员工培训参考文献及员工培训外文文献翻译汇编

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。

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。

Employee Training: Importance, Benefits, and StrategiesIntroductionIn today’s competitive business environment, it is crucial for organizations to invest in employee training and development. This is particularly true in the globalized marketplace where English has become the most widely used language for business communication. In this document, we will explore the importance of employee training in English and discuss the benefits it brings to both employees and organizations. Additionally, we will outline effective strategies that companies can implement to maximize the impact of employee training programs.Importance of Employee Training in English1. Enhanced Communication SkillsEnglish is considered the lingua franca of business, meaning it serves as a common language for communication between individuals from different linguistic backgrounds. Providing employees with training in English can significantly improve their communication skills, enabling them to effectively interact with colleagues, clients, and stakeholders across borders. Clear and efficient communication enhances collaboration and reduces misunderstandings, ultimately leading to increased productivity and efficiency.2. Global Business CompetenceFor companies operating in the global market, being proficient in English is an essential skill. Employee training in English equips individuals with the necessary language skills and cultural understanding to successfully navigate international business contexts. This enables businesses to expand their operations globally, tap into new markets, and build strong relationships with international partners.3. Career Advancement OpportunitiesProficiency in English opens up a world of opportunities for employees in terms of career advancement. Those who are fluent in English are more likely to be considered for leadership roles, international assignments, and cross-cultural projects. Employee training in English empowers individuals to take on new challenges and positions them as valuable assets within their organizations.Benefits of Employee Training in English1. Enhanced ProductivityWhen employees are equipped with strong English language skills, they can carry out their work more efficiently. They can understand instructions, communicate ideas, and exchange information effectively, which ultimately leads to improved productivity. Clear and concise communication eliminates the need for unnecessary clarification and fosters a more proactive and results-driven work environment.2. Increased Customer SatisfactionIn industries where customer interaction is crucial, such as hospitality, tourism, or customer service, having employees who can communicate fluently in English is paramount. Training employees in English ensures they can effectively communicate with customers, understand their needs, and provide satisfactory solutions. This enhances customer satisfaction levels, improves brand reputation, and ultimately leads to increased customer loyalty and repeat business.3. Retention of TalentInvesting in employee training and development programs, including English trai ning, demonstrates a company’s commitment to its workforce. Employees who receive training opportunities are more likely to feel valued and fulfilled in their roles, which in turn increases employee engagement and job satisfaction. This can result in higher employee retention rates, saving organizations the time and cost associated with hiring and training new staff.Strategies for Effective Employee Training in English1. Needs AssessmentBefore implementing an employee training program in English, it is essential to conduct a needs assessment to identify specific areas for improvement. This can be done through surveys, performance evaluations, or analyzing customer feedback. A needs assessment ensures that the training program addresses the most relevant skills and knowledge gaps, maximizing its impact.2. Customized Training ProgramsOne size does not fit all when it comes to employee training. Tailoring the English training program to the specific needs of employees and their roles within the organization is crucial. This ensures that the training is relevant, engaging, and applicable to their day-to-day responsibilities.3. Interactive Training MethodsTo enhance employee engagement and knowledge retention, training programs should incorporate interactive and experiential learning methods. This can include role-playing exercises, group discussions, case studies, and practical simulations. Interactive training methods create a more dynamic and immersive learning environment, promoting active participation and skill development.4. Ongoing Support and EvaluationTraining should not be seen as a one-time event but rather as an ongoing process. Providing post-training support and resources, such as online language courses or language exchange programs, allows employees to continue developing their English skills. Regular evaluation and feedback sessions help measure the effectiveness of the training program and identify areas for improvement.ConclusionEmployee training in English plays a significant role in the success of organizations operating in a globalized business environment. By enhancing communication skills, fostering global business competence, and providing career advancement opportunities, employee training programs in English benefit both individuals and organizations. The benefits include enhanced productivity, increased customer satisfaction, and improved employee retention. To ensure the effectiveness of these programs, it is essential to assess training needs, customize training programs, utilize interactive training methods, and provide ongoing support and evaluation. Through these strategies, organizations can empower their employees to excel in their roles and drive business growth in an increasingly connected world.。

