员工培训的新发展外文翻译

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外文翻译

New Developments in Employee Training

Work Study

Christianne Derouen, Brian H. Kleiner

原文：

New Developments in Employee Training

Christianne Derouen, Brian H. Kleiner

In order to accommodate the rapid technological changes, employees must mas-

ter increasingly complex technical skills. Five major forces behind training becoming

so important and central to any

firm’s operations are

as follows:

(1) global and domestic competition;

(2) changes in technology;

(3) mergers, acquisitions and divestitures causing realignment of structures and

functions of companies;

(4) better educated workforce;

(5) emergence of new occupations(computer, etc.).

New

training

ideas

are

developed

because

trends

are

towards

making

training

more

practical,

realistic

and

pertaining

to

employees’

jobs.

Training

must

give

em-

ployees broader knowledge, enabling them effectively to utilize new technology and

integrate it into the workplace. Lower costs, better quality, faster return on investment,

increased productivity and long-term growth are all achieved once employees adapt to

changes

and

are

trained

accordingly.

In

the

past,

training

was

very

class-

room/instructororiente d.

This

has

recently

proven

ineffective

compared

with

more

modern developments.

Two

books

published

in

1988[1,2]

discuss

many

companies

and

modern

em-

ployee-training

ideas

which

are

being

utilized

today

to

keep

pace

with

technology.

The four areas addressed are:

(1) aligning training strategies with corporate goals;

(2) continuous learning;

(3) manufacturer- user; and

(4) designing and delivering training cost-effectively.

Additionally, various magazine articles supplement some of the ideas discussed

in the two books as well as introduce new training methods.

Aligning Training Strategies with Corporate Goals

The first type of training mentioned in the above books discusses aligning train-

ing strategies with corporate

goals,

which is

necessary because each

company must

evaluate what is needed for it to be competitive and successful. Once this is known,

training can be applied accordingly.

American

Transtech,

a

subsidiary

of

AT&T,

aligns

its

training

with

corporate

goals by focusing its training in the following manner: managers are trained to hire

their own personnel, relying less on Human Resources. Once hired, new employees

go through a two-day orientation where company policy and procedures are outlined

and

teamwork

participation

is

encouraged,

since

teamwork

is

an

integral

part

of

American

Transtech.

On

completion

of

the

orientation,

the

new

hires

are

placed

in

groups and trained about their job and its functions with the aid of a computer. There

are no instructors leading the class, so it is necessary for the teams to discuss among

themselves various problems and assignments presented to them on the computer.

Group training follows the employees to the workplace, where groups often meet

to discuss needs and problems of the company. From this process the goals of training

for the company are met. The computer/no instructor process is not mentioned very

often but is a more modern way to train as computer use is so widespread. American

Transtech found this method is successful in getting people to work together as well

as learn together.

Corning

Glass

Works

is

another

company

which

implemented

a

training

pro-

gramme aligned with its corporate goals. Training is so important to Corning Glass

that it felt

the training

given would

directly relate

to

success

and hopefully put

it a

step ahead of its competition. The corporation, with the help of outside consultants,

put

together

a

textbook

about

quality

at

Corning

Glass.

The

training

department

worked hard exposing all 28,000 employees to training in product and people quality.

Mid-level management was the focus of the training. The book was used as a guide-

line, and the emphasis was teamwork. From the initial training, Corning Glass found

problem areas which needed to be addressed in further company training courses, in-

cluding interpersonal

relationships and problem solving. Though use of books is by

no

means

a

modern

training

method,

a

company

writing

its

own

book

for

training

purposes and updating as needs arise is not a commonality. Most companies rely on

outside training courses.

Continuous Learning

More

recent

trends

show

training

going

beyond

“job

specific”

to

“continuous

learning”,

in

which

the

focus

is

on

other

areas

of

expertise

within

the

company.

In

continuous learning employees are encouraged to learn and understand the jobs and

skills needed of those around them and more often perform them on a regular basis.

Semiautonomous

work

teams

are

most

conducive

in

the

continuous

learning

envi-

ronment

because

each

employee

trains

others

in

their

group.

This

way

employees

know one another’s jobs

and can perform them in case of an employee absence. Em-

ployees begin to realize that learning and continuous training is as big a part of their

job as the job itself.

Training one another,

or “train the

trainer”, is another important aspect of

conti-

nuous learning. It allows employees to develop new applications and techniques and

share them with their peers or supervisors.

