外文翻譯--員工培訓被評為“絕對的關鍵”

1、<p><b>　　中文3570字</b></p><p>　　本科畢業(yè)論文（設計）</p><p><b>　　外文翻譯</b></p><p>　　外文題目 Staff training rated ‘a(chǎn)bsolutely pivotal’</p><p>　　外文出處

2、 Knowledge training,2008(10):p46-47 </p><p>　　外文作者 Olivia </p><p><b>　　原文：</b></p><p>　　Staff training rated ‘a(chǎn)bsolutely p

3、ivotal’</p><p><b>　　Olivia</b></p><p>　　As a recent survey reveals the importance that job seekers attach to an organization’s commitment to training, Olivia Hemmings talks to three

4、companies whose investment in their staff is resulting in higher productivity, increased profits and better staff retention.</p><p>　　For some job hunters, salary is the main consideration, while for others

5、it is flexible working hours or even location. However, one prospect that unites 90% of travel industry job seekers is the promise of training and development, according to a survey by Abta and People 1st, the sector ski

6、lls council for the hospitality. leisure travel and tourism industries. </p><p>　　And it is easy to understand why. For the applicant, a company's commitment to staff training and development means a lik

7、ely improvement in their performance, leading to progression up the career ladder. </p><p>　　What is surprising, therefore, is that training is provided only by 43% of employers to all their staff each year,

8、 by 36% to most employees and by 19% to some. Two per cent of the survey's respondents said they provided no training or ongoing development at all. But three companies that do make significant investment in staff tr

9、aining — and are reaping the rewards — are Thomas Cook, Bales Worldwide and STA.</p><p>　　THOMAS COOK</p><p>　　What training is available?</p><p>　　At Thomas Cook, overseas resorts

10、staffs are given training from day one. Before departing the UK, they attend an eight-day residential induction to be taught the basic skills and behaviors they need to be a company representative. Once in resort, they r

11、eceive up to 12 on-the-job training days before becoming a fully-fledged rep.</p><p>　　But training doesn't stop there. Elinor Carr, learning and development manager for Thomas Cook holiday division, say

12、s it offers overseas resort staff a clear progression path.</p><p>　　In fact, regular training sessions are delivered throughout the season and staffs are presented with a range of development opportunities,

13、 including Stars, the Senior Training and Recognition Scheme.</p><p>　　This training initiative has career progression at its core. Split into three levels, the scheme aims to train up frontline staff to fir

14、st-line management, then second-line management and finally resort management level, using rigorous training courses.</p><p>　　Employees who successfully complete all three levels can then consider the Overs

15、eas Management Development Programme (OMDP} if they wish to learn about the wider Thomas Cook business.</p><p>　　For this programme, managers attend courses in the UK and complete operational and management

16、modules. Operational modules teach managers about yield management and explain the commercial factors driving the business. The management and leadership modules look at the individual's management style and personal

17、ity and assess what impact they have on their leadership.</p><p>　　Most companies are poor at developing their executives, and most of them acknowledge this: only 3 percent of the 6,000 executives occupying

18、the top 200 positions at 50 large US corporations examined by a recent McKinsey survey strongly agreed that their organizations developed talent quickly and effectively.1 In no area of executive development—job rotation,

19、 traditional internal and external training, or mentoring—did a majority of these executives believe that their employers were doing a good </p><p>　　Why does Cook invest in training?</p><p>　　&

20、quot;We're a people business. We put them at the top of our agenda," explains Phil Bamfather, head of learning and development for Thomas Cook holiday and central. He says well-trained staff are "absolutely

21、 pivotal" in the company's success.</p><p>　　Phil says that the skills, knowledge and understanding that come with training also increase organizational performance, such as sales and service delive

22、ry targets, as well as employee satisfaction.</p><p>　　Elinor adds that it's important that staff can see how they add value and that the business is interested in investing in them. She says programmes

