外文翻译员工培训被评为绝对的关键

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1、外文翻译-员工培训被评为绝对的关键 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 pivotalOliviaAs a recent survey reveals the importance that job seekers attach to an organizations commitment to training, Olivia Hemming

2、s 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% o

3、f 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 companys commitment to staff training a

4、nd 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 surveys res

5、pondents 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 give

6、n 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

7、t stop there. Elinor Carr, learning and development manager for Thomas Cook holiday division, says it offers overseas resort staff a clear progression path.In fact, regular training sessions are delivered throughout the season and staffs are presented with a range of development opportunities, inclu

8、ding 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

9、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. Operatio

10、nal modules teach managers about yield management and explain the commercial factors driving the business. The management and leadership modules look at the individuals management style and personality and assess what impact they have on their leadership.Most companies are poor at developing their e

11、xecutives, 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 developmen

12、tjob rotation, traditional internal and external training, or mentoringdid 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 bou

13、ght, 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 scarcerand dem

14、ography suggests that it willthe buy-only strategy becomes risky and expensive. Moreover, recruiting all of a companys senior executives externally sacrifices cultural cohesion and institutional memory. In any case, companies that cant develop their own talent find it hard to attract good people fro

15、m the outside. Job experience drives executive development Companies 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 con

16、siderations 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 jobsin which the holders decisions are linked to, and mea

17、sured by, the companys profit or losstherefore 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 capa

18、ble people start to chafe. How long any one person should stay put varies with the business, the extent of the challenge, and that persons ability to grow. One companys line executive held 18 positions in 24 years, and though not everyone can or should move so quickly, companies tend to leave execut

19、ives 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 p

20、osition 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, m

21、oreover, breeds success, so good people are likelier to stay with an organization that has many other good people.Why does Cook invest in training?Were 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 centr

22、al. He says well-trained staff are absolutely pivotal in the companys 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 its imp

23、ortant 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

24、 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 st

25、aff are introduced to the companys 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 place

26、s 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 trai

27、ning 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.

28、 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 processsenior line executivesdont adequately factor development into their decisions. A division presiden

29、t 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-

30、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 hi

31、ghly 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 exceptionsaction learning, built around real work projects, to a small group of promising people, and in fact result in action. One project i

32、n a GE executive development course required a team to assess the companys investment strategy in South Korea. After four weeks partly spent in that country, the team presented its recommendations to GEs top 28 executives, who based the companys investment decisions largely on those recommendations.

33、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 its going, you have to include staff training so they can deliver. Its integral to meeting business objectives

34、, 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 a

35、cross 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 supporte

36、d in their role and going that little bit extra.In terms of sales achievements. Bales conversion rates have risen from 20% in 2004 to 29% last year, and customer complaints have reduced.STA TRAVELWhat training is available?Inconsistencies in induction and management training in the past recently pro

37、mptedSTA 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 respo

38、nse to employee feedback.The induction process is an intensive three-week programme that includes basic geography, plus lessons about the companys systems. Presentations are also given by other department heads about the activity they oversee, providing new recruits with an overall company picture.

39、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

40、 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 STAs training portfolio is a pers

41、onal 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

42、in staff training?Catherine Wilson, STAs 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 d

43、emonstrating whats expected of them. She says it also gives them the ability to be flexible and adapt to the job.Were keen to promote that people dont just come to work for works sake and for the money but that they come because they want to work for us as a company, she says.STAs commitment to staf

44、f 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。对于一些求职者来说，工资是最重要的考虑因素，然而其他的人却注重弹性的工作时间甚至是工作所在

45、地。根据Abta 和People1st的调查，在旅游产业，公司对员工培训的承诺是吸引90%求职者的一个主要因素。这很容易理解。对于求职者来说，公司对员工培训的承诺意味着员工日后在工作能力上会有潜在的提升，直接影响员工在职务上的晋升。因此，让人吃惊的是，仅仅43%的雇主向他们的所有雇员提供培训，36%的雇主向大部分雇员提供培训，19%的雇主仅培训一些雇员，2%的被调查者说他们不提供员工培训或者当前没有培训。但是有3家公司，分别是Thomas Cook，Bales Worldwide and STA。在培训上投入了大量的精力而现在是在收获成果。THOMAS COOK怎样的培训是有效的？在托马斯?库

