员工培训方案设计英文文献及翻译

organization to take the market competition the main body， it must be the rationalization， regards all by economic man's judgement， the training cost regardless of from the expense， the time and the energy said, all is not low, training is must take the certain risk， therefore in whether carries on before training to need to carry on the demand analysis， instructs the training plan according to the demand the formulation， must with a clear goal， not be able purely to train for training。 The training demand analysis must carry on from the multi— dimensions， including organization， work， individual three aspects. First, carries on the organization analysis。 The organization analysis refers to in the determination organization scope the training demand, guaranteed the training plan conforms to organization's overall goal and the strategic request. According to organization’s movement plan and the long term planning， forecast this organization future will possibly have any change in the technology and the organizational structure, understood which knowledge the existing staff’s ability and the extrapolation future will need and the skill, thus estimated which staffs will need to carry on training in which aspects, as well as this kind of training will be true the time which effective will need, extrapolated training will propose the earlier period the length, will not send supervises thirstily digs a well. Next， carries on the work analysis。 The work analysis refers to the staff to achieve the ideal work achievements must grasp skill and ability. Finally, carries on individual analysis. Individual analysis will be existing horizontal and anticipated future carries on the staff to the staff skill request according to， discovered two between whether will have the disparity。 Research worker work behavior and between expectation behavior standard difference, when works in a big way？ Quot； When ability \"， then needs to carry on training, through sharpens the ability， achieved staff’s\" duty \"is consistent with\" function ”。 ”duty” and \"the function” two all is a variable， when the function enhanced, needs to develop the duty, causes two maintenances to be consistent; When the duty has surpassed the ability, needs to carry on training， the development function, causes two regressions to be consistent. Because trains the object is a staff, whether completes the work to be decided by many factors， training certainly is not multi—purpose， moreover trains must emphasize the cost income， therefore， looked whether trains promotes the transformation which staff’s personal behavior occurs expected. If hired the skill not to conform to the request person or is the bad manner question and so on， then was not the question which training could solve， did not need to train， if existed when question training could solve, then carried on the staff to train, designed the concrete training plan.

2 training plans each composition factor analysis training plan is trains the goal

the training content, the training instruction， trainer， the training date and the time, trains the place and the equipment as well as the training method organic synthesis. The training demand analysis is trains the plan design the guide， an exhaustive training demand analysis on approximately constructs draws the training plan the general outline， trains the demand analysis in front in the foundation， under carries on the concrete analysis on the training plan each composition essential factor.

2。1 training goals establishment training

goal establishment depends on the training demand analysis， we talked about the

organization analysis, the work analysis and individual analysis in the training demand analysis, through the analysis， we will be clear about the staff future to need to be engaged in some post， if was engaged in this post the work, between the existing staff's function and the anticipated duty had the certain disparity, eliminated this disparity is our training goal。 The establishment training goal will provide for the training plan is clear about the skeleton which the direction and will rely on. Had the goal， can determine the training object， the content， the time， the teacher， the method and so on the concrete content, and may after training， carries on the effect appraisal to according to this the goal. Trains the total goal is macroscopic on， more abstract, it needs in administrative levels to be unceasingly thin， causes its concrete application， has may be operational。 Must achieve the training goal， requests the staff to grasp some knowledge and the skill through training, namely hoped what the staff does understand after training? You hoped what the staff can do after training? You hoped which the staff does have after training to change？ These expectations all is take trains the demand analysis as the foundation， through the demand原文请找腾讯3249114六,维’论'文.网http://www。lwfree.cn , but the enterprise develops needs to have any type the knowledge and the skill staff， the anticipated center duty is bigger than the existing function， then request training. Between the bright staff's existing function and the anticipated center duty request two disparity, namely had determined the training goal, carries on thin the training goal， is clear about， then transforms as various levels concrete goal， the goal more concrete more has may be operational, is more advantageous to the overall goal realization。 The training goal is trains the plan implementation the navigation lamp。 Had the explicit training overall goal and various levels concrete goal, said regarding the training instruction， had determined really does missionary work the plan, positively for realization goal but teaching； As for trainer that， the bright study goal was at， can little walk multichannel, is unremittingly facing the goal which decides but unremittingly diligently， can achieve the twice the result with half the effort effect, on the contrary, if the goal is not clear about, then is easy to create the instruction， trainer deviates the training expectation， creates the manpower， the physical resource, the time and the energy waste， enhanced the training cost, thus possibly causes the defeat which trains。 The training goal and the training plan other factors are the organic synthesis, only had is clear about the goal only then to have the possibility science design training plan other each parts, caused the design science the training plan possibly to become 2.2 training contents choice

after has been clear about the study result which the training goal and the expectation achieved, receives needs to determine in training should include instruction information. Although the concrete training content is infinitely varied, but generally speaking， should the training content including three levels, namely knowledge training, skill training and quality training， actually choose which level the training content， should act according to each training content level the characteristic and the training demand analyzes chooses。