企业员工培训外文翻译文献(文档含英文原文和中文翻译)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 ofpeople'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 ofconvenient, 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 ofknowledge, 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 and communication 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 enterprisesfor 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 oftwo-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 develop all 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-technologyinvestments, 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, knowledgestructure, 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.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。

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。

On the job training for employees of SMEs in China and avoid the riskAbstract: The in—service training, as a high return on investment in human capital, faced with the inevitable problems and risks. In this paper， the employees working Risk aversion training capacity as the research object, through job training for SMEs and influencing factors of the study, discusses the risks of investment in small and medium-job training and benefits， and attempts by the costs， benefits, risks and other aspects of analysis to identify problems，and proposes the solutions and recommendations.Keywords：SMEs；—the-job training； training in risk； risk aversionWith the knowledge economy era, the face of fierce competition and rapid development of science and technology， creating high—quality employees has become the inevitable choice to adapt to the times. Gary, the founder of human capital theory. Becker balanced with the traditional microscopic method for analyzing equilibrium model of human capital investment， he thought to increase the stock of human capital more proactive approach is to-the—job training。

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。

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。

培训计划参考文献一、培训理论与方法1. 古德斯贝里, E. 玩转团队建设:培训中的互动团队游戏与技巧. 北京: 北京大学出版社, 2005.2. Peter Senge, The Fifth Discipline: The Art & Practice of The Learning Organization. Currency, 2006.3. Kirkpatrick, D. L. & Kirkpatrick, J. D. Evaluating Training Programs: The Four Levels. California: Berrett-Koehler Publishers, 2016.4. 余彦, 多维度培训评价研究. 北京: 经济管理出版社, 2019.二、领导力培训1. Kouzes, J. M. & Posner, B. Z. The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. Jossey-Bass, 2017.2. Goleman, D., Boyatzis, R., & McKee, A. Primal Leadership: Realizing the Power of Emotional Intelligence. Harvard Business Review Press, 2013.3. Blanchard, K. & Johnson, S. The One Minute Manager. William Morrow, 2015.4. Maxwell, J. C. Developing the Leader Within You. HarperCollins Leadership, 2018.三、团队建设培训1. Lencioni, P. The Five Dysfunctions of a Team: A Leadership Fable. Jossey-Bass, 2002.2. Katzenbach, J. R. & Smith, D. K. The Wisdom of Teams: Creating the High-Performance Organization. Harvard Business Review Press, 2015.3. Peterson, R. S., & Behfar, K. J. The Work of Leadership: Building a Culture of Collaboration. Harvard Business Review, 2017.4. Wheelan, S. A. Creating Effective Teams: A Guide for Members and Leaders. SAGE Publications, 2014.四、沟通技巧培训1. Carnegie, D. How to Win Friends and Influence People. Pocket Books, 2009.2. Covey, S. The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change. Simon & Schuster, 2020.3. Pink, D. H. To Sell is Human: The Surprising Truth About Moving Others. Riverhead Books, 2013.4. Goleman, D. Emotional Intelligence: Why It Can Matter More Than IQ. Bantam, 2006.五、跨文化沟通培训1. Meyer, E. The Culture Map: Breaking Through the Invisible Boundaries of Global Business. PublicAffairs, 2015.2. Trompenaars, F. & Hampden-Turner, C. Riding the Waves of Culture: Understanding Diversity in Global Business. Nicholas Brealey Publishing, 2017.3. Adler, N. J. International Dimensions of Organizational Behavior. Cengage Learning, 2017.4. Hofstede, G. Cultures and Organizations: Software of the Mind. McGraw-Hill Education, 2010.以上是培训计划参考文献，这些文献涵盖了培训理论与方法、领导力培训、团队建设培训、沟通技巧培训以及跨文化沟通培训方面的经典著作，能够帮助培训师们更好地为企业员工提供高质量的培训课程。