46、克，海外旅游胜地的员工在工作的第一天就得到了培训。英国在分裂前，他们的培训是参加一个为期8天的住宅感应，教他们成为公司代表应该具备的基本技能和行为。在成为一个完善的代表前，他们会得到一个为期12天的在职训练。但是培训并不止于此。埃莉诺?卡尔，托马斯?库克的学习和开发经理，认为培训为海外旅游胜地的员工提供了明确的发展道路。实际上，正规训练课程是工作人员为员工提供一系列的培训和发展机会，包括角色扮演、高级培训和识别方案。这个培训的积极性是事业发展的核心。分成三个层面，该计划旨在培养一线员工管理, 然后二线管理，最后是度假区管理水平, 这些都使用了严格的训练课程。员工成功完成所有三个层次后，如果他们

47、希望了解更多的托马斯?库克业务，可以考虑国外管理开发计划 OMDP 。对于这个计划，管理人员在英国参加完整的操作和管理模块课程。操作模块教管理人员收益管理的方式和解释商业驱动因素的业务。管理和领导模块通过看个人的管理风格和个性影响，来评估它们的领导能力。 多数企业都承认，在高阶主管的培训方面，其投入差强人意。大部分让人都意识到这一点：6000人的受访主管，只有百分之三认为公司在培训人才方面已有相当的成效，同时，大部分的受访主管均认为公司在主管发展过程中所需的职务轮调、传统内部与外部训练或是辅导等方面都做得不够完善。 有些企业认为绩效表现良好的员工会自然而然地被提拔到上层，而其它企业则深信人才可

48、以用金钱购买，例如有公司尝试着向素以培训人才闻名的奇异公司挖角。事实上，虽然企业应该尽一切努力为公司寻找高阶将才，然而更重要的是，同时也必须拥有一套完整的人才培训机制。首先，当人才日渐匮乏时，人才外购策略是极具风险且所费不赀的；其次，当企业大部分的高阶主管是从组织外部空降时，对于企业内部凝聚力与组织传承的杀伤力是相当可怕的，因此，不论是哪一种状况，凡无法自行培训人才的企业也极难吸引外界的优秀人员加入。工作经验加速高阶主管的养成 企业尝试着透过多种途径有效地培训出优秀的高阶主管：包括适时给予回馈、教导、辅导以及教育训练。而其中最重要的是，高阶主管必需在适当职位上获得经验。为此以下的四个考虑是相当

49、重要的： 第一是工作的结构：高阶主管理拥有职权与职责、订定范畴与多变的弹性。当组织采用分权式运作或是有许多所谓的“损益工作”时即该类组织的主管们所作出的决策与企业的收益和亏损直接相关，并以损益作为绩效衡量标准因此这类的组织要比其它中央集权式组织更能创造出较多的发展机会。 第二是具有高潜力的人才应该要接受一系列挑战性工作的考验，因为通常在两年或三年后，个人的学习曲线就会开始呈现平缓现象，这会使得有能力的人才开始抱怨。每个人在某一特定职位待多久会因企业、工作挑战以及个人成长能力不同而有差异。有些企业的一级主管在24年内经历了18个职位，然而并非每个人都能够如此快速地进行职务调动，一般的企业往往让主

50、管在特定职位上留待很长的时间。 第三是一系列不同的工作应该提供不同的挑战。在不同地区或是与不同类型主管共事的目的，是要求高阶主管学习对新环境掌控的能力。从幕僚角色领导企业起死回生、协助迟缓企业奋力前进，以及影响企业决策，这些都需要多种不同的技能。最后是高阶主管必须向身怀绝技的同级以及上级主管学习他们的致胜技能。领导能力中有部份是可以经由师徒制度获得，然而学徒从世界级专家与领导者身上学到的，会比一般人身上更多。况且，成功会带来更多的成功，优秀人才总是比较喜欢待在一个拥有许多优秀人才的组织内。Thomas Cook为什么要投资培训？ “我们是民营单位，我们把培训放在首要位置来讨论。”Phil Ba

51、mfather解释说，托马斯?库克假日的负责人将学习和发展放在最首位。他说训练有素的员工队伍对公司的成功是“至关重要”的。Phil说培训中的技能、知识和理解能力也能提高组织绩效， 列如销售及服务提供了目标，以及员工的满意度。Elinor补充说最重要的是员工可以看到他们如何增加自身的价值，以及因为他们营业额有所提高。她所说的项目，如角色扮演，有助于确保员工投入在工作中，并从中获得进步。“员工保留是我们培训计划的利处之一。”她解释。培训也可能帮助Thomas Cook调用继任计划，当人们往上级调动或从一个区域的商业转移到另一个商业地区域。BLAES WORLSWIDE怎样的培训是有效的？Susan