Knowledge training, this is the organization trains the first level. The staff so long as listens to a time of course, or looked a book, possibly obtains the corresponding knowledge. In the school edition， obtains majority of is the knowledge. Knowledge training is advantageous to the1787

understanding concept, strengthens to the new environment adaptiveness， reduces the enterprise to introduce new technical, the new equipment， the new craft barrier and the obstruction。 At the same

time, wants the system to grasp a specialized knowledge， then must carry on the system knowledge training, if must become ”X\" talented person， knowledge training is its essential way。 Although the knowledge trains esay to do , but it is easy to forget that， the organization only pauses in the knowledge training level， the effect is not good is may foresee。 Skill training， this is the organization trains the second level。 Here so-called skill is refers can cause the operation ability which certain matters occurs. The skill once the academic society， is not generally easy to forget that， like rides a bicycle， the swimming and so on。 Incurs enters the new staff, uses the new equipment, introduces the new technology all inevitable to have to carry on skill training， because abstract knowledge training not impossible to adapt the concrete operation immediately, regardless of your staff is how outstanding, the ability has, generally speaking all is strongly impossible not to be able to operate immediately after training very much well。 Quality training, this is topmost story which the organization trains. Whether here ”quality\" refers to the individual correctly thought。 The quality high staff should have the correct values, has the positive manner， has the good thought custom， has a higher goal. The quality high staff, possibly temporarily lacks the knowledge and the skill. But he can for the realization goal effectively， on own initiative study the knowledge and the skill； But quality low staff’s， since has already grasped the knowledge and the skill， but he possibly does not use. Above introduced three levels training contents， actually do choose which level the training content, is decides by the different trainer special details. Generally speaking， the superintendent is partial to knowledge training and quality training， but the common staff member favors knowledge training and skill training, it finally is and anticipated ”between the duty\" difference decided by trainer \"function\". 2。3 who do instruct the training

training resources to be possible to divide into the internal resources and exterior resources， internal resources including organization’s leadership， has the special knowledge and the skill staff; Exterior resources is refers to the specialized training personnel, the school, the public seminar or the academic course and so on。 In the multitudinous training resources， chooses what kind of resources, finally must and may the use resources decide by the training content。 Organization’s leadership， has the special knowledge and the skill staff is organization's important internal resources, uses internal resources, may cause trainer and train all obtains the enhancement in every way。 In organization's leadership is the quite appropriate candidate. First, they both have the specialized knowledge and to have the precious work experience； Next, they hoped the staff obtains successfully, because this may indicate they leadership ability; Finally, they are training own staff, therefore definitely can guarantee trains and works concerns. Which training way regardless of adopts, organization's leadership all is the important internal training resources。 Has the special knowledge and the skill staff also may instruct training, when the staff trains the staff， because frequently contacts， one kind of team spirit then naturally forms in the organization， moreover, did this has also exercised training instruction myself leadership ability, when the organization service was busy， the organization interior could not branch out the manpower to design and to implement staff's training plan， then requested various to exterior training resources。 Works the outstanding personnel certainly not necessarily to be able to train a similar work outstanding staff, because the teaching has its own some rules, exterior training resources exactly majority is the training personnel which the familiar adult studies the theory。 Exterior trains the personnel to be allowed to act according to circumstances according to the organization, and may provide the renewal compared to the internal resources the viewpoint, more open field of vision， but exterior training resources also has its deficiency， on the one hand， exterior personnel needs to be flowered the time and the energy uses in to understand the organization the situation and the concrete training demand， this will enhance the

