2808招商银行新进员工培训方案设计外文参考文献译文及原文

2808招商银行新进员工培训方案设计外文参考文献译文及原文内容摘要：

n their craft from highly skilled colleagues as well as superiors. The ability to lead can in part be acquired through apprenticeship, and apprentices learn more from worldclass experts and leaders than from mediocre ones. Success, moreover, breeds success, so good people are likelier to stay with an organization that has many other good people.The role of job experience in driving growth is fairly well understood. Thus, it is striking that only 10 percent of the 6,000 executives McKinsey surveyed thought that their panies used job assignments effectively. The problem is that the people who control the process—senior line executives—don39。 t adequately factor development into their decisions. A division president naturally finds it safer to appoint an experienced, highly qualified candidate to a key position than to take a chance and stretch a possible future leader. Furthermore, that division president might not know how to use job experience to develop people: in the McKinsey survey, 48 percent of humanresources executives said that most executives think development is simply a function of training programs.Except for action learning and early training in managerial skills, training programs just are not capable of producing truly great executivesSuch programs are often favored because they are highly visible, as well as simple to create and run, and by establishing them an HR department can show that it is doing its bit to nurture people. But with two exceptions—action learning, built around real work projects, and early training in managerial skills to provide basic tools and knowledge and to facilitate career changes—training programs don39。 t produce great executives. To be effective, action learning should involve a highprofile project important to a pany, be limited to a small group of promising people, and in fact result in action. One project in a GE executive development course required a team to assess the pany39。 s investment strategy in South Korea. After four weeks partly spent in that country, the team presented its remendations to GE39。 s top 28 executives, who based the pany39。 s investment decisions largely on those remendations.Other kinds of training programs may be worthwhile as well. Firstclass corporate universities such as Motorola University and GE39。 s Crotonville can help create strong corporate cultures, align panies with their strategies, disseminate best practices, build personal networks, and spur programs for corporate change. But these are not the engines that drive the development of individual capabilities. The kind of training that really makes a difference has nothing to do with programs and everything to do with the informal training that goes on within panies in the form of feedback, coaching, and mentoring.Improving feedback isn39。 t hard, but it does take mitment and candor. Every year, Lawrence Bossidy, the CEO of AlliedSignal, writes assessments of the people who report directly to him. On one side of a sheet of paper he explains what they do well。 on the other side he notes deficiencies he would like to see corrected. In addition, AlliedSignal conducts detailed annual assessments of 20 upanding people, dispatching two HR professionals to interview 15 to 20 subordinates, peers, and bosses of each, and this feedback is regarded as enormously helpful. Perhaps more important, executives say that the exercise has changed the pany39。 s culture: It legitimized development, mented one。 now it39。 s OK to have development needs and work on them.It is harder to improve coaching and mentoring—inherently informal processes that depend on the chemistry between two people. The formal assignment of mentors can help, especially if a pany explains what it expects from the relationship, and an effective performance evaluation process can prod bosses to provide better advice. But it is more effective to build a culture that values coaching and expects it as part of the daily routine.Several McKinsey offices now regularly ask associates which partners they view as mentorsAt McKinsey, for instance, mentoring is regarded as a vital part of the development culture but is still not as mon as it should be. To encourage it, several McKinsey offices now ask all。