外文翻譯-----實施一項培訓(xùn)應(yīng)避免的十大誤區(qū)

中文 3366 字 本科畢業(yè)論文（設(shè)計） 外文翻譯 外文題目 TOP 10 Mistakes To Avoid When Implementing A Training Program 外文出處 Credit Union Journal, 2009(10 5): P8 外文作者 Mike Colvin 原文 ： Top 10 Mistakes To Avoid When Implementing A Training Program Mike Colvin When developing or implementing a new or refreshed training program, much is said about what to do, but little is mentioned about what not to do. Therefore, we were making or carrying out a training,may meet this or that problem, perhaps is we have no attention and training should avoid what caused. Some mistakes we can according to many experience, it will come out for our training work to bring great convenience, can let our training investment get better returns. According to our training for many enterprises the actual status of the investigation and research, discover many common problems. The following outlines the top 10 mistakes every manager must avoid when implementing a training program: 1. Always Giving Advice, Never listening. It is often easier for managers to provide input, feedback, or sage advice than to listen to those they are managing for much needed answers to day-to-day strategic or business issues. Many managers in practice, often excessive put idea on how to give advice or comments on subordinates, as this is the subordinates best, it is helpful to they discover flaws and correct the mistakes, which can improve the work efficiency. However, they may neglect subordinates in the mind noodles really thinking, what are they really want to get, you have to understand the subordinates the heart want, give what they want, combine to give them advice way, such ability are the best and most perfect. Management should never assume they have all the answers. More likely than not, a wealth of valuable strategic input can be gained from frontline staff who have direct member interaction. That is to say, no direct demand for the managers, or to its actual work condition does not understand, or not fully grasp subordinate heart really want is what they should do more from some work have a direct relationship with the employee there looking for answers. After all, the needs of the member come first, and the best way to understand their needs is to hear it directly from the frontline staff or member (who talks to the frontline staff). 2. Managers Do Not Observe Employees With Members. Just as important as listening to frontline staff, observing carries equal weight. Managers to employees working condition for observation, listens to their needs and observe them proposed whether accord with the actual demand, how nice to meet their needs. Nothing can take the place of real-life experience only comes from practice is the truth, is the most useful. Observing employees with members will demonstrate exactly how the staff is implementing the training they have received. It will show management what procedures are being utilized, how effective they are, and how members react to the implemented procedures. In fact, through observation and participation, management has the opportunity to hear feedback directly from the member. Many of our managers in the training effectiveness evaluation, often neglected. They direct observation obtains information, and this information often than through survey information from more intuitive, more for their future training activities help. 3. Saying One Thing And Doing Another. Management must walk the walk and be able to do and demonstrate what they say to the employee. Many managers in meetings or publicly made a lot of encouraging and morale commitment, to afterwards but do not practice, this is a very bad phenomenon, said a set, do a set, it will lose your heart in the prestige of the employees and affinity, they will think you very hypocritical, focus only on many other aspects, such as production, etc., and not practicing for our promise. Similarly, the employee must believe that management believes in the processes and procedures they recommend. In short, a sure way to create doubt is to say one thing and do another. 