外文翻译--培养优胜者有效的规划和坚实的目标使培训有效运转

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1、 中文 3973 字 本科毕业论文（设计） 外文翻译 外文题目 Creating Winners Effective planning solid goals make training work 外文出处 Dealernews Vol.42 Issue 5, 2006(8): P 28 外文作者 Kent R. Davies 原文 ： Creating Winners Effective planning, solid goals make training work Kent R. Davies Is your training program cost-effective? Good m

2、anagement practices are crucial if you want to maximize your training dollars. Whether youre polishing your teams telephone etiquette or updating yourself on the latest OSHA mandates, you and your team must share responsibility for the trainings outcome. Set goals. Its common for people to expend ti

3、me and expense to attend out-of-town training sessions with only a vague idea of why theyre going. To make training sessions worthwhile, you and/or your staff must first formulate specific goals. Clearly defining and listing goals, like mastering a sophisticated customer relations software program,

4、tells employees that youre serious about them achieving specific objectives. Pick a program. Dont robotically purchase training programs based on nothing more than fancy brochures or an acquaintances recommendation. Investigate whether the training is relevant to your specific needs. Ask specific qu

5、estions to gauge the trainers practical experience in the power sports industry. Get details about a trainers proven expertise in merchandise presentation, and get the training curriculums outline. If youre still unclear, seek further clarification beforehand from the trainer. Dont hesitate to ask f

6、or references, preferably from others who have recently completed the training. Specific Orientation First of all, the topics of specific orientation are unique to the employees new department and job (St.John,1980). The objective is to provide for a smooth transition into the new job in a way that

7、maintains motivation and gets the new employee into production as soon as possible. Orientation should not be an obstacle to productivity and motivation, but be prepared and ready to get the employee immediately involved in the work flow. Secondly, introduction to the fellow workers and facilities i

8、s one of the most important orientation. Introducing people a few at a time and assigning someone to be the new employees mentor helps new employees to adapt to a new working environment more easily (Smith,1984). The scope of these two programmed should also be adapted to the new employees job respo

9、nsibilities, training and past experience in comparable positions. Conversely, some standard coverage of key information about the company, the department and the job is desirable from both the companys and the employees standpoint. The Type of Orientation Formal Orientation Formal orientation is a

10、programmed which is planned and officially conducted by the company at set times (St.John,1980). Usually this programmed takes place after the first day and before the end of the first week of employment. The programmed itself should be composed of new employees who are heterogeneous with regard to

11、occupation and homogenous with regard to level. And, the programmed should be led by someone who is very knowledgeable about the organization, personable, a clear communicator, and has the ability to make people feel welcome without becoming overbearing. Topics presented during the orientation shoul

12、d be direct and to the point (Penzer,1973). A brief overview, some detailed reading materials, and one or two names of people that can be contacted for specific information can be provided. The main focus should be on showing the new hire where he/she fits into the company, and each should be given

13、an organization chart with his/her job shown in red (Penzer,1973). An orientation of this kind is only part of the process by which employees begin to adjust to the organization and the work environment. In many cases this process may well start before the employee first sets foot in the company. St

14、ill, the most important period in establishing job understanding and satisfaction is the pre-duty phase of formal orientation period and that immediately following (LaMotte, 1974). This is the time when the employee has anxieties and questions about his/her work and his/her new environment. This is

15、the time when attitudes of acceptance and enthusiasm must be created, and when the employee must demonstrate attitudes and behavior that mesh with the companys philosophy and mode of action. Informal Orientation At the completion of the formal orientation meeting, the new hire is sent to his work st

16、ation. From this point, informal orientation begins. Informal orientation is a continuing programmed which is unplanned and unofficially conducted by fellow workers (St.John,1980). After hiring and orientation, other facets of the personnel relations programmed come into play. In a real sense the or

17、ientation process continues throughout the employees working history at his/her company, concluding only at retirement or termination of employment. Most new hires do not want to create the impression of appearing dumb, do want and need to know their role in the company, and do need to be able to achieve their own career objectives, so the manager should have a general plan to guide the course of discussion. Some topics include the duties of those in his/her immediate work area, the duties and responsibilities of the new hire, and the areas in which further training