远程培训media-assisted distance learning直接提供正确结论beyond the informance given不直接提供正确结论without the information given8 .管理开发培训双环学习理论 double-loop learning领导-成员交换 leader-member exchange敏感性训练 sensitive training相互作用分析 transactional analysis9 .培训有效性评估培训有效性 training effectiveness资源需要模型 resource requirement model过程评估formative evaluation 综合评估summative evaluation 睡眠效应sleeper effect 方差分析analysis of value 成本有效性cost-effectiveness 成本-收益cost-benefit 投资回报 return on investment10 .领导力开发socialization reinforcement insight self reflection mental imagery collaborative assessment人际互动强化顿悟自我反省心象合作性评价11 .高科技企业管理人员管理技能的培训与开发technical skill team building human skill conception skill decision making negotiation skill专业技能 团队建设 人文技能概念技能决策谈判技能。

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。

员工培训实训英文Employee Training and Development。

Employee training and development play a crucial role in the success of any organization. It is essential for companies to invest in their employees' growth and skill development to ensure they are equipped with the knowledge and capabilities needed to perform their jobs effectively. In this article, we will explore the importance of employee training and development, as well as the different methods and strategies that can be used to enhance the skills and competencies of the workforce.One of the key benefits of employee training and development is that it helps to improve employee performance. By providing employees with the necessary training and resources, they can enhance their skills and knowledge, which in turn, leads to increased productivity and efficiency. Training also helps employees stay up-to-date with the latest industry trends and developments, ensuring they are equipped to handle new challenges and tasks.Moreover, employee training and development can boost employee morale and job satisfaction. When employees feel that their company is investing in their growth and development, they are more likely to be engaged and motivated in their work. This can lead to higher levels of job satisfaction, lower turnover rates, and a more positive work environment.There are various methods and strategies that organizations can use to provide effective training and development opportunities for their employees. One common approach is to offer on-the-job training, where employees learn new skills and techniques while performing their regular duties. This hands-on approach allows employees to apply their learning in real-time and gain practical experience.Another popular method is to conduct workshops and seminars, where employees can receive specialized training on specific topics or areas of interest. These sessions canbe led by internal experts or external trainers and can cover a wide range of subjects, from technical skills to leadership development.In addition to traditional training methods, companies can also leverage technology to provide online training programs and e-learning modules. These digital platforms allow employees to access training materials at their own pace and convenience, making it easier for them to fit learning into their busy schedules.It is important for organizations to create a culture of continuous learning and development, where employees are encouraged to seek out new opportunities for growth and improvement. By fostering a learning mindset within the organization, companies can ensure that their workforce remains adaptable and resilient in the face of change.In conclusion, employee training and development are essential components of a successful organization. By investing in the growth and skill development of employees, companies can improve performance, boost morale, and create a culture of continuous learning. By utilizing a variety of training methods and strategies, organizations can ensure that their workforce remains competitive and capable of meeting the challenges of today's dynamic business environment.。

培训与开发外文资料原文及翻译Training and developmentJudith B. StrotherAdministration and Policy in Mental Health, No. 1, September 1997, Vol. 25~31培训与开发朱迪斯.B.斯特罗瑟心理健康的管理和政策,1997,1卷:25~311,培训与开发的定义员工培训是指一定组织为开展业务及培育人才的需要,采用各种方式对员工进行有目的、有计划的培养和训练的管理活动,其目标是使员工不断的更新知识,开拓技能,改进员工的动机、态度和行为,是企适应新的要求,更好的胜任现职工作或担负更高级别的职务,从而促进组织效率的提高和组织目标的实现。

2,培训的发展我们都知道,普通的教育,只能够提供一些基本的专业知识和层次很低的技能。

而面临规模化的企业发展,必须进行多次的技能培训,才能使员工逐步达到企业的不断的发展的要求。

所以,组织为了提高劳动生产率和个人对职业的满足程度,直接有效地为组织生产经营服务,不断采取各种方法,对组织的各类人员进行教育培训投资活动。

美国经济学家、诺贝尔经济学奖得主舒尔茨发现,单纯从自然资源、实物资本和劳动力的角度,不能解释生产力提高的全部原因,作为资本和财富的转换形态的人的知识和能力是社会进步的决定性原因。