4. Assuming Employees Just Get It. Never assume, we should take facts speak. As is known, to check staff whether have mastered training the knowledge you have learned. We can through seek employee feedback and have them demonstrate concepts so that you know they get it. Management cannot know if the employees are implementing the proper processes and procedures unless they assess the employees, and seek and provide feedback, whether to conform to the standard work standard, so our training input can also see benefits. We have a lot of methods to check staff during training the knowledge you have learned, Among them, role playing is an effective method that can be used to both train and assess the employee simultaneously. Alleged role plays, is directed by testers describe an illusion working environment, let participants imagine it happens, and according to the requirement to behavioral responses, testee on subjects words and nonverbal behavior and behavior effectiveness evaluation, is a kind of behavior simulation technologies. Using this approach, in the face of employees can work tasks reaction, how to carry out work to wait for good observation and judgment, can facilitate employee training deconstruction of the managers to knowledge for good detection. 5. Never Participating in Training. Management must take an active role in the training process along with the employees. Here said the positive role not only means before training mobilization inspire everyone to participate in training, also refers not only how managers actively planning organizing a training, it also includes managers should actively participate in training activities, to see them live related training courses, or with the training of communication and exchange participants, etc. Your presence alone will raise employee appreciation and confidence, also enhance their prestigeand affinity. However, nothing replaces the first-hand knowledge you as management by participating in your own training. 6. Assuming Training is a Panacea. Training alone cannot be considered a cure-all, we cant expect to organize a professional skill training, then all the employees in the future work across related problems can be solved, it is not realistic. Management must ensure the employees are provided the proper tools and atmosphere to deliver optimal member service that lives up to managements expectations. This may include processes, technology, feedback mechanisms, recurrent training, etc. An integrated process must be developed in order for the desired outcomes to be achieved. Best can will training work institutionalized, forming a mechanism, establish a structured training system. These include training needs solicitation, training plan, training and the training mode selection, training effectiveness evaluation, etc. Only to have a complete set of training system, the training work ability reasonable and orderly implementation. We do not assume training is everything, also did not expect training can solve all problems, we expect that the implementation of the training work can achieve the desired effect. 7. Not Discussing Strategies Nor Following Up With Employees Periodically. Training is not a one-time event. The answer is negative. Implementing a training program, cannot say after the training, the training work is annulled, it must and subsequent training work comes in contact, because all the work for the enterprise strategy and service, which means we must according to the management of the enterprise development strategy to develop a training plan. Moreover, if the training employees receive is only delivered once, without periodic reinforcement, the strategies and lessons learned are bound to be forgotten. Then we get the corresponding training investment returns, the enterprise development also not realize. At this time, management needs to discuss the strategies for which training is being provided. Why is the training taking place? What are the desired outcomes? How will the member benefit? 8. Waiting Until 4th Quarter to Assess Their Progress During The Year. Often management assessment of programs and performance is relegated to a one-time, end-of-year exercise. It is in the end of the year when for the conduct of all training programs summarizes, assessment, and on this basis carry out next years training needs solicitation. It is impossible to make an accurate assessment in this manner. Because a lot of training effect of transformation is in training just end or over time reflect the most obvious, otherwise difficult to carry on the appraisal. Usually,assessment needs to be a continuous process throughout the year. Incremental adjustments and fine-tuning need to occur in real-time throughout the year. This is the only way management can maintain the pulse of the business and review and adjust as necessary to maximize the operation and ultimately member service. Of course, coaching and accountability are key elements of the assessment process. Coaching and accountability should be a continual process throughout the year to ensure employees maintain their new skills and do