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培训是为了提高业绩           ★★★ 【字体：小 大】
培训是为了提高业绩

作者：K.C See     人气：234    全球最全的财富中文资源平台
　　One day, the training manager of a public listed company came up to me and asked, “K C, what would your response be if a director of your company tells you that he does not believe in training because every person hired for the job should already know the job and therefore needs no training?”

　　有一天，某著名公司的培训经理前来问我“K C，如果你公司的总监对你说他不相信培训。因为雇佣的每个员工都应该了解自己的工作，因此培训没有必要，那么你该怎么回答他呢？”。
　　
　　There question is surprising, if not shocking, to me but I was too polite to say so as she was probably talking about her own company. I told her to ask that director how many of the people working for him would want to be in the same job for the rest of their life. Chances are very few.
　　这个问题让我很吃惊（如果谈不上震惊的话），但出于礼貌我并没有这么说。因为她可能就是在说自己的公司。我让她去问问那个总监，为他工作的员工中有多少人愿意在下半辈子都做同样的工作。机遇是少之又少的。

　　If that’s the case, then whose responsibility would it be to provide career enhancement opportunities to the employees? If it’s the company’s responsibility to provide career development, how would employers upgrade their employees’ skills and knowledge for more or bigger jobs, if not by training?
　　如果不需要培训，那么谁来负责提供给员工职业发展的机会？如果公司的职责是提供职业发展，那么如果不通过培训，员工又如何提高技能，增长知识以争取更多更好的职位呢？

　　The ignorance of a director of this large organization is regrettable. To make matters worse, I don’t think he’s alone. Whilst there is an emphasis on the need for the private sector to invest in human resource development very little

as happened. Many organizations are still dragging their feet on it.
　　如此大的组织的总监的无知是令人遗憾的。更糟糕是，我并不觉得只有他一个人有这种想法。虽然大家都强调投资人力资源的必要性，可是真正采取实际行动的却很少。许多组织仍裹足不前。

　　In a recent article in a prominent HR Magazine “Biz Shanghai”, it was reported that:
　　一份卓有成效的杂志“上海商业” 在近期报道了这样的信息：
　　“A lack of corporate training is seen as a major obstacle handicapping a company’s sustained development.
　　“如果管理层看不到培训后的绩效，那么他们不情愿对培训投资的想法是可以理解的”

　　But as to how to make the best use of the training budget, some company bosses are still at a loss…they don’t manage to find a way to make the best use of these budgets. Sometimes they haven’t a specific goal for training and as a result the training don’t seem to be effective… Unfortunately more than 90% of the training companies are not capable of changing the trainees’ way of thinking, …”
　　缺少公司培训被视为公司得以持续发展的主要障碍。但许多公司老板对于如何最大化地利用培训预算仍然十分困惑，他们无法找到利用预算的最佳方式。有时候他们没有具体的培训目标，结果往往是培训毫无成效…不幸的是，90%的培训公司无法更改被培训者的思考方式…”

　　Some companies are spending the money on training, but on haphazard and poorly planned training activities with little results to show in terms of enhancing the quality of the workforce and their performance. However, management cannot be totally blamed for this.
　　一些公司花了大量资金做培训，但是由于偶然性与计划不周会导致培训效果不佳，员工的质量和绩效也没有显著变化。然而，这不能完全归咎于管理层。

　　I tend to attribute this gap to the people who understands training, people such as training managers,

rainers and training consultants, for failing to sufficiently and professionally communicate, advice, guide, sell or inform the management. Management generally wants to get clear and straightforward answers to one question before they agree to invest in training – “How do we get business results from training?”
　　我认为，出现此差距的根本原因是那些了解培训的人---比如培训经理、培训师和培训顾问---没有对管理层进行充分而专业的沟通、建议、指导、销售或告知的工作。管理层在做出培训投资的决策前往往希望得到一个问题的明确而直接的答案 –“我们如何能通过培训得到绩效？”

　　The emphasis is on business results, and not on just having done “20 programmes this year,” as one training manager responded to a question on his achievements for the year. Results – not activities. It is easy to understand the reluctance to invest in training if management can’t see results.
　　重点是商业绩效，而不仅仅是完成“今年的 20 个培训计划”—某培训经理在谈及他本年度的成就时这样回答。结果-而不是活动。这就是为什么如果管理层看不到结果，他们就不愿投资培训。