training cost； On the other hand， uses exterior personnel to train, organization's leadership is irresponsible to the concrete training process, shirks the responsibility to staff's development. Exterior resources and internal resources respectively have the good and bad points under, but compares, or pushes the internal training resources， only has in the organization service truly busily, when cannot separate the manpower， when or truly the internal training resources lacks the suitable candidate， only then may choose exterior training resources, but although so， also must only then for is best exterior resources and internal resources union use。 2。4 determined trainer

acts according to the organization the training demand analysis， different demand decision different training content, thus on roughly determines the different training object, namely trainer。 In front of the hillock training is to the new staff introduced the organization the rules and regulations， cultural as well as organization's service and the staff， the new staff arrives the company, facing a new environment， they not too understood the organization the history and the organization culture, did not原文请找腾讯3249114六，维’论'文。网http：//www。lwfree。cn the hillock in view of the above various aspects

to train， Trained the content by the hillock in front of to decide trainer only could be organization's new staff, said regarding the senior staff， these trained meanless。 Regarding staff and transformation work post staff which soon is promoted, or cannot adapt the current post staff, their function with the duty or the anticipated duty which already had has the difference, the duty has been bigger than the function, needed to carry on training to them. May use to them in hillock training or outwork training， but which training method regardless of selects， all is take knowledge training, skill training and quality training as the content, but different content knowledge training, skill training and quality training have determined different trainer. After the concrete training demand analysis， according to the demand can determine the concrete training content， had also determined according to the demand analysis which staffs lack which knowledge or the skill, the training content and the deficient knowledge and skill tallying namely for this trainer。 Although the training content has decided roughly on trainer， but certainly was not equal to said these are trainer， but also should from the definite these roughly on trainer angle look whether it suitablly does receive training。 First looked these people to train whether is interested, if does not feel interest Yi Rangqi not to receive training， because does not have the enthusiasm， the effect definitely cannot be very good; On the other hand， must look its individualitycharacteristic, some individualities are inborn, since

can grasp the knowledge， the skill through training which needs, but he still ill was in harmony with this work， then he belonged must trade the post， but was not needs to train. Considered from the training content and trainer two aspects, finally definite trainer. 2.5 training dates choice training date choice.

When needs when to train， this truth is obvious， but in fact， achieves this point not to be certainly easy， actually often marched into some erroneous zones， the under procedure is marched into the erroneous zone. Many companies often are quite is convenient or training expense quite cheap time in the time provide training. If many companies grasp the plan to subscribe in the production off season prevented the influence production， actually did not know because not prompt training has actually created the massive second quality items， the waste product or other accidents, the price is higher， again like some companies subscribe training quite is cheap in the training expense， but this time actually certainly does not need to train, actually did not know when needs to train carries on the retraining actually to need to be able to leave the retraining the cost. When does the staff train the plan

the design to have to achieve needs when to train, in the usual situation, has the following four kind of situations to need to carry on training for a while.

First, the new staff allies the organization. The majority new staffs all must through the training familiar organization's working routine and the behavior standard, since the new staff entered organizes to have the outstanding workmanship, they also had to understand in the organization operation some differences, very little had the staff just to enter the organization to grasp all skills which the organization needed.

Second, the staff soon promotes or the post takes turns. Although the staff already became the organization senior staff， regarding organization's rules and regulations， organization culture and incumbent post responsibility all extremely familiar, but the Jin opens to the new post or takes turns the new post， is engaged in the new work， then can have the new request, although the staff does extremely on the original post splendidly， prepares regarding the new post not necessarily to be actually full, in order to adapt the new post, then requests to the staff to carry on training。

Third, as a result of the environment change, the request unceasingly trains the senior staff. Because the many kinds of reasons, need to carry on to the senior staff unceasingly train。 If introduces the new equipment, requests to train the new technology to the senior staff; Purchases new software， requests the staff to learn the installment and the use。 In order to adapt the market demand change, the organization all unceasingly is modulating own management strategy， after each time adjusts, all must carry on training to the staff.

