战略培训和发展一种组织成功的途径外文翻译可编辑.docx
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战略培训和发展一种组织成功的途径外文翻译可编辑.docx
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战略培训和发展一种组织成功的途径外文翻译可编辑
外文翻译
原文:
StrategicTrainingandDevelopment:
AGatewaytoOrganizationalSuccess
Introduction
Organizationalsuccessdependsontheknowledge,skillsandabilitiesoftheworkforce.Inalearningorganization,retentionoftalent,intellectualcapitalandknowledgemanagementarevitaltosupportthecompany'smission,visionandstrategicgoals.Trendssuchasglobalization,technology,outsourcing,theagingworkforceandcompetitionfortalentallcontributetothenecessitytoinvestinhumancapital.Thus,topromotecompetitiveadvantage,akeyHRleadershiproleistoidentify,designandimplementstrategictraininganddevelopmentinitiatives.
Traditionally,thepurposeoftraininganddevelopmenthasbeentoensurethatemployeescaneffectivelyaccomplishtheirjobs.Today,thebusinessenvironmenthaschanged,withintensepressureonorganizationstostayaheadofthecompetitionthroughinnovationandreinvention.Infact,accordingtothe2006SHRMWorkplaceForecast,theimportanceofcontinuedlearningisanoverarchingtrendofsocietalneeds,indicatingthatorganizationsmustfosterlearningasasocialresponsibilitytoensuretheyarecompetitiveintheglobalmarketplace.
Bydefinition,traininganddevelopmentreferstotheprocesstoobtainortransferknowledge,skillsandabilitiesneededtocarryoutaspecificactivityortask.Thebenefitsoftraininganddevelopment--forboththeemployerandemployee--are,infact,muchbroader.Tomeetcurrentandfuturebusinessdemands,traininganddevelopmentencompassesawiderangeoflearningactions,fromtrainingfortasksandknowledgesharingtoimprovedcustomerserviceandcareerdevelopment,thusexpandingindividual,groupandorganizationaleffectiveness.
Strategicpositioningoftraininganddevelopmentdirectlypromotesorganizationalbusinessgoalsandobjectives.Keybusinesschallengesrequirethatcompaniesthoughtfullyevaluatetheirmarketpositionanddeterminethetalent,skillsandknowledgetobesuccessful.Whiletheoverallresponsibilityfortraininganddevelopmentusuallyfallsunderthehumanresourcesdepartment,thereportingrelationshipbetweenHRandthetrainingfunctionvariesfromcompanytocompany.Forpurposesofdiscussioninthisarticle,itisassumedthatHRhasresponsibilityforthetraininganddevelopmentfunction.
FactorsinStrategicTrainingandDevelopment
Whenstrategicallyapplied,continuouslearningfostersknowledgeandskillsacquisitiontohelptheorganizationachieveitsgoals.HR'sroleistoestablishandimplementahigh-levelroadmapforstrategictraininganddevelopment.Thestartingpointisanin-depthunderstandingofthebusinessenvironment,knowledgeoftheorganization'sgoalsandinsightregardingtraininganddevelopmentoptions.HRmustthendevelopstrategiclearningimperatives(high-level,learning-relatedactionsthatanorganizationtakestobecompetitive)thatalignwithbusinessgoals.Differencesinindustry,businessgoals,humancapitalskillsandresourcesinfluencetheselectionoflearningimperatives.Belowaresomeexamples.
1.Diversifythelearningportfolio.
2.Expandtheviewofwhomtotrain.
3.Acceleratethepaceofemployeelearning.
4.Prepareemployeestodealbetterwithcustomers.
5.Ensurethatemployeesbelievethereareopportunitiestolearnandgrow.
6.Effectivelycaptureandshareknowledge.
7.Diagnoseandmodifytheworkenvironmenttosupporttransferandlearning.
Todetermineappropriatestrategiclearningimperatives,HRexploresandgathersinformation.Forexample,regardingdiversificationofthecompany'slearningportfolio,onemightask,"Howareresourcesallocated?
"Or,toacceleratethepaceoflearning,animportantquestionis"Whichemployeegroupsneedtoquicklyacquirenewknowledge?
"
Accordingtothe2007JobSatisfaction,aSurveyReportbytheSocietyforHumanResourceManagement,theabilitytouseskillsintheworkplaceandtheopportunityforcareerdevelopmentwereratedasveryimportantbybothHRandemployees.Employeeswantopportunitiestogrow,ortheywillleave,takingwiththemvaluableinstitutionalknowledge.AshighlightedinSHRM's2007Benefitssurveyreport,companiestodayofferabroadrangeofbenefitstohelpemployeesadvanceintheircareers:
96%offerprofessionaldevelopmentopportunities(e.g.,seminars,conferences,courses,trainingtokeepskillscurrent);91%payforprofessionalmemberships;27%offercareercounseling;26%offeraformalmentoringprogram;12%offerforeign(non-English)languageclasses;and6%provideELSclasses(Englishasasecondlanguage).Organizationsthatinvestinopportunitiesforgrowthandlearninggeneratesignificantreturnsonemployeeretention,motivation,trustandinitiative.Forexample,globalorganizationscommittedtoemployeedevelopment(e.g.,Proctor&Gamble,Intel,Boeing,Cisco,Dell,PepsiCo)attracthighlyqualifiedcandidates.
