外文翻译-----实施一项培训应避免的十大误区(编辑修改稿)

外文翻译-----实施一项培训应避免的十大误区(编辑修改稿)内容摘要：

and confidence, also enhance their prestigeand affinity. However, nothing replaces the firsthand knowledge you as management by participating in your own training. 6. Assuming Training is a Panacea. Training alone cannot be considered a cureall, we can39。 t expect to organize a professional skill training, then all the employees in the future work across related problems can be solved, it is not realistic. Management must ensure the employees are provided the proper tools and atmosphere to deliver optimal member service that lives up to management39。 s expectations. This may include processes, technology, feedback mechanisms, recurrent training, etc. An integrated process must be developed in order for the desired outes to be achieved. Best can will training work institutionalized, forming a mechanism, establish a structured training system. These include training needs solicitation, training plan, training and the training mode selection, training effectiveness evaluation, etc. Only to have a plete set of training system, the training work ability reasonable and orderly implementation. We do not assume training is everything, also did not expect training can solve all problems, we expect that the implementation of the training work can achieve the desired effect. 7. Not Discussing Strategies Nor Following Up With Employees Periodically. Training is not a onetime event. The answer is negative. Implementing a training program, cannot say after the training, the training work is annulled, it must and subsequent training work es in contact, because all the work for the enterprise strategy and service, which means we must according to the management of the enterprise development strategy to develop a training plan. Moreover, if the training employees receive is only delivered once, without periodic reinforcement, the strategies and lessons learned are bound to be forgotten. Then we get the corresponding training investment returns, the enterprise development also not realize. At this time, management needs to discuss the strategies for which training is being provided. Why is the training taking place? What are the desired outes? How will the member benefit? 8. Waiting Until 4th Quarter to Assess Their Progress During The Year. Often management assessment of programs and performance is relegated to a onetime, endofyear exercise. It is in the end of the year when for the conduct of all training programs summarizes, assessment, and on this basis carry out next year39。 s training needs solicitation. It is impossible to make an accurate assessment in this manner. Because a lot of training effect of transformation is in training just end or over time reflect the most obvious, otherwise difficult to carry on the appraisal. Usually,assessment needs to be a continuous process throughout the year. Incremental adjustments and finetuning need to occur in realtime throughout the year. This is the only way management can maintain the pulse of the business and review and adjust as。