no revert back to their old comfort zone. 9. Having A Pep Talk In January Of Each Year & Expecting That To Be Enough. This goes hand-in-glove with the idea that one should not assess progress only once-a-year in the 4th quarter. Likewise, management should go much further than a once-a-year pep talk and expect that to be enough to motivate and drive employees to properly implement your programs, best can with enterprises business strategy to keep good consistency. First, motivating employees should be a top-of-mind business process within your company. This may even include formal reward and recognition programs to keep employees motivated and on-track in delivering your desired outcomes. In addition to motivation, ongoing training should be a part of your program. As mentioned earlier, your program should be assessed and fine-tuned as necessary on a continual basis. And employees need to be trained and re-trained continually with program refreshers and updates. This ensures the program is maintained and delivered as desired. 10. Running the Strategic Planning Sessions. The same way every year vs. having an outside trained facilitator to get a fresh outlook (fresh eyes and ears approach). Management should never assume that all the answers can be found by looking inwardly. While internal management can certainly add participate, they more than likely cannot add the fresh perspective that an outside party can offer. Because so many things may not through inner observed to discover, when we exist in an organization is too long, and may not be aware of the problems existing in the to the organization, you will feel that everything in the step-by-step operation, simply does not exist any problems. Nevertheless, management should observe and participate during the strategic planning process so that they may provide a guiding voice throughout the process from both a managers perspective as well as from the perspective of the team. 譯文 ： 實施一項培訓(xùn) 應(yīng)避免的十大誤區(qū) 麥克 .科爾 在 制定或?qū)嵤?一項 新 的 培訓(xùn) 時 ， 我們更多關(guān)注的是應(yīng)該做什么的問題而很 少提及 應(yīng)該避免什么 。 因此，我們在制定或?qū)嵤┮豁椗嘤?xùn)時，可能會遇到這樣或者那樣的問題，也許就是我們沒有注意培訓(xùn)時應(yīng)該避免什么而導(dǎo)致的。有些失誤我們可以根據(jù)很多經(jīng)驗總結(jié)出來，這樣會為我們的培訓(xùn)工作帶來很大的便利，會讓我們的培訓(xùn)投資得到更好的回報。 根據(jù)我們對多家企業(yè)培訓(xùn)工作的實際狀況的調(diào)研，發(fā)現(xiàn)很多共性的問題。 下面列出了 在 實施培訓(xùn)項目時每個管理者必須注意避免的十大誤區(qū)： 1、一味 給予 建議 ， 而從不傾 聽。 比起傾聽那些他們急需回答的日常戰(zhàn)略和業(yè)務(wù)問題，提供意見、反饋或是明智的建議對管理者來說更容易些。很多管理者在實踐中，往往會過多的把心思放在給如何給予下屬意見或者建議上，認(rèn)為這樣是對下屬最好的，非常有利于他們發(fā)現(xiàn)缺點，改正錯誤，從而提高工作效率。然而，他們可能忽視了下屬心里面真正在想些什么，什么是他們最想得到的，只有了解了下屬心之所想，給予他們所要，再結(jié)合給他們提建議的方式，這樣才是最好的，也是最完善的。 管理者不應(yīng)該假設(shè)他知道 所有的答案 。 有可能，很多在戰(zhàn)略上的寶貴投入可以從那些培訓(xùn)對其有直接影響的前線員工中獲得收益。也就是說，對沒有直接需求的管理者而言，或是對其工作實際狀況的不了解，或是沒有完全掌握下屬心里真正想要的是什么，他們應(yīng)該多從一些與工作有直接關(guān)系的員工那里尋找答案。畢竟， 成員的需要是第一位的，而最好的了解員工需要的方式就是直接聽取前線員工的反映，或者是從與前線員工直接交談的成員那里獲得。 2、管理者不將雇員當(dāng)成培訓(xùn)成員進行觀察 。 與 聽取前線員工 的需求一樣 ，進行觀察 應(yīng)該受到 同等重視。 管理者要對雇員的工作狀況進行觀察，在聽 取他們需求的同時觀察他們所提出的需求是否符合實際，該如何很好的滿足他們的需求。管理者應(yīng)該知道 沒有任何東西可以 取代真實的生活體驗經(jīng)歷，只有來源于實踐的才是真知，才是最有用的 。 將員工當(dāng)成培訓(xùn) 成員進行觀察可以準(zhǔn)確地示范員工怎樣實現(xiàn)培訓(xùn)中學(xué)到的知識。通過觀察，管理者可以了解什么培訓(xùn)程序已被利用，它們的效果如何，以及員工對培訓(xùn)過程的反映。事實上，通過觀察參與，管理者有了直接聽取員工反饋的機會。我們很多管理者在進行培訓(xùn)效果評估的時候，往往會忽視直接觀察所得到的信息，而這個信息往往比通過調(diào)查得到的信息更加直觀，更加對自己 今后培訓(xùn)工作的開展有幫助。 3、 說一套，做一套。 管理人員必須不斷地 進步 ， 并且有能力做到他們對員工的承諾 。 很多管理者在會議或者公開場合做出了很多的鼓舞人心和士氣的承諾，到后來卻沒有踐行，這是一個很不好的現(xiàn)象，說一套，做一套，這樣會喪失你在雇員心中的威信和親和力，他們會覺得你很虛偽，只關(guān)注其他的很多方面，諸如生產(chǎn)等，而不踐行對我們的承諾。同樣的，員工則要相信管理者在培訓(xùn)過程中提出的意見，管理者所提出的意見是站在整個組織的立場上，是為每一個人在思考，而不單只針對某一個個體?？傊?，管理者說一套做一套的做法 必然會使員工對培訓(xùn)產(chǎn)生疑慮。 4、 假設(shè)員工 掌握了培訓(xùn)的知識 。 永遠(yuǎn)不要假設(shè) ，我們要以事實說話 。 眾所周知，要檢驗員工是否已經(jīng)掌握了培訓(xùn)所學(xué)到的知識，我們可以通過 尋求員工的反饋并讓他們 示范培訓(xùn)中學(xué)到的知識 ， 從而使你能確保員工已經(jīng)掌握了培訓(xùn)的知識 。 除非讓員工進行培訓(xùn)評估并提供反饋意見，否則 管理層 無法確定員工 正在實施的程序和步驟 是否正 確 ，是否符合規(guī)范作業(yè)的標(biāo)準(zhǔn)，那么我們的培訓(xùn)投入也能夠從中看到收益。我們有很多方法來檢驗員工在培訓(xùn)中所學(xué)到的知識，其中， 角色扮演是一種 對于培訓(xùn)和員工評估都 有效的方法 。所謂角色扮演，是指向被測試者描述一種假象的工作環(huán)境，讓受測者想象它真的發(fā)生了，并按要求作出行為反應(yīng)，評價者對受測者的言語和非言語行為及行為的有效性進行評價，是一種行為模擬技術(shù)。運用這種方法，可以對雇員在面對工作任務(wù)時的反應(yīng)，如何開展工作等進行很好的觀察和判斷，能夠方便管理者對員工接受培訓(xùn)后學(xué)到的知識進行很好的檢測。 5、 從來 不參與 培訓(xùn)。 管理 者 一定要 在員工的培訓(xùn)過程中 發(fā)揮積極 的 作用。 這里所說的積極作用不光是指在培訓(xùn)前動員鼓舞大家參加培訓(xùn)，也不僅僅是指管理者如何積極的策劃組 織一場培訓(xùn)，它同時也包括管理者要積 極主動的參與到培訓(xùn)活動中，去現(xiàn)場聽聽相關(guān)的培訓(xùn)課程，或是同培訓(xùn)的參加人員進行溝通與交流等等。管理者 的存在本身將提高員工的贊賞和信任 ，同時也增強了自己的威信和親和力 。 沒有什么可以替代管理者通過參與培訓(xùn)而掌握到的第一手資料。管理者親身參加培訓(xùn)，可以了解到很多信息，比如培訓(xùn)講師是否合適，上課的氛圍如何，學(xué)員學(xué)習(xí)的狀況如何，對培訓(xùn)有什么其他的要求等等，這些都將對提高培訓(xùn)的效率和質(zhì)量有非常大的幫助，是非常寶貴的資料。 6、 假設(shè)培訓(xùn)是萬能的。 培訓(xùn)并不能解決所有問題，我們不能指望組織一次專業(yè)技能培訓(xùn)，然后全體雇員