Therefore,initiativessuchasstrategictraininganddevelopmentthatdirectlysupporttheorganization'sstrategicgoalsandobjectivesareessential.Toevaluatetraininganddevelopment--frompre-topost-training--HRshouldfollowasequencedprocesstodeterminethestrategicvalueoftrainingoutcomes:
1)conductaneedsanalysis;2)developmeasurablelearningoutcomesandanalysisoftransferoftraining;3)developoutcomemeasures;4)selectanevaluationstrategy;and5)planandexecutetheevaluationprocess.Trainingoutcomesincludecognitiveoutcomes(safetyrules,stepsinappraisalprocess),skill-basedoutcomes(listeningandcoachingskills),affectiveoutcomes(satisfactionwithtraining,attitudesregardingothercultures),results(lowerabsenteeism,feweraccidents),andreturnoninvestment(economicvaluemeasuredindollars).
BenefitsofaLearningOrganization
In1990,PeterSenge'sbook,TheFifthDimension,broughttheconceptandvalueofalearningorganizationtotheattentionofthebusinesscommunity.Todevelop,nurtureandmaintainalearningorganizationrequiresstrategicfocusonthepurposeoflearningforboththeemployerandtheemployee.Foralearningorganizationtobeeffective,leadershipsupportandguidanceofcontinuouslearningisvital,beginningwiththeCEO.Forappliedlearning,asupportiveworkenvironmentiscritical(seeFigure5).Toreapbusinessbenefits,HRshouldfocuson:
1)designingtraininganddevelopment,keepingendresultsinmind,suchasperformanceandcapacitygoals;2)leveraginglearning/knowledgeassets;and3)includingkeyorganizationalcharacteristicsintheoverallintegratedapproachtotraininganddevelopment.Traininganddevelopmentprogramsalsoofferopportunitiestoemployeestobuildinternalandexternalnetworksandlearnfromotherparticipants.
Today,therelationshipbetweentheorganizationandtheemployeehaschanged.Thereisgreateremphasisplacedonthevalueofindividualandteamcontributionstofindbusinesssolutions.Theemployeeisviewedasa'learningcustomer',bringingpersonalpreferencesandmotivationtotheworkplace.Thelearningorganizationthereforerequiresanenvironmentthatsupportsgrowthforindividualcapabilityandexperienceand,atthesametime,increasesbusinessperformance.Forlearningtotrulybenefitboththeorganizationandtheemployee,theemployermustconsiderthelearner--theemployee--asavitalinvestmentforbusinesssuccess.InthebookWork-BasedLearning,authorJosephRaelinrecommendsactionlearningtosupportlearning-workintegration.
TheValueofTrainingandDevelopment
Fortheorganizationtogaintruevaluefromstrategictraininganddevelopment,seniormanagementmustbefullycommittedtoorganizationallearningConsequently,itisimportantthatHRunderstandstheconceptoftrainingtransfer(i.e.,transferoflearning).Researchershavedevelopedtheoreticalmodelsandstudiedtherelationtotrainingtransferandtheimpactoftrainingcharacteristicssuchasworkenvironmentfactors,trainingdesignvariablesandtraineecharacteristics.Inparticular,thesociallearningtheorypointstothecriticalityofself-efficacyforeffectivelearning.Keyfactorsaretheemployeelevelofmotivation,abilitytounderstandandpreviousknowledgeandskill.Valueisalsoinfluencedbygoalsetting(forexample,organizationalcommitmenttotraining,workperformanceexpectationsand/oracquisitionofnewskills)andemployeeparticipationindecision-makingontrainingneeds.Anotherkeymodelregardingtrainingisthecognitivetheoryoftransfer,aprocessmodeloflearning.Accordingtothistheory,thelikelihoodoftransferisdependentonthetrainee'sabilitytoretrieveanduselearnedcapabilitiesintheworkplace.Intrainingprograms,trainingtransferisfurtherenhancedthroughapplicationassignmentsthatcreatesimulationstoapplylearningintheworksetting(e.g.,identificationofworkproblemsandsituations),thuslinkinglearnedcapabilityandreal-worldapplication.
Potentialobstaclesthatinhibittransferoflearningincludeworkconditions(timepressures,fewopportunitiestouseskills),lackofpeersupport(discouragementofuseofnewskills/knowledgeonthejob,trainingviewedasawasteoftime),andlackofmanagementsupport(managerswhodonotoffertrainingopportunities,reinforcetrainingorprovideencouragementforemployeestousetrainingcontent).Self-managementskills,behaviorsandstrategiescanhelpemployeestoovercomesuchbarriers,suchassettinggoalstousenewskills,findingwaystoapplylearningonthejob,monitoringuseofnewlearningonthejobandprovidingself-reinforcement.
Finally,byimprovingand/orbuildingontheworkclimatetotransfertraining,thevalueoftrainingcanbefurtheroptimized.Thefollowing
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