【正文】 估和調(diào)整。同樣，管理者不僅應(yīng)每年對員工進(jìn)行一次動員講話，并期望這次講話足以激勵和推動員工正確的執(zhí)行你設(shè)定的培訓(xùn)計劃，而且要想得更遠(yuǎn)一些，最好能與企業(yè)的經(jīng)營戰(zhàn)略保持很好的一致性。當(dāng)然，培訓(xùn)者和問責(zé)制是培訓(xùn)評估的關(guān)鍵因素。通過這種方式是不可能進(jìn)行準(zhǔn)確評估的，因?yàn)楹芏嗯嘤?xùn)效果的轉(zhuǎn)化都是在培訓(xùn)剛結(jié)束時或者過一段時間體現(xiàn)的最為明顯，否則很難再對其進(jìn)行評估。 實(shí)施一項(xiàng)培訓(xùn)項(xiàng)目，不能說培訓(xùn)結(jié)束整個培訓(xùn)工作就終止了，它必須和后續(xù)的培訓(xùn)工作發(fā)生聯(lián)系，因?yàn)樗械墓ぷ鞫际菫槠髽I(yè)戰(zhàn)略而服務(wù)的，也就是說我們必須根據(jù)企業(yè)的經(jīng)營發(fā)展戰(zhàn)略來制定培訓(xùn)計劃。只有具備一套完整的培訓(xùn)體制，培訓(xùn)工作才能合理而有序的實(shí)施。這可能包括工藝 、 技術(shù) 、 反饋機(jī)制 、 經(jīng)常性培訓(xùn)等 。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。 管理 者 一定要 在員工的培訓(xùn)過程中 發(fā)揮積極 的 作用。我們有很多方法來檢驗(yàn)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 。 假設(shè)員工 掌握了培訓(xùn)的知識 。 管理人員必須不斷地 進(jìn)步 ， 并且有能力做到他們對員工的承諾 。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。 與 聽取前線員工 的需求一樣 ，進(jìn)行觀察 應(yīng)該受到 同等重視。 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。 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。 因此，我們在制定或?qū)嵤┮豁?xiàng)培訓(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。s 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 finetuning need to occur in realtime 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 fort zone. 9. Having A Pep Talk In January Of Each Year amp。 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, 2020(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 e 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 mon 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 daytoday strategic or business issues.