23、such as Stars help ensure staff stay within the business and are promoted from within.</p><p>　　"Staff retention is one benefit of our training scheme," she explains.</p><p>　　It also

24、helps Cook with succession planning, when people move up or out of one area of the business and into another.</p><p>　　BLAES WORLSWIDE</p><p>　　What training is available?</p><p>　　

25、Susan Rock, inhouse training coordinator at Bales, gives new sales employees six to eight weeks of dedicated one-to-one training.</p><p>　　First, new sales and operational staff are introduced to the company

26、's written standards and its brochures. They are then taught about the reservations system Galileo, airline contracts and how to make quotes and take bookings. By the end of the course, the trainees are taking calls

27、and doing the job under supervision.</p><p>　　Bales also places a great deal of importance on the need for ongoing development of its staff through product and sales training. Product training involves at le

28、ast two overseas trips every year for sales staff to gain in-depth knowledge of the destinations. On each trip they can visit up to 10 locations.</p><p>　　Sales training is delivered by an external training

29、company which runs three full-day, off-the-job training sessions each year- Training sessions can vary from phone skills to communication techniques that convey conviction in the product.</p><p>　　The role o

30、f job experience in driving growth is fairly well understood. Thus, it is striking that only 10 percent of the 6,000 executives McKinsey surveyed thought that their companies used job assignments effectively. The problem

31、 is that the people who control the process—senior line executives—don't adequately factor development into their decisions. A division president naturally finds it safer to appoint an experienced, highly qualified c

32、andidate to a key position than to take a chance and s</p><p>　　Except for action learning and early training in managerial skills, training programs just are not capable of producing truly great executives

33、such programs are often favored because they are highly visible, as well as simple to create and run, and by establishing them an HR department can show that it is doing its bit to nurture people. But with two exceptions

34、—action learning, built around real work projects, to a small group of promising people, and in fact result in action. One project in a G</p><p>　　Why does Bales invest in staff training?</p><p&g

35、t;　　Vivienne Thorn, human resources director at Bales, regards staff training as the future of die company.</p><p>　　"In all strategic plans for a company and where it's going, you have to include s

36、taff training so they can deliver. It's integral to meeting business objectives," she says.</p><p>　　Offering the highest level of customer service is a key business objective at Bales. Thom says en

37、suring staff have the skills to carry this out is one of the reasons behind their "tremendous" investment in employee training.</p><p>　　Rock says the training programme also ensures consistent pra

38、ctice across staff. "The benefits of our one-to-one training is the speed at which we can get trainees up to the standards we want, and the learning process is consistent for everyone," she says.</p><

39、;p>　　The intensive induction has other benefits, says Thom. These include staff making fewer mistakes, feeling supported in their role and "going that little bit extra".</p><p>　　In terms of sal

40、es achievements. Bales conversion rates have risen from 20% in 2004 to 29% last year, and customer complaints have reduced.</p><p>　　STA TRAVEL</p><p>　　What training is available?</p>&l

41、t;p>　　Inconsistencies in induction and management training in the past recently prompted</p><p>　　STA to overhaul its training to bring all branches in line with one another. STA offers an informative ind

42、uction programme and an ongoing development scheme for staff, plus specialist training.</p><p>　　The scope of training is now regularly adapted to meet staffs changing needs, and often it is in response to e

43、mployee feedback.</p><p>　　The induction process is an intensive three-week programme that includes basic geography, plus lessons about the company's systems. Presentations are also given by other depart

44、ment heads about the activity they oversee, providing new recruits with an overall company picture. In the second week, inductees spend one day with their branch, shadowing consultants and learning about the booking proc

45、ess. The third week is given over to sales techniques.</p><p>　　Trainees are then put into a branch for seven weeks where the branch manager will guide them through other processes and teach them the additio

46、nal skills they require.</p><p>　　Elsewhere, management personnel are also offered a varied learning programme, with training about how to hold a meeting, setting objectives, getting the most out of staff, d

