外文翻譯-----實施一項培訓(xùn)應(yīng)避免的十大誤區(qū)-免費(fèi)閱讀
【正文】 每年以同樣的方式與外界受過培訓(xùn)的人進(jìn)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）。 這正好與每年不應(yīng)該只在第四季度進(jìn)行一次培訓(xùn)評估的思想一致。 通常培訓(xùn)評估都會被放在一年將要結(jié)束的時候進(jìn)行，也就是在年底的時候?qū)?全年所開展的所有培訓(xùn)項目進(jìn)行總結(jié)、評估，并在此基礎(chǔ)上開展下一年度的培訓(xùn)需求征集。這其中包括培訓(xùn)需求的征集、培訓(xùn)計劃的制定、培訓(xùn)課程和培訓(xùn)方式的選擇，培訓(xùn)效果的評估等等。 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。 除非讓員工進(jìn)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。 說一套，做一套。 管理者不將雇員當(dāng)成培訓(xùn)成員進(jìn)行觀察 。 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)： 一味 給予 建議 ， 而從不傾 聽。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 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
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