　　Business results occur when skills taught during a training activity are applied on the job, thereby improving job performance. To ensure that the organization gets business results form its training investment, the following should be considered:
　　当培训中传授的技能适用于工作时，就会产生结果，从而改进工作绩效。在确保培训能产出绩效结果时，应考虑下列因素：

　　1、Training activities must be linked to business needs and not just to the latest and hottest seminar in town. I’ve actually heard training manager of a major local bank boast to me that his organization is the first to take all the major and latest training programmes to come from the

United States!
　　１、培训活动必须与业务需求相关联，而不仅仅是当前最新最热门的研讨会。我曾经听当地某银行的培训经理向我吹嘘他的组织总是第一个进行来自美国的所有主要的、最新的培训项目。
　　
　　Training must originate from business needs – for instance, a bank’s need to increase revenue by getting the tellers to cross-sell more-and not form just responding to intermittent training requests without sufficient analysis to determine the reason for that request.
　　培训必须源于公司的需求，例如，银行需要通过让柜台职员进行更多的交叉销售来增加其收入，而不仅仅是对断断续续的培训请求进行未彻底分析其原因的回应。

　　Business results occur when skills taught during a training activity are applied on the job, thereby improving job performance.
　　“当培训中传授的技能适用工作时，就会产生结果，从而改进工作绩效。”

　　For example, a request like “Can you send the telephone operator for a telephone techniques course?” is not a need but suggested solution. The real business need could be to reduce customer complaints about having to wait a long time for calls to be picked up. If that operator has to answer 2,500 calls a day, the problem is not necessary a lack of telephone techniques – it could be a situation of work overload and training alone might not help.
　　例如，诸如“您是否可以为这些接线生安排电话接听技巧课程？”并不是一个需求，而是一个提议的解决方案。公司真正的需求是减少客户对长时间等待接线生接电话的投诉。如果该接线生每天必须接听 2500 个电话，那么问题并不是她缺乏电话接听技巧--- 问题可能是因为超负荷工作，培训本身并不能解决问题。

　　2. Training must be performance based. Once business needs are identified, then next step is to identify what specific performance needs to be improved in order to either overcome a busines

problem – for instance, too many rejects form customers; or fulfill a business opportunity – for instance, staff to be able to sell a new line of products.
　　２、培训必须基于绩效。培训需求一旦确认，下一步就是确认应改善哪些特定的绩效表现，以克服业务难题 – 如太多的客户退货，或抓住业务机会– 如员工能够顺利销售新产品。

　　Proper training identification (TNI) must be carried out in order to provide valuable inputs to ensure that the training programme is designed to improve performance.
　　正确的培训需求识别（TNI）是为了提供有价值的信息以确保培训能改善绩效。

　　3. Work environment and the learning experience must support each other. Too often, training carried out results in the trainee going back to a working environment that does not support the learning experiences she has just gone through. A typical example is the employee who went for a seminar on motivation, got “excited” and returns back to working environment that regularly demotivates him. In six months, she’s back to her original self.
　　３、工作环境和学习经验必须互相支持。很多时候，培训后学员回到工作中，而他们刚刚获得的学习经验却不能派上用场。典型的例子就是，某员工去参加了关于激励的研讨会，培训中她得到了很大的“鼓舞”，但是之后却回到了经常令她垂头丧气的工作环境中。6个月后，她又打回原形了。

　　One reason could be that the existing system, corporate culture or the superiors do not support the trained employee in using her newly acquired skills. In many instances, a lack of follow-through by the superior contributed to this failure. The other could be that the training programme was designed without sufficient pre-analysis that would enable the programme to be customized to relate to ac

ual work situations.
　　一个原因可能是现有的体系和公司文化，或主管不支持员工使用他们新学的技能。在很多情况下，主管缺乏跟进也是失败的原因之一。另一个原因可能是未进行足够的培训前分析，因而没有针对实际工作情况设计合适的培训计划。

作者简介：
K.C See is the CEO and Principal consultant for the Quest Group; an international training and consulting firm. He is a director of CIIC-Quest a joint venture with CIIC Group providing in company training as well as organizational development consultancy in China. K.C. is the author of the bestseller: " Quest for Excellence: an Asian Executive's guide to personal performance, productivity and profits.

K.C See 是 Quest 集团的首席执行官与资深咨询师；Quest 集团是国际知名的培训和咨询公司。他还是中智-跨势---与中智集团合资在中国提供公司培训和组织发展咨询的公司的总监。K.C.同时是畅销书《精益求精 – 个人绩效、效率和收益 – 亚洲职业经理人指南》的作者。

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