47、riving sales and time management.</p><p>　　A new initiative in STA's training portfolio is a personal leadership programme which is open to branch managers as well as senior staff. The three-day course a

48、ims to provide the leadership and communication skills necessary for managers be able to take owner-ship of a problem and deal with it, rather than refer it to their manager.</p><p>　　Why does STA invest in

49、staff training?</p><p>　　Catherine Wilson, STA's human resources director, says the company tries to establish its targets as a business, and then provides its people with the skills to achieve them.<

50、/p><p>　　As well as having increased knowledge to drive sales, Wilson believes training helps to engage employees by demonstrating what's expected of them. She says it also gives them the ability to be flex

51、ible and adapt to the job.</p><p>　　"We're keen to promote that people don't just come to work for work's sake and for the money but that they come because they want to work for us as a comp

52、any," she says.</p><p>　　STA's commitment to staff investment appears to be paying off. In the past 12 months, employee turnover has been cut by 20%, and sales and revenue have also increased.</p

53、><p><b>　　譯文：</b></p><p>　　員工培訓被評為“絕對的關鍵”</p><p><b>　　奧利維亞</b></p><p>　　由于最近的一項研究表明了求職者對公司培訓員工的承諾的重視，Olivia Hemmings 告訴三家公司，它們在員工身上的投資將會獲得更高的生產(chǎn)力，額外

54、的利潤和員工對公司更好的忠誠度。</p><p>　　對于一些求職者來說，工資是最重要的考慮因素，然而其他的人卻注重彈性的工作時間甚至是工作所在地。根據(jù)Abta 和People1st的調(diào)查，在旅游產(chǎn)業(yè)，公司對員工培訓的承諾是吸引90%求職者的一個主要因素。</p><p>　　這很容易理解。對于求職者來說，公司對員工培訓的承諾意味著員工日后在工作能力上會有潛在的提升，直接影響員工在職務上的

55、晉升。</p><p>　　因此，讓人吃驚的是，僅僅43%的雇主向他們的所有雇員提供培訓，36%的雇主向大部分雇員提供培訓，19%的雇主僅培訓一些雇員，2%的被調(diào)查者說他們不提供員工培訓或者當前沒有培訓。但是有3家公司，分別是Thomas Cook，Bales Worldwide and STA。在培訓上投入了大量的精力——而現(xiàn)在是在收獲成果。</p><p>　　THOMAS COOK&

56、lt;/p><p>　　怎樣的培訓是有效的？</p><p>　　在托馬斯·庫克，海外旅游勝地的員工在工作的第一天就得到了培訓。英國在分裂前，他們的培訓是參加一個為期8天的住宅感應，教他們成為公司代表應該具備的基本技能和行為。在成為一個完善的代表前，他們會得到一個為期12天的在職訓練。</p><p>　　但是培訓并不止于此。埃莉諾·卡爾，托馬斯&#

57、183;庫克的學習和開發(fā)經(jīng)理，認為培訓為海外旅游勝地的員工提供了明確的發(fā)展道路。</p><p>　　實際上，正規(guī)訓練課程是工作人員為員工提供一系列的培訓和發(fā)展機會，包括角色扮演、高級培訓和識別方案。</p><p>　　這個培訓的積極性是事業(yè)發(fā)展的核心。分成三個層面，該計劃旨在培養(yǎng)一線員工管理, 然后二線管理，最后是度假區(qū)管理水平, 這些都使用了嚴格的訓練課程。</p>&

58、lt;p>　　員工成功完成所有三個層次后，如果他們希望了解更多的托馬斯·庫克業(yè)務，可以考慮國外管理開發(fā)計劃(OMDP) 。</p><p>　　對于這個計劃，管理人員在英國參加完整的操作和管理模塊課程。操作模塊教管理人員收益管理的方式和解釋商業(yè)驅(qū)動因素的業(yè)務。管理和領導模塊通過看個人的管理風格和個性影響，來評估它們的領導能力。 多數(shù)企業(yè)都承認，在高階主管的培訓方面，其投入差強人意。大部分讓

