Staff training and career planning(员工培训与职业生涯规划)

第1页共66页contents1.Stafftraining………………………………………………………31.1Theintroductionoftraining……………………………………31.2Thebenefitsofstafftraining…………………………………..62.Trainingdeedsanalysis…………………………………………..72.1Howtoidentifytrainingneeds………………………………72.2Thesignificanceoftrainingdemandanalysis………………..72.3Howtoeffectivelydevelopenterprisetrainingdemandanalysis.92.4Trainingneedsofthefeasibilityofthescreening…………….112.5Theperceivedvalueoftraining………………………………122.6Trainingneedsanalysis………………………………………153.Trainingapproaches……………………………………………213.1OrientationforNewStaff………………………………….223.2JobSkillsTraining…………………………………………223.3ForeignLanguageTraining………………………………..234.Evaluatingthetrainingdeeds………………………………….245.Implementationofstafftrainingprocedures…………………285.1Traininganddevelopmentoftheanalysisphase……………285.2Deliveringthetraining………………………………………326.Assessingtheeffectivenessoftraining………………………..336.1Generaltipsontraining……………………………………..346.2Theavailabilityoftrainingtostaff………………………….35第2页共66页6.3Enterpriseemployeetrainingproblemsanalysis……………407.Thesolutionofstafftrainingthecompany…………………428.Strategictraining……………………………………………..488.1Thedefinitionofstrategictraining…………………………488.2Thedifferencebetweentrainingandstrategictraining…….498.3Strategictrainingshouldpossessthecharacteristics……….508.4Theprocessofstrategictraining……………………………519.CareerandCareerplanning…………………………………529.1Theconceptofcareer………………………………………529.2Careerplanningprocess……………………………………59References………………………………………………..65第3页共66页Stafftrainingandcareerplanning1.Stafftraining1.1TheintroductionoftrainingThe'enterprise'economyinEuropehasthrustthesmallbusinessintothelimelightwhereitsperformance,bothasanemployerandasacreatorofwealth,isunderclosescrutiny.Nationalagenciesadviseindustryasawholethat,ifitistoremaincompetitive,itmusttrainandretrainitsstaff,andtheycanseenologicalargumentwhytheadviceshouldnotapplyequallytothesmallbusinesssector.however,byvirtueofitssize,asmallbusinessincursparticulardifficultiesinprovidingappropriatetrainingforitsstaffwhich,Ishallsuggest,stemlargelyfromamismatchbetweenthemutualexpectationsofeachofthethreemajoractors—theemployer,thetrainerandtheemployee.Inthevariousstudieswhichsupportthispaper,differentdefinitionsof'small',asappliedtobusinesses,havebeenadopted.Anarbitrarylimitof'upto200employees'hasbeenusedinanumberofthemsponsoredbytheEuropeanCommunity,butitisbecomingclearthatthesizeandstructureofthemanagementteamismoresignificantinthewayafirmviewsandmanagesitstrainingthanisthetotalnumberofitsemployees.So,forpresentpurposes,asmallbusinessisoneinwhichnomemberofthemanagementteamhasasamajorresponsibilitythemanagementanddeliveryoftraining.Thisimmediatelypointstothefirstproblemarea;thatoftheresponsibilityfortheidentificationandclarificationoftrainingneeds.Onceatrainingneedhasbeenrecognized,gainingaccesstotraining—gettingthetrainerandtraineeeconomicallyintoamutuallyprofitable第4页共66页relationship—posesparticularproblemstothesmallbusiness.Lastly,makingjudgmentsabouttheworth(inaccountancyandpersonnelterms)ofaparticularpieceoftrainingisoftenmoredifficultinasmallconcernthaninalargeone.Thispaperwillexpandontheseproblemareas—trainingneedsanalysis,accessandevaluation—astheyaffectsmallbusinesses,andexplorethepotentialofanumberofnewschemes,resourcesandapplicationsoftechnologyforalleviatingthem.Soweneedstafftrainingnomatterwhatkindofbusiness.Traininganddevelopmentareprocessesthatattempttoprovideanemployeewithinformation,skills,andanunderstandingoftheorganizationanditsgoals.Inaddition,traininganddevelopmentaredesignedtohelpapersoncontinuetomakepositivecontributionsintheformofgoodperformance.Orientationisdesignedtostarttheemployeeinadirectionthatiscompatiblewiththefirm’smission,goals,andculture.Beforetrainingordevelopmentoccursanemployeeproceedsthroughanorientationtolearnwhattheorganizationstandsforthetypeofworkheorsheisexpectedtoperform.Orientationintroducesnewemployeestotheorganizationandtotheemployee’snewtasks,managers,andworkgroups.Walkingintoanewjobisoftenalonelyandconfusingevent.Thenewcomerdoesn’tusuallyknowwhattosayorwhotosayitto,orevenwhereheorsheissupposedtobe.Gettingstartedisdifficultforanynewemployeesimplybecausebeingnewmeansnotknowingwhattoexpect,havingtocopywithamajorlifechange(thejob),andfeelingunsureaboutthefuture.Theseingredientssuggestthat“newnessanxiety”willnaturallybesignificant.Ittakestimetolearntheropes,butagoodorientationprogramcanhelpmakethistimeapositiveexperience.Thefirstfewdaysonthejobarecrucialinhelpingtheemployeegetstartedintherightdirectionwithapositiveattitudeandfeeling.第5页共66页Differentdegreesoforientationareneeded,dependingontheexperience,careerpath,andageofthenewemployee.A50-year-oldmanagerwhoistransferringtoanotherdepartmentinthesamecompanyatthesamejoblevelmayneedonlyminimalorientation.However,a20-year-oldtechnicianwhoisstartingherfirstfulltimejobafterattendingatradeschoolmayneedafull-blownorientation.Anyorientationisdesignedtomakethepersonmorecomfortable,knowledgeable,andreadytoworkwithinthefirm’sculture,structure,andemploymix.Thusexaminingthebackgroundoftheemp