Fourth, satisfies the recovery the need. Because the staff does not have the basic skill which the work needs， thus needs to train carries on the recovery。 In following two kind of situations, must carry on recovery training: One， because the labor market is scarce either the administrative intervention or other various aspects reason， you could not but advertise for have not conformed to the request staff member； Two, when employment advertise looks like meets the requirement as if， but actually uses its performance actually unItaly. When makes the training demand analysis， determined which knowledge needs to train and the skill, according to the former experience, makes the program arrangement to these knowledge and skill training， looked approximately needs how much time, as well as training is true the time which effective needs， thus inference training proposes the earlier period the length, when according to has and proposes the earlier period 原文请找腾讯3249114六，维'论'文。网http：//www。lwfree。cn organization trains the method has many kinds of, like teaches the law, the demonstration law, the case law， the discussion law, the seeing and hearing law， the role acting law and so on， each training method all has its own good and bad points， in order to improve the training quality， achieved the training goal, often needs each method to coordinate, the nimble use, under emphatically analyzes teaches the law, the demonstration law， the case law three commonly used methods, when training may act according to trains the way, the training content， the training goal selects one or selects the many kinds of coordinate use. 2。6。1 teaches

the law to teach the law is refers to teaching through the language expression， systematically teaches the knowledge to trainer, expected these trainer can remember important idea and specific knowledge。 Teaches the law to use in time the teaching requests： (1） Teaches the content to have to have the scientific nature， it is the guarantee teaches the quality the most important condition; (2） Teaches to have to have the systematic characteristic， orderliness clearly, key is prominent; (3） Teaches when the language must be clear， vivid is accurate; (4)

When necessity application blackboard writing。 Teaches the law although is in training applies the most popular one method, but it already has the obvious merit, simultaneously， also has very many flaws。 Teaching method merit： （1) Is advantageous systematically accepts new knowledge to trainer； (2) Easy to grasp with the control study progress; （3） Is advantageous to deepens understanding the difficulty big content; (4) May simultaneously carry on education training to many people. Its shortcoming is： (1） Teaches the content to have compulsorily, trainer has no right independently to choose the study content; （2) Study effect Yi Shou teacher teaches level influence； （3) Only is the teacher teaches, not to have the feedback; (4) Between trainer cannot discuss, is disadvantageous to the promotion understanding; （5） Has studied the knowledge is not easily consolidated。 2.6.2 demonstrations

law demonstration law is the utilization certain material object and the teaching aid， through really demonstrates， causes trainer to understand how some kind of business is does complete。 Demonstration law request： （1) Before the demonstration prepares all apparatuses， the placement is neat； (2) Enable each trainer all to see clearly the demonstration； (3） The demonstration finished, lets each try the center; （4) Tries to each trainer to do all gives the immediately feedback。 The demonstration law uses in the teaching similar merit and the shortcoming coexists. Its merit is： （1) Is helpful to stimulates trainer the study interest； (2） May use the many kinds of sense organs, achieves looked, listens， to think， to ask unifies; (3） Is advantageous to obtains the perceptual knowledge, deepens to studies the content the impression。 The demonstration method shortcoming is： (1) The suitable scope is limited, is not all contents all can demonstrate； （2） The demonstration installment migration is not convenient, is disadvantageous to the teaching place to chang; (3) Before the demonstration needs the certain expense and the energy prepares。

员工培训方案设计英文文献及翻译 员工培训方案设计研究 1 培训需求分析

组织作为市场竞争的主体,它必须是理性化，以经济人的眼光来看待一切，培训活动的成本无论从费用、时间和精力上来说,都是不低的，培训是要冒一定风险，因此在是否进行培训前需要进行需求分析,根据需求来指导培训方案的制定,要有的放矢,不能单纯地为培训而培训。

培训需求分析需从度来进行，包括组织、工作、个人三个方面。首先,进行组织分析。组织分析指确定组织范围内的培训需求，以保证培训计划符合组织的整体目标与战略要求.根据组织的运行计划和远景规划,预测本组织未来在技术上及组织结构上可能发生什么变化，了解现有员工的能力并推测未来将需要哪些知识和技能，从而估计出哪些员工需要在哪些方面进行培训，以及这种培训真正见效所需的时间，以推测出培训提前期的长短，不致监渴掘井。其次，进行工作分析。工作分析指员工达到理想的工作绩效所必须掌握的技能和能力。最后，进行个人分原文请找腾讯3249114六,维’论'文。网http://www.lwfree。cn 工

的\"职务”与”职能\"相一致。\"职务”和\"职能”二者都是变量，当职能提高了，需要开发职务，使两者保持一致;当职务超过了能力，就需要进行培训，开发职能，使两者复归一致。由于培训的对象是员工，能否做好工作取决于诸多因素，培训并不是万能的，而且培训要讲求成本收益，因此，看培训能否促进员工的个人行为发生所期望的转变。如果聘用了技能不符合要求的人或者是恶劣的态度问题等,则不是培训所能解决的问题，不需要培训，若存在的问题培训能够解决时，则进行员工培训，设计具体的培训方案。 2 培训方案各组成要素分析

