战略培训和发展——一种组织成功的途径[文献翻译].doc

1、本科毕业论文（设计）外文翻译题目基于胜任力的A公司培训课程体系研究学院商学院专业人力资源管理班级学号学生姓名指导教师外文题目STRATEGICTRAININGANDDEVELOPMENTAGATEWAYTOORGANIZATIONALSUCCESS外文出处HRMAGAZINE外文作者原文STRATEGICTRAININGANDDEVELOPMENTAGATEWAYTOORGANIZATIONALSUCCESSINTRODUCTIONORGANIZATIONALSUCCESSDEPENDSONTHEKNOWLEDGE,SKILLSANDABILITIESOFTHEWORKFORCEINALEAR

2、NINGORGANIZATION,RETENTIONOFTALENT,INTELLECTUALCAPITALANDKNOWLEDGEMANAGEMENTAREVITALTOSUPPORTTHECOMPANYSMISSION,VISIONANDSTRATEGICGOALSTRENDSSUCHASGLOBALIZATION,TECHNOLOGY,OUTSOURCING,THEAGINGWORKFORCEANDCOMPETITIONFORTALENTALLCONTRIBUTETOTHENECESSITYTOINVESTINHUMANCAPITALTHUS,TOPROMOTECOMPETITIVEAD

3、VANTAGE,AKEYHRLEADERSHIPROLEISTOIDENTIFY,DESIGNANDIMPLEMENTSTRATEGICTRAININGANDDEVELOPMENTINITIATIVESTRADITIONALLY,THEPURPOSEOFTRAININGANDDEVELOPMENTHASBEENTOENSURETHATEMPLOYEESCANEFFECTIVELYACCOMPLISHTHEIRJOBSTODAY,THEBUSINESSENVIRONMENTHASCHANGED,WITHINTENSEPRESSUREONORGANIZATIONSTOSTAYAHEADOFTHEC

4、OMPETITIONTHROUGHINNOVATIONANDREINVENTIONINFACT,ACCORDINGTOTHE2006SHRMWORKPLACEFORECAST,THEIMPORTANCEOFCONTINUEDLEARNINGISANOVERARCHINGTRENDOFSOCIETALNEEDS,INDICATINGTHATORGANIZATIONSMUSTFOSTERLEARNINGASASOCIALRESPONSIBILITYTOENSURETHEYARECOMPETITIVEINTHEGLOBALMARKETPLACEBYDEFINITION,TRAININGANDDEVE

5、LOPMENTREFERSTOTHEPROCESSTOOBTAINORTRANSFERKNOWLEDGE,SKILLSANDABILITIESNEEDEDTOCARRYOUTASPECIFICACTIVITYORTASKTHEBENEFITSOFTRAININGANDDEVELOPMENTFORBOTHTHEEMPLOYERANDEMPLOYEEARE,INFACT,MUCHBROADERTOMEETCURRENTANDFUTUREBUSINESSDEMANDS,TRAININGANDDEVELOPMENTENCOMPASSESAWIDERANGEOFLEARNINGACTIONS,FROMT

6、RAININGFORTASKSANDKNOWLEDGESHARINGTOIMPROVEDCUSTOMERSERVICEANDCAREERDEVELOPMENT,THUSEXPANDINGINDIVIDUAL,GROUPANDORGANIZATIONALEFFECTIVENESSSTRATEGICPOSITIONINGOFTRAININGANDDEVELOPMENTDIRECTLYPROMOTESORGANIZATIONALBUSINESSGOALSANDOBJECTIVESKEYBUSINESSCHALLENGESREQUIRETHATCOMPANIESTHOUGHTFULLYEVALUATE

7、THEIRMARKETPOSITIONANDDETERMINETHETALENT,SKILLSANDKNOWLEDGETOBESUCCESSFULWHILETHEOVERALLRESPONSIBILITYFORTRAININGANDDEVELOPMENTUSUALLYFALLSUNDERTHEHUMANRESOURCESDEPARTMENT,THEREPORTINGRELATIONSHIPBETWEENHRANDTHETRAININGFUNCTIONVARIESFROMCOMPANYTOCOMPANYFORPURPOSESOFDISCUSSIONINTHISARTICLE,ITISASSUME

8、DTHATHRHASRESPONSIBILITYFORTHETRAININGANDDEVELOPMENTFUNCTIONFACTORSINSTRATEGICTRAININGANDDEVELOPMENTWHENSTRATEGICALLYAPPLIED,CONTINUOUSLEARNINGFOSTERSKNOWLEDGEANDSKILLSACQUISITIONTOHELPTHEORGANIZATIONACHIEVEITSGOALSHRSROLEISTOESTABLISHANDIMPLEMENTAHIGHLEVELROADMAPFORSTRATEGICTRAININGANDDEVELOPMENTTH

9、ESTARTINGPOINTISANINDEPTHUNDERSTANDINGOFTHEBUSINESSENVIRONMENT,KNOWLEDGEOFTHEORGANIZATIONSGOALSANDINSIGHTREGARDINGTRAININGANDDEVELOPMENTOPTIONSHRMUSTTHENDEVELOPSTRATEGICLEARNINGIMPERATIVESHIGHLEVEL,LEARNINGRELATEDACTIONSTHATANORGANIZATIONTAKESTOBECOMPETITIVETHATALIGNWITHBUSINESSGOALSDIