【正文】 re customer service training. McDonald’s swung into action with a new training program in 2021, for instance, when it found that many of its instore customers plained of poor service. As one trainer puts it: “we don’t just concentrator on the traditional training objectives anymore… We sit down with management and help them identify strategic goals and objectives and the skills and knowledge needed to achieve them. Then we work together to identify whether our staff has the skills and knowledge, and when they don’t, that’s when we discuss training needs.” Trends like these help explain why training is booming. In one survey, about 84% of employees reportedly received some type of formal training while with their current employers. On average, employees annually received about 45 hours of training, about onethird of which was formal, and twothirds informal. Larger . firms spent about $54 billion training employees in 2021. Much of that paid the salaries of inhouse training specialists, but more than $19 billion went to outside vendors for materials, and services. The FiveStep Training and Development Process Training programs consist of five steps. The first, or need analysis step, identifies the specific job performance skills need, analyzes the skills and needs of the prospective trainees, and develops specific, measurable knowledge and performance objectives. In the second step, instructional design, you decide on, pile, and produce the training program content, including workbooks, exercises, and activities。 Enhances the feeling satisfies and the security level。 Training must support the enterprise the goal。 Training should sever for staff’s selfdevelopment and the occupation development. The training principle of equality includes: Will process the enterprise in the near future the goal and the long term strategic relations。 Must Pay attention to the individual differences。培訓是 良好 管理的特點之一， 如果經(jīng)理忽視了培訓，后果堪憂 。他們可能會毫無準備的做事， 也有可能 更糟， 做事 根本沒有任何的 效率。今天，這些技術性的培訓已經(jīng)不再足夠。同樣，今天的員工需要通過培訓來獲得以下一些方面的技能：團隊建設、決策和溝通能力、 以及技術和計算機技能（如桌面出版系統(tǒng)和電腦輔助設計與制造）。我們應當與管理層一起坐下來，幫助他們找到戰(zhàn)略性目標，以及實 現(xiàn)這些這些目標所需要的技能和知識 。 平均而言，員工一般每年能夠受到大約 45 小時的培訓，其中大約有三分之一是正式的，三分之二是非正式的。 首先，是培訓需求分析，識別特定工作需要的技能，評估將要受訓員工的技能，根據(jù)他們的不足之處制定具體的、可測量的知識和績效目標 。 第五，評估階段，評估計劃的成功與失 敗之處。這些培訓包包括 一套 培訓管理手冊、自學書籍，以及提升某些技能的錄像帶，如顧客服務、公文寫作以及績效評估。了解整體框架對學習會有幫助。 盡可能的使用視覺教具。 將受訓者的注意力引致工作的重要方面。研究表明，如果讓受訓者提前知道可能會有這些情況的發(fā)生，就可以減少這些事件的負面效應。 如果可能的話讓他們自己控制速度。同樣，“在培訓前，經(jīng)理人員應當坐下來與受訓者談談為什么他們會參加這次培訓，希望他們學到什么以及怎樣把學到的東西運用到工作中去。或者也有可能對于少數(shù)學員來說，培訓手冊的閱讀和理解能力要求太高，因此，不管他們的才能怎樣，只要他們在工作當中做得不好，他們就需要接受培訓。 忽視培訓是另一種培訓風險。 對要在危險的設備、材料或過程中工作的員工進行廣泛的培訓。企業(yè)培訓的作用表現(xiàn)在：提高工作績效；提高滿足感和安全水平；建立優(yōu)秀的企業(yè)文化和形象。