但是它的取得不是无代价的,它需要通过投资才能形成,组织培训就是这种投资中重要的一种形式。

3,培训的层次组织培训的主体,企业培训是组织的全部员工,由于员工担任的职位不同,因此培训方向具有多样化的特征。

一般来说,主要划分为三大类:一是决策层,二是管理层,三是操作层。

4,培训的内容组织培训内容结构是培训的内在具体形态,因而制定公司培训内容,必须与组织的事业进步、发展战略和目标相联系,然而有时为了适应组织外部环境的变化,也采用一些应急培训的措施。

所以,作为培训的内容结构,应当把组织长期发展与当前的生产结合起来,共同纳入企业培训内容。

员工培训计划中英文Introduction 介绍The success of a company largely depends on the skills and knowledge of its employees. Therefore, it is essential for companies to invest in the training and development of their staff. A well-planned and executed employee training plan can help improve productivity, reduce turnover, and enhance the overall performance of the organization. This document outlines a comprehensive training plan for employees, which includes various training programs to enhance their skills and knowledge.公司的成功在很大程度上取决于员工的技能和知识。

因此，对公司来说，为员工的培训和发展投资至关重要。

一个精心策划和执行的员工培训计划可以帮助提高生产力，减少员工流失，并提升组织的整体绩效。

本文档概述了一个全面的员工培训计划，包括各种培训项目，以增强员工的技能和知识。

Training Objectives 培训目标The objective of the training plan is to equip employees with the necessary skills and knowledge to perform their duties effectively. The training programs are designed to improve their technical, interpersonal, and leadership skills, and enhance their understanding of the company's products, services, and processes. The ultimate goal is to ensure that employees are well-prepared to meet the challenges of their roles and contribute to the overall success of the organization.培训计划的目标是为员工提供必要的技能和知识，以有效地履行他们的职责。

培训与开发外文资料原文及翻译Training and developmentJudith B. StrotherAdministration and Policy in Mental Health, No. 1, September 1997, Vol. 25~31培训与开发朱迪斯.B.斯特罗瑟心理健康的管理和政策,1997,1卷:25~311,培训与开发的定义员工培训是指一定组织为开展业务及培育人才的需要,采用各种方式对员工进行有目的、有计划的培养和训练的管理活动,其目标是使员工不断的更新知识,开拓技能,改进员工的动机、态度和行为,是企适应新的要求,更好的胜任现职工作或担负更高级别的职务,从而促进组织效率的提高和组织目标的实现。

2,培训的发展我们都知道,普通的教育,只能够提供一些基本的专业知识和层次很低的技能。

而面临规模化的企业发展,必须进行多次的技能培训,才能使员工逐步达到企业的不断的发展的要求。

所以,组织为了提高劳动生产率和个人对职业的满足程度,直接有效地为组织生产经营服务,不断采取各种方法,对组织的各类人员进行教育培训投资活动。

美国经济学家、诺贝尔经济学奖得主舒尔茨发现,单纯从自然资源、实物资本和劳动力的角度,不能解释生产力提高的全部原因,作为资本和财富的转换形态的人的知识和能力是社会进步的决定性原因。

但是它的取得不是无代价的,它需要通过投资才能形成,组织培训就是这种投资中重要的一种形式。

3,培训的层次组织培训的主体,企业培训是组织的全部员工,由于员工担任的职位不同,因此培训方向具有多样化的特征。

一般来说,主要划分为三大类:一是决策层,二是管理层,三是操作层。

4,培训的内容组织培训内容结构是培训的内在具体形态,因而制定公司培训内容,必须与组织的事业进步、发展战略和目标相联系,然而有时为了适应组织外部环境的变化,也采用一些应急培训的措施。

所以,作为培训的内容结构,应当把组织长期发展与当前的生产结合起来,共同纳入企业培训内容。