外文翻译New Developments in Employee TrainingMaterial Source: Springer full text e-journals databaseAuthor:Christianne Derouen and Brian H.KleinerIn order to accommodate the rapid technological changes, employees must master increasingly complex technical skills. Five major forces behind training becoming so important and central to any firm’s operations are as follows:global and domestic competition; changes in technology;mergers, acquisitions and divestitures causing realignment of structures and functions of companies;better educated workforce;emergence of new occupationsNew training ideas are developed because trends are towards making training more practical，realistic and pertaining to employees’ jobs. Training mus t give employees 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 classroom/instructororiented. This has recently proven ineffective compared with more modern developments.Two books published in 1988[1,2] discuss many companies and modern employee-training ideas which are being utilized today to keep pace with technology. The four areas addressed are:aligning training strategies with corporate goals;continuous learning;manufacturer-user;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 training 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 hiretheir 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 programme 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 guideline, and the emphasis was teamwork. From the initial training, Corning Glass found problem areas which needed to be addressed in further company training courses, including 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. Semi-autonomous work teams are most conducive in the continuous learning environment 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. Employees begin to realize that learning and continuous trainingis as big a part of their job as the job itself.Training one another, or “train the trainer”, is another important aspect of continuous 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 secondary 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 employees’ morale, and good emplo yee morale increases work output as well as interpersonal 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 performs 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 already experienced in the task. Although S.B. Thomas does not focus as much on outside training (e.g. college courses), its commitment to the in-house training and motivation of all employees has proved effective.Factories are also utilizing modern training ideas. They are prone to employ multiskilled workers and use multipurpose machines. Factories now use flexible automation – 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 product 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 competitive advantage. Traditionally, single-skilled training was highly specialized with centralized 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 immediately, 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. Additionally, 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 absenteeism.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 recently become widespread but not a major training impetus.Manufacturer-User：Another form of training is“manufacturer-user”, which involves the vendor and supplier 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 into a training agreement on award of an equipment bid. A typical training agreement with suppliers requires: Acess to supplier’s plant by training poeple from Goodyear in order to prepare task analysis and training material.；Hands-on use for operators,maintenance workers, and managers. Classroom work,media, equipment and instruction are also used；Training content matching specifications plete training before the equipment goes into operation；A training representative of the supplier dedicated to full-time training.Goodyear’s training is limited, te aching only a basic knowledge of how to use the equipment, then leaves training new or additional employees up to the supplier using train-the-trainer style mentioned earlier.Team Training：Two can learn more together than one can learn in twice the time. This is the main force behind team training, which has recently becomewidespread. Team training utilizes more than one trainer to teach a course, and team members share in planning and doing the actual training. Studies show that this interaction arrangement stimulates understanding and increases productivity for the students. Training is handled in several ways. With the team-training arrangement, as one presents, the other(s) distribute(s) information or set(s) up for their part. When it is question and answer time, the team trainers are there to answer, supplement, redirect, or clarify contributions made by the other(s).Conclusion：No matter what type of job one performs or the company one works for, training should be a very important part of the job. Considering that and the rapid technological changes, new training methods are being developed. Some of the training methods mentioned in this article will be used extensively in the next few years, while others may take some time in catching on. Deciding on what training method(s), new or old, will work best for the needs of the company is an important consideration which all companies must address and constantly re-evaluate.译文员工培训的新发展资料来源:普林格全文电子期刊数据库作者：克里斯蒂安德鲁昂布赖恩克莱纳为了适应科学技术迅猛发展的变化，员工必须掌握日益复杂的技术技能。