培训方案是培训目标、培训内容、培训指导者、受训者、培训日期和时间、培训场所与设备

以及培训方法的有机结合.培训需求分析是培训方案设计的指南,一份详尽的培训需求分析就大致构画出培训方案的大概轮廓，在前面培训需求分析的基础上，下面就培训方案各组成要素进行具体分析。

2。1 培训目标的设置

培训目标的设置有赖于培训需求分析，在培训需求分析中我们讲到了组织分析、工作分析和个人分析,通过分析，我们明确了员工未来需要从事某个岗位，若要从事这个岗位的工作，现有员工的职能和预期职务之间存在一定的差距，消除这个差距就是我们的培训目标。设置培训目标将为培训计划提供明确方向和依循的构架.有了目标,才能确定培训对象、内容、时间、教师、方法等具体内容,并可在培训之后,对照此目标进行效果评估。培训总目标是宏观上的、较抽象的，它需要不断分层次细化，使其具体化，具有可操作性.要达到培训目标,就要求员工通过培训掌握一些知识和技能，即希望员工通过培训后了解什么？你希望员工通过培训后能够干什么?你希望员工通过培训后有哪些改变？这些期望都是以培训需求分析为基础的，通过需求分析,明了员工的现状,知道员工具有哪些知识和技能，具有什么样职务的职能，而企业发展需要具有什么样的知识和技能的员工，预期中的职务大于现有的职能，则要求培训。明了员工的现有职能与预期中的职务要求二者之间的差距,即确定了培训目标，把培训目标进行细化，明确化，则转化为各层次的具体目标，目标越具体越具有可操作性，越有利于总体目标的实现.

培训目标是培训方案实施的导航灯.有了明确的培训总体目标和各层次的具体目标,对于培训指导者来说,就确定了实施教计划，积极为实现目的而教学；对于受训者来说，明了学习目的之所在，才能少走多路,朝着既定的目标而不懈努力，才能达到事半功倍的效果，相反,如果目的不明确,则易造成指导者、受训者偏离培训的期望，造成人力、物力、时间和精力的浪费，提高了培训成本，从而可能导致培训的失败。培训目标与培训方案其它因素是有机结合的，只有明确了目标才有可能科学设计培训方案其它的各个部分，使设计科学的培训方案成为可能. 2。2 培训内容的选择

在明确了培训的目的和期望达到的学习结果后，接下来就需要确定培训中所应包括的传授信息了。尽管具体的培训内容千差万别，但一般来说，培训内容包括三个层次,即知识培训、技能培训和素质培训,究竟该选择哪个层次的培训内容，应根据各个培训内容层次的特点和培训需求分析来选择。

知识培训,这是组织培训中的第一层次。员工只要听一次讲座，或者看一本书,就可能获得相应的知识。在学校教育中，获得大部分的就是知识。知识培训有利于理解概念,增强对新环境的适

应能力，减少企业引进新技术、新设备、新工艺的障碍和阻挠。同时,要系统掌握一门专业知识，则必须进行系统的知识培训，如要成为\"X\"型人才，知识培训是其必要途径.虽然知识培训简单易行，但其容易忘记，组织仅停留在知识培训层次上，效果不好是可以预见的。

技能培训，这是组织培训中的第二个层次。这里所谓技能就是指能使某些事情发生的操作能力.技能一旦学会,一般不容易忘记，如骑车、游泳等。招进新员工，采用新设备,引进新技术都不可避免要进行技能培训，因为抽象的知识培训不可能立即适应具体的操作，无论你的员工是多么优秀,能力有多强,一般来说都不可能不经培训就能立即操作得很好。

素质培训，这是组织培训的最高层次。此处\"素质\"是指个体能否正确地思维。素质高的员工应该有正确的价值观，有积极的态度,有良好的思维习惯，有较高的目标。素质高的员工，可能暂时缺乏知识和技能.但他会为实现目标有效地、主动地学习知识和技能；而素质低的员工,既使已经掌握了知识和技能，但他可能不用。