59、人都意識到這一點：6000人的受訪主管，只有百分之三認為公司在培訓人才方面已有相當?shù)某尚?，同時，大部分的受訪主管均認為公司在主管發(fā)展過程中所需的職務輪調(diào)、傳統(tǒng)內(nèi)部與外部訓練或是輔導等方面都做得不夠完善。 有些企業(yè)認為績效表現(xiàn)良好的員工會自然而然地被提拔到上層，而其它企業(yè)則深信人才可以用金錢購買，例如有公司嘗試著向素以培訓人才聞名的奇異公司挖角。事實上，雖然企業(yè)應該盡一切努力為公司尋找高階將才，然而更重要的是，同時也必須擁有一套完

60、整的人才培訓機制。首先，當人才日漸匱乏時，人才外購策略是極具風險且所費不貲的；其次，當企業(yè)大部分的高階主管是從組織外部空降時，對于企業(yè)內(nèi)部凝聚力與組織傳承的殺傷力是相當可怕的，因此，不論是哪一種狀況，凡無法自行培訓人才的企業(yè)也極難吸引外界的優(yōu)秀人員加入。工作經(jīng)驗加速高階主管的養(yǎng)成 企業(yè)嘗試著透</p><p>　　最后是高階主管必須向身懷絕技的同級以及上級主管學習他們的致勝技能。領導能力中有部份是可以經(jīng)

61、由師徒制度獲得，然而學徒從世界級專家與領導者身上學到的，會比一般人身上更多。況且，成功會帶來更多的成功，優(yōu)秀人才總是比較喜歡待在一個擁有許多優(yōu)秀人才的組織內(nèi)。</p><p>　　Thomas Cook為什么要投資培訓？</p><p>　　“我們是民營單位，我們把培訓放在首要位置來討論。”Phil Bamfather解釋說，托馬斯·庫克假日的負責人將學習和發(fā)展放在最首位。他說訓

62、練有素的員工隊伍對公司的成功是“至關重要”的。</p><p>　　Phil說培訓中的技能、知識和理解能力也能提高組織績效， 列如銷售及服務提供了目標，以及員工的滿意度。</p><p>　　Elinor補充說最重要的是員工可以看到他們?nèi)绾卧黾幼陨淼膬r值，以及因為他們營業(yè)額有所提高。她所說的項目，如角色扮演，有助于確保員工投入在工作中，并從中獲得進步。</p><p&g

63、t;　　“員工保留是我們培訓計劃的利處之一。”她解釋。</p><p>　　培訓也可能幫助Thomas Cook調(diào)用繼任計劃，當人們往上級調(diào)動或從一個區(qū)域的商業(yè)轉(zhuǎn)移到另一個商業(yè)地區(qū)域。</p><p>　　BLAES WORLSWIDE</p><p>　　怎樣的培訓是有效的？</p><p>　　Susan Rock，培訓協(xié)調(diào)員，帶來了新的

64、銷售員工，并給予6到8個星期的一對一培訓。</p><p>　　首先，要求新的銷售人員和操作人員介紹公司的書面標準和小冊子。然后教授他們Galileo預定系統(tǒng)，航空公司的合同和如何使用并采取預定。課程結(jié)束后，培訓者相互討論，并受到監(jiān)督。</p><p>　　BALES非常重視對產(chǎn)品和銷售指導的員工培訓與發(fā)展。產(chǎn)品培訓每年至少包含兩個國外旅行，能夠讓銷售人員獲得深入的知識。每次旅行可以去參觀