52、 Rock，培训协调员，带来了新的销售员工，并给予6到8个星期的一对一培训。首先，要求新的销售人员和操作人员介绍公司的书面标准和小册子。然后教授他们Galileo预定系统，航空公司的合同和如何使用并采取预定。课程结束后，培训者相互讨论，并受到监督。BALES非常重视对产品和销售指导的员工培训与发展。产品培训每年至少包含两个国外旅行，能够让销售人员获得深入的知识。每次旅行可以去参观10个地方。工作经验对于人才成长与发展的重要性是毋庸赘言的。但令人惊讶的是，在对6000名高阶主管所作的调查中，却只有10%使用有效的工作任务。通常部门主管会很理所当然地指派一个有经验且工作质量优异的候选人来担任关键职

53、位，而不是提供机会来培训一个未来领导者，甚至该主管可能根本就不知道该如何利用工作经验来培训人才！在调查中，48%的人力资源主管认为大部分的高阶主管只是将人才发展视为训练课程的功能之一。 这类的高阶主管训练课程通常很热门，因为它们很容易吸引注意力，且容易规划与执行。透过课程计划的建立与执行，人力资源部门可以证明它对人才培训也尽了力。但是纯粹的训练课程根本无法培训出优秀的高阶主管，以下两者除外：实际的工作项目学习；提早针对管理技能给予训练，这能提供基本的工具、知识，并辅导个人的生涯转变。Bales Worldwide为什么要投资培训?Vivienne Thorn，人力资源经理，视员工培训为未来的公

54、司培训模型。 “ 公司要往哪个方向发展都在公司的战略计划里，其中必须包括员工培训，这样公司就可以派送员工。领会经营的宗旨，”她说。在Bales Worldwide，提供最高的客户服务水平是企业目标中一个非常重要的因素。Thom认为确保员工能将所学的应用都工作中，其中一个原因是他们在员工培训上“极大的”投资。Rock认为员工培训也可以保证员工的一致练习。“我们一对一培训的好处是可以控制学员学习的速度，而且每个人的学习过程是一致的，”她说。Thom说集中感应有着其他的利益。这些包括让员工犯更少的错误，让他们感觉自己是被支持的，并从中获得一点点额外的奖励。根据销售的成就。Bales Worldwid

55、e销售率从2004年的20%上升到去年的29%，消费者的投诉也相应的减少。STA TRAVEL怎样的培训是有效的？过去不一致的诱导和管理培训促使STA整顿实践能力，为所有符合设立的分支机构提供补贴。STA提供了一个信息感应课程和持续发展计划,而且人员都是经过专门训练的。现在的培训的范围扩大了，让员工不断地改变需求，并经常给予反馈信息。感应过程是一个集中的三个星期的计划，包括基本地理, 以及关于该公司系统的课程。并且其他部门的领导给出关于此次活动的报告，报告包括公司的整体描述。在第二周，与分公司的成员一起工作一天，跟随顾问并学习预约的过程。第三个星期是教授员工推销的技巧。然后培训者被分配到培训时

56、间为7个星期的分部公司，分部公司的经理会通过其他课程引导他们，并教授他们需要的技能。在其他地方，管理人员也会提供多种学习计划，培训包括如何开会，如何设定目标，以及怎样能够最大限度的利用员工，怎样驾驭销售和管理时间。STA的一项新计划是个人领导计划，这项计划对分公司的管理者和高级职员是开放的。为期三天的课程目的是给有需要的管理者提供领导能力及沟通技巧，让他们能够处理这些问题，而不是将这些问题抛给领导人。STA为什么要投资培训?Catherine Wilson，人力资源主管说公司试图建立一个经营的目标，然后为员工提供技巧里实现目标。为了推动销售必须增加知识，Wilson相信培训能够帮助员工展示他们所期望的成果。同时她也认为培训能够让员工灵活地适应工作。“我们希望员工来工作并不是只为了钱，而是因为他想为我们公司工作。”她说。STA承诺对于员工的投资他们会给予回报。在过去的12个月中，员工流失率减少了20%，同时销售和收入在不断的增加。