上面介绍了三个层次的培训内容,究竟选择哪个层次的培训内容，是由不同的受训者具体情况决定的。一般来说，管理者偏向于知识培训与素质培训，而一般职员则倾向于知识培训和技能培训,它最终是由受训者的”职能”与预期的”职务\"之间的差异所决定的. 2.3 谁来指导培训

培训资源可分为内部资源和外部资源，内部资源包括组织的领导、具备特殊知识和技能的员工；外部资源是指专业培训人员、学校、公开研讨会或学术讲座等。在众多的培训资源中，选择何种资源，最终要由培训内容及可利用的资源来决定。

组织的领导、具备特殊知识和技能的员工是组织的重要内部资源,利用内部资源，可使受训者和培训者多方都得到提高.组织内的领导是比较合适的人选。首先，他们既具有专业知识又具有宝贵的工作经验；其次，他们希望员工获得成功，因为这可以表明他们自己的领导才能；最后，他们是在培训自己的员工,所以肯定能保证培训与工作有关。无论采取哪种培训方式,组织的领导都是重要的内部培训资源。具备特殊知识和技能的员工也可以指导培训，当员工培训员工时，由于频繁接触，一种团队精神便在组织中自然形成，而且，这样做也锻炼了培训指导者本人的领导才能，当组织业务繁忙，组织内部分不出人手来设计和实施员工的培训方案,那么就要求诸于外部培训资源。工作出色的人员并不一定能培训出一个同样工作出色的员工，因为教学有其自身的一些规律，外部培训资源恰好大多数是熟悉成人学习理论的培训人员。外部培训人员可以根据组织来量体裁衣，并且可以比内部资源提供更新的观点，更开阔的视野，但外部培训资源也有其不足之处，一方面，外部人员需要花时间和精力用于了解组织的情况和具体的培训需求，这将提高培训成本；另一方面，利用外部人员培训，组织的领导对具体的培训过程不负责任，对员工的发展逃避责任。外部资源和内部资源各有优缺点，但比较之下，还是首推内部培训资源,只有在组织业务确实繁忙，分不开人手时，或确实内部培训资源缺乏适当人选时，才可选择外部培训资源,但尽管如此，也要把外部资源与内部资源结合使用才为最佳。 2。4 确定受训者

根据组织的培训需求分析，不同的需求决定不同的培训内容，从而大体上确定不同的培训对象,即受训者。岗前培训是向新员工介绍组织的规章制度、文化以及组织的业务和员工,新员工来到公司，面对一个新环境，他们不太了解组织的历史和组织文化，不了解组织的运行计划和远景规划，不了解公司的,不了解自己的岗位职责,不熟悉自己的上司、同僚及下属，因此新员工进入公司或多或少都会产生一些紧张不安，为了使新员工消除紧张情绪，使原文请找腾讯3249114六,维’论'文。网http://www。lwfree。cn 工来说，

这些培训毫无意义。对于即将升迁的员工及转换工作岗位的员工，或者不能适应当前岗位的员工，他们的职能与既有的职务或预期的职务出现了差异,职务大于职能，对他们就需要进行培训.对他们可采用在岗培训或脱产培训，而无论采用哪种培训方式，都是以知识培训、技能培训和素质培训为内容，而不同内容的知识培训、技能培训和素质培训确定了不同的受训者。在具体的培训需求分析后，根据需求会确定具体的培训内容,根据需求分析也确定了哪些员工缺乏哪些知识或技能,培训内容与缺乏的知识及技能相吻合者即为本次受训者。 虽然培训内容决定了大体上的受训者，但并不等于说这些就是受训者，还应从确定的这些大体上的受训者的角度看其是否适合受训。首先看这些人对培训是否感兴趣，若不感兴趣则不易让其受训，因为没有积极性，效果肯定不会很好；另一方面，要看其个性特点，有些个性是天生的，既使通过培训能掌握所需的知识、技能,但他仍不适合于该工作，则他属于要换岗位，而不是需要培训。从培训内容及受训者两方面考虑，最终确定受训者.