65、10個地方。</p><p>　　工作經(jīng)驗對于人才成長與發(fā)展的重要性是毋庸贅言的。但令人驚訝的是，在對6000名高階主管所作的調(diào)查中，卻只有10%使用有效的工作任務。通常部門主管會很理所當然地指派一個有經(jīng)驗且工作質(zhì)量優(yōu)異的候選人來擔任關鍵職位，而不是提供機會來培訓一個未來領導者，甚至該主管可能根本就不知道該如何利用工作經(jīng)驗來培訓人才！在調(diào)查中，48%的人力資源主管認為大部分的高階主管只是將人才發(fā)展視為訓練課程的功

66、能之一。 這類的高階主管訓練課程通常很熱門，因為它們很容易吸引注意力，且容易規(guī)劃與執(zhí)行。透過課程計劃的建立與執(zhí)行，人力資源部門可以證明它對人才培訓也盡了力。但是純粹的訓練課程根本無法培訓出優(yōu)秀的高階主管，以下兩者除外：實際的工作項目學習；提早針對管理技能給予訓練，這能提供基本的工具、知識，并輔導個人的生涯轉(zhuǎn)變。</p><p>　　Bales Worldwide為什么要投資培訓?</p>&

67、lt;p>　　Vivienne Thorn，人力資源經(jīng)理，視員工培訓為未來的公司培訓模型。</p><p>　　“ 公司要往哪個方向發(fā)展都在公司的戰(zhàn)略計劃里，其中必須包括員工培訓，這樣公司就可以派送員工。領會經(jīng)營的宗旨，”她說。</p><p>　　在Bales Worldwide，提供最高的客戶服務水平是企業(yè)目標中一個非常重要的因素。Thom認為確保員工能將所學的應用都工作中，其中

68、一個原因是他們在員工培訓上“極大的”投資。</p><p>　　Rock認為員工培訓也可以保證員工的一致練習?！拔覀円粚σ慌嘤柕暮锰幨强梢钥刂茖W員學習的速度，而且每個人的學習過程是一致的，”她說。</p><p>　　Thom說集中感應有著其他的利益。這些包括讓員工犯更少的錯誤，讓他們感覺自己是被支持的，并從中獲得一點點額外的獎勵。</p><p>　　根據(jù)銷售的成

69、就。Bales Worldwide銷售率從2004年的20%上升到去年的29%，消費者的投訴也相應的減少。</p><p>　　STA TRAVEL</p><p>　　怎樣的培訓是有效的？</p><p>　　過去不一致的誘導和管理培訓促使STA整頓實踐能力，為所有符合設立的分支機構(gòu)提供補貼。</p><p>　　STA提供了一個信息感應課

70、程和持續(xù)發(fā)展計劃,而且人員都是經(jīng)過專門訓練的。</p><p>　　現(xiàn)在的培訓的范圍擴大了，讓員工不斷地改變需求，并經(jīng)常給予反饋信息。</p><p>　　感應過程是一個集中的三個星期的計劃，包括基本地理, 以及關于該公司系統(tǒng)的課程。并且其他部門的領導給出關于此次活動的報告，報告包括公司的整體描述。在第二周，與分公司的成員一起工作一天，跟隨顧問并學習預約的過程。第三個星期是教授員工推銷的技

71、巧。</p><p>　　然后培訓者被分配到培訓時間為7個星期的分部公司，分部公司的經(jīng)理會通過其他課程引導他們，并教授他們需要的技能。</p><p>　　在其他地方，管理人員也會提供多種學習計劃，培訓包括如何開會，如何設定目標，以及怎樣能夠最大限度的利用員工，怎樣駕馭銷售和管理時間。</p><p>　　STA的一項新計劃是個人領導計劃，這項計劃對分公司的管理者和

72、高級職員是開放的。為期三天的課程目的是給有需要的管理者提供領導能力及溝通技巧，讓他們能夠處理這些問題，而不是將這些問題拋給領導人。</p><p>　　STA為什么要投資培訓?</p><p>　　Catherine Wilson，人力資源主管說公司試圖建立一個經(jīng)營的目標，然后為員工提供技巧里實現(xiàn)目標。</p><p>　　為了推動銷售必須增加知識，Wilson相信