【正文】 a onceayear pep talk and expect that to be enough to motivate and drive employees to properly implement your programs, best can with enterprise39。 根據(jù)我們對多家企業(yè)培訓(xùn)工作的實(shí)際狀況的調(diào)研，發(fā)現(xiàn)很多共性的問題。我們很多管理者在進(jìn)行培訓(xùn)效果評估的時(shí)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。管理者 的存在本身將提高員工的贊賞和信任 ，同時(shí)也增強(qiáng)了自己的威信和親和力 。 此時(shí)，管理者需要討 論的是何種與戰(zhàn)略規(guī)劃相關(guān)的培訓(xùn)需要被提供？為什么培訓(xùn)會發(fā)生？培訓(xùn)的理想效果是什么？員工怎樣從培訓(xùn)中獲益？ 每年直到第四季度才去評估員工培訓(xùn)后有否進(jìn)步。 進(jìn)行戰(zhàn)略規(guī)劃會議。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(jì)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。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。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 。 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。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。 下面列出了 在 實(shí)施培訓(xùn)項(xiàng)目時(shí)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。 說一套，做一套。 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。 通常培訓(xùn)評估都會被放在一年將要結(jié)束的時(shí)候進(jìn)行，也就是在年底的時(shí)候?qū)?全年所開展的所有培訓(xùn)項(xiàng)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。 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。這其中包括培訓(xùn)需求的征集、培訓(xùn)計(jì)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。 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(shí)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。 管理者不將雇員當(dāng)成培訓(xùn)成員進(jìn)行觀察 。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 t