培训日期的选择

培训日期的选择。什么时候需要就什么时候培训，这道理显而易见,但事实上，做到这一点并不容易，却往往步入一些误区，下面的做法就是步入了误区。许多公司往往是在时间比较方便或培训费用比较便宜的时候提供培训。如许多公司把握计划订在生产淡季以防止影响生产，却不知因为未及时培训却造成了大量次品、废品或其他事故，代价更高,再如有些公司把培训订在培训费用比较便宜的时候，而此时其实并不需要培训，却不知在需要培训时进行再培训却需要会出再培训的成本.员工培训方案的设计必须做到何时需要何时培训，通常情况下，有下列四种情况之一时就需要进行培训。

第一，新员工加盟组织。大多数新员工都要通过培训熟悉组织的工作程序和行为标准,既使新员工进入组织进已拥有了优异的工作技能，他们也必须了解组织运作中的一些差别，很少有员工刚进入组织就掌握了组织需要的一切技能。

第二，员工即将晋升或岗位轮换。虽然员工已经成为组织的老员工，对于组织的规章制度、组织文化及现任的岗位职责都十分熟悉,但晋开到新岗位或轮换到新岗位，从事新的工作,则会产生新的要求，尽管员工在原有岗位上干得非常出色，对于新岗位准备得却不一定充分，为了适应新岗位，则要求对员工进行培训.

第三，由于环境的改变，要求不断地培训老员工.由于多种原因,需要对老员工进行不断培训.如引进新设备,要求对老员工培训新技术；购进新软件,要求员工学会安装与使用.为了适应市场需求的变化，组织都在不断调制自己的经营策略，每次调整后,都需对员工进行培训。

第四,满足补救的需要。由于员工不具备工作所需要的基本技能,从而需要培训进行补救。在下面两种情况下，必须进行补救培训：一，由于劳动力市场紧缺或行政干预或其它各方面的原因，你不得不招聘了不符合要求的职员；二,招聘时看起来似乎具备条件，但实际使用上其表现却不尽人意。

在作培训需求分析时，确定需要培训哪些知识与技能，根据以往的经验,对这些知识与技能培训作出日程安排,看大致需要多少时间,以及培训真正见效所需的时间，从而推断培训提前期的长短,根据何时需用这些知识与技能及提前期,最终确定培训日期。 2。6 适当培训方法的选择

组织培训的方法有多种,如讲授法、演示法、案例法、讨论法、视听法、角色扮演法等,各种培训方法都有其自身的优缺点，为了提高培训质量，达到培训目的，往往需要各种方法配合起来,灵活使用，下面着重分析讲授法、演示法、案例法三种常用方法，在培训时可根据培训方式、培训内容、培训目的而择一或择多种配合使用。 2。6。1讲授法

讲授法就是指讲授者通过语言表达,系统地向受训者传授知识，期望这些受训者能记住其中的重要观念与特定知识.讲授法用于教学时要求：①讲授内容要有科学性，它是保证讲授质量的首要条件；②讲授要有系统性，条理清楚，重点突出；③讲授时语言要原文请找腾讯3249114六，维’论’文。网http://www。

lwfree.cn 具有强制性，受训者无权自主选择学习内容；②学习效果易受教师讲授的水平影响;③只是教师讲授,没有反馈；④受训者之间不能讨论,不利于促进理解;⑤学过的知识不易被巩固. 2.6.2演示法

演示法是运用一定的实物和教具，通过实地示范，使受训者明白某种事务是如何完成的。演示法要求：①示范前准备好所有的用具，搁置整齐；②让每个受训者都能看清示范物；③示范完毕，让每个受中者试一试;④对每个受训者的试做都给予立即的反馈。演示法用于教学同样优点与缺点并存。其优点为：①有助于激发受训者的学习兴趣；②可利用多种感官,做到看、听、想、问相结合；③有利于获得感性知识,加深对所学内容的印象.演示法的缺点为:①适用的范围有限，不是所有的内容都能演示；②演示装置移动不方便,不利于教学场所的交更;③演示前需要一定的费用和精力做准备. 2。6。3案例法:

案例是指用一定视听媒介，如文字、录音、录像等，所描述的客观存在的真实情景 。它作为一种研究工具早就广泛用于社会科学的调研工作中，20年代起，哈佛商学院首先把案例用于管理教学，称为案例教学法。案例用于教学有三个基本要求：①内容应是真实的，不允许虚构。为了保密有关的人名、单位名、地名可以改用假名，称为掩饰,但其基本情节不得虚假，有关数字可以乘以某掩饰系数加以放大或缩小，但相互间比例不能改变；②教学中应包含一定的管理问题，否则便无学习与研究的价值;③教学案例必须有明确的教学目的，它的编写与使用都是为某些既定的教学目的服务的。