【正文】 Many managers in practice, often excessive put idea on how to give advice or ments on subordinates, as this is the subordinate39。s expectations. This may include processes, technology, feedback mechanisms, recurrent training, etc. An integrated process must be developed in order for the desired outes 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 plete 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 onetime 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 es 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 outes? 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 onetime, endofyear 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 year39。s perspective as well as from the perspective of the team. 譯文 ： 實施一項培訓 應避免的十大誤區(qū) 麥克 .科爾 在 制定或實施 一項 新 的 培訓 時 ， 我們更多關注的是應該做什么的問題而很 少提及 應該避免什么 。 下面列出了 在 實施培訓項目時每個管理者必須注意避免的十大誤區(qū)： 一味 給予 建議 ， 而從不傾 聽。 管理者不應該假設他知道 所有的答案 。 管理者不將雇員當成培訓成員進行觀察 。 將員工當成培訓 成員進行觀察可以準確地示范員工怎樣實現(xiàn)培訓中學到的知識。 說一套，做一套。總之，管理者說一套做一套的做法 必然會使員工對培訓產生疑慮。 除非讓員工進行培訓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)的標準，那么我們的培訓投入也能夠從中看到收益。 從來 不參與 培訓。 沒有什么可以替代管理者通過參與培訓而掌握到的第一手資料。管理 者 必須確保在培訓過程中為 雇員提供適當?shù)墓ぞ?和 最佳的 員工 服務 ，創(chuàng)造舒適的氛圍 ， 從而使培訓達到管理者期望的效果 。這其中包括培訓需求的征集、培訓計劃的制定、培訓課程和培訓方式的選擇，培訓效果的評估等等。 培訓是不是一個一次性事件 ，答案是否定的 。 通常培訓評估都會被放在一年將要結束的時候進行，也就是在年底的時候對 全年所開展的所有培訓項目進行總結、評估，并在此基礎上開展下一年度的培訓需求征集。 這 是管理者保持企業(yè)正常運轉，通過對培訓的審查和調整，最大限度地為員工服務的唯一方法。 這正好與每年不應該只在第四季度進行一次培訓評估的思想一致。 除了動力，持續(xù)的培訓應該是管理者計劃的一部分。 每年以同樣的方式與外界受過培訓的人進行戰(zhàn)略規(guī)劃會議，從而使自己有一個全新的面貌（擁有新的視野和處理事情的方法）。