S.B. Thomas, Inc. feels there are two types of training in its continuous learning

plan

–

social and technical task training. In social training employees are given a sec-

ondary

job,

such

as

communicator,

counsellor,

safety

officer.

These

secondary

jobs

change frequently and are minor jobs compared with the job for which they are hired,

but it gives employees a

“teamwork” sense of pride in

productivity. Although this is

not an actual training course in the truest sense, it is a training method to increase em-

ployees’ morale, and good

employee morale increases work output as well as inter-

personal relations.

The

technical

task

training

is

focused

on

learning

the

job

which

the

employee

will perform. Films are used to illustrate and explain various tasks the company per-

forms and those which will be undertaken by the new employee. As this is not a new

development, it will not be discussed.

S.B. Thomas has work teams in which members train one another. A new hire

learns from a facilitator the overall job of the group in which he/she is placed. In the

course of this, a new employee receives direction and support from a co-worker al-

ready experienced in the task. Although S.B. Thomas does not focus as much on out-

side training (e.g. college courses), its commitment to the in-house training and moti-

vation of all employees has proved effective.

Factories are also utilizing modern training ideas. They are prone to employ mul-

tiskilled workers and use multipurpose machines. Factories now use flexible automa-

tion

–

organizing the shopfloor into cells and short assembly lines. Workers in each

cell must have knowledge and skills to operate a variety of machines and know prod-

uct

requirements.

Single

purpose assembly lines are

a thing of

the past

because the

ability to do more than one job increases productivity, giving companies a competi-

tive advantage. Traditionally, single-skilled training was highly specialized with cen-

tralized

decision

making.

The

“factory

of

the

future”

focuses

on

cross-training

and

decentralized decision making.

“Communication

plays a major role in ensuring tasks are

learned”

In order to succeed in using multiskilled employees, a factory must train imme-

diately,

get

employees

involved,

and

get

the

support

of

top

management.

Training

must address many issues such as planning, operating methods, communication flows,

safety,

etc.

Communication

plays

a

major

role

in

ensuring

tasks

are

learned.

Addi-

tionally, stress and conflict must be overcome for employees to be most productive.

Through performing a variety of functions, the employee gains task identity and

skill variety, creating increased motivation, work performance and decreased absen-

teeism.

This

is

another

form

of

continuous

learning,

as

employees

are

learning

not

only their particular job but also those of their cellmates. This area of training has re-

cently become widespread but not a major training impetus.

Manufacturer- User

Another form of training is

“manufacturer

-

user”, which involves

the vendor and sup-

plier sharing ideas and information about design and implementation and having joint

responsibility for training. Turning to the manufacturer for aid in training would seem

a likely choice as it should know about the machine in use and its various functions.

This

form

of

training

can

result

in

more

up-time,

increased

creative

applications,

manufacturer and customer satisfaction and improved design of machines. It is also a

relatively inexpensive way to train because the supplier does not need to implement

training programmes or hire outside consultants. Manufacturer-user training asks for a

training commitment from the supplier on entering into a buying agreement; and the

more co-operative and committed the vendors and users are, the more productive the

training is. It is believed that this type of training, although not used extensively, will

gain a foothold in the next ten years.

Goodyear Tire and Rubber Company is an example of a company which initiated

a manufacturer-user programme with its suppliers. It requires its suppliers to enter in-

to a training agreement on award of an equipment bid. A typical training agreement

with suppliers requires:

?

?

Access to supplier’s plant by

training poeple from Goodyear in order to pre-

pare task analysis and training material.

?

?

Hands-on use for operators, maintenance workers, and managers. Classroom

work, media, equipment and instructionare also used.

?

Training content matching specifications required.

?

Complete training before the equipment goes into operation.

?

A training representative of the supplier dedicated to full- time training.

Goodyear’s training is limited,

teaching only a basic knowledge of how to use

the

equipment,

then

leaves

training

new

or

additional

employees

up

to

the

supplier

using train-thetrainer style mentioned earlier.

Designing and Delivering Training Cost-effectively

There are three approaches to designing and delivering training costeffectively.

The first is a systems approach, which organizes the educational process into mana-

geable steps, resulting in improved decision making and training delivery.

The second approach is training partnerships with community colleges. Compa-

nies

get

together with

colleges to

decide which

training

courses

can be

offered and

what the company needs. Then the company signs up employees to attend. This area

is

enhanced

when

colleges

increase

their

flexibility

of

courses

offered

and

provide

high quality instruction.