-
中文
3570
字
本科毕业论文（设计）
外文翻译
外文题目
Staff training rated
‘
absolutely pivotal
’
外文出处
Knowledge training,2008(10):p46-47
外文作者
Olivia
原文：
Staff training rated
‘
absolutely
pivotal’
Olivia
As
a
recent
survey
reveals
the
importance
that
job
seekers
attach
to
an
organization’s
commitment
to
training,
Olivia
Hemmings
talks
to
three
companies
whose
investment
in
their
staff
is
resulting
in
higher
productivity,
increased
profits
and better staff retention.
For some job hunters, salary is the main consideration, while for others 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 skills council for the hospitality. leisure travel and
tourism industries.
And it is easy to understand why. For the applicant, a company's commitment to
staff
training
and
development
means
a
likely
improvement
in
their
performance,
leading to progression up the career ladder.
What is surprising, therefore, is that training is provided only by 43% of employers
to all their staff each year, 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
training
—
and are reaping the rewards
—
are Thomas Cook, Bales Worldwide and
STA.
THOMAS COOK
What training is available?
At Thomas Cook, overseas resorts
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
receive up to 12 on-the-job training days before becoming a fully-fledged rep.
But training doesn't stop there. Elinor Carr, learning and development manager for
Thomas Cook holiday division, says it offers overseas resort staff a clear progression
path.
In fact, regular training sessions are delivered throughout the season and staffs are
presented
with
a
range
of
development
opportunities,
including
Stars,
the
Senior
Training and Recognition Scheme.
This training initiative has career progression at its core. Split into three levels, the
scheme
aims
to
train
up
frontline
staff
to
first-line
management,
then
second-line
management and finally resort management level, using rigorous training courses.
Employees
who
successfully
complete
all
three
levels
can
then
consider
the
Overseas Management Development Programme (OMDP} if they wish to learn about
the wider Thomas Cook business.
For this programme, managers attend courses in the UK and complete operational
and
management
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
personality and assess what impact they have on their leadership.
Most
companies
are
poor
at
developing
their
executives,
and
most
of
them
acknowledge
this:
only
3
percent
of
the
6,000
executives
occupying
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,
traditional
internal
and
external
training,
or
mentoring
—
did
a
majority
of
these
executives
believe
that
their
employers
were
doing a good job (Exhibit 1).
Some companies feel that their high performers will rise to the top naturally, like
cream. Others, believing that talent can be bought, try to recruit executives from such
sources as General Electric, a famous developer of people. In fact, though businesses
should
look
for
senior-level
talent
outside
their
own
organizations,
they
themselves
must also be good at developing it. In the first place, as talent becomes scarcer
—
and
demography
suggests
that
it
will
—
the
strategy
becomes
risky
and
expensive.
Moreover,
recruiting
all
of
a
company's
senior
executives
externally
sacrifices
cultural
cohesion
and
institutional
memory.
In
any
case,
companies
that
can't develop their own talent find it hard to attract good people from the outside.
Job experience drives executive development
Companies develop executives in various ways: by giving them feedback, coaching,
mentoring,
and
training.
But
more
than
anything
else,
executives
need
on-the-job
experience
in
appropriate
positions.
What
makes
positions
appropriate?
Four
considerations are crucial.
The first is the way a job is structured: the executive who holds it should have both
headroom
(authority
and
responsibility)
and
elbow
room
(scope
and
variety).
Organizations
that
are
decentralized
or
that
have
many
jobs
—
in
which
the
holder's
decisions
are
linked
to,
and
measured
by,
the
company's
profit
or
loss
—
therefore create more opportunities for development than organizations that do
not.
Second,
people
with
high
potential
should
move
through
a
series
of
challenging
jobs, for after two or three years the learning curve in any position tends to flatten out,
and
capable
people
start
to
chafe.
How
long
any
one
person
should
stay
put
varies
with the business, the extent of the challenge, and that person's ability to grow. One
company's line executive held 18 positions in 24 years, and though not everyone can
or should move so quickly, companies tend to leave executives in jobs much too long.
Third, this series of jobs should provide a range of challenges. Working in different
geographic
regions
or
with
a
variety
of
bosses
requires
executives
to
master
new
contexts.
Leading
a
turnaround,
stimulating
a
stagnant
business,
and
influencing
a
company from a staff position draw on different skills.
Finally, executives need to learn their craft from highly skilled colleagues as well as
superiors.
The
ability
to
lead
can
in
part
be
acquired
through
apprenticeship,
and
apprentices learn more from world-class experts and leaders than from mediocre ones.
Success,
moreover,
breeds
success,
so
good
people
are
likelier
to
stay
with
an
organization that has many other good people.
Why does Cook invest in training?
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
Phil says that the skills, knowledge and understanding that come with training also
increase
organizational
performance,
such
as
sales
and
service
delivery
targets,
as
well as employee satisfaction.
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 such as Stars help
ensure staff stay within the business and are promoted from within.
It also helps Cook with succession planning, when people move up or out of one
area of the business and into another.
BLAES WORLSWIDE
What training is available?
Susan Rock, inhouse training coordinator at Bales, gives new sales employees six to
eight weeks of dedicated one-to-one training.
First,
new
sales
and
operational
staff
are
introduced
to
the
company'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 and doing the job under supervision.
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 least 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.
Sales
training
is
delivered
by
an
external
training
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.
The role of 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 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
candidate
to
a
key
position
than
to
take
a
chance
and
stretch
a
possible future leader. Furthermore, that division president might not know how to use
job
experience
to
develop
people:
in
the
McKinsey
survey,
48
percent
of
human-resources executives said that most executives think development is simply a
function of training programs.
Except for action learning and early training in managerial skills, training programs
just are not capable of producing truly great executives
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
—
action learning, built around real
work projects, to a small group of promising people, and in fact result in action. One
project in a GE executive development course required a team to assess the company's
investment strategy in South Korea. After four weeks partly spent in that country, the
team
presented
its
recommendations
to
GE's
top
28
executives,
who
based
the
company's investment decisions largely on those recommendations.
Why does Bales invest in staff training?
Vivienne Thorn, human resources director at Bales, regards staff training as the future
of die company.
training so they can deliver. It's integral to meeting business objectives,
Offering the highest level of customer service is a key business objective at Bales.
Thom says ensuring staff have the skills to carry this out is one of the reasons behind
their
Rock
says
the
training
programme
also
ensures
consistent
practice
across
staff.
to
the
standards
we
want,
and
the
learning
process
is
consistent
for
everyone,
she
says.
The intensive induction has other benefits, says Thom. These include staff making
fewer mistakes, feeling supported in their role and
In
terms
of
sales
achievements.
Bales
conversion
rates
have
risen
from
20%
in
-
-
-
-
-
-
-
-
本文更新与2021-01-24 19:25，由作者提供，不代表本网站立场，转载请注明出处：https://www.bjmy2z.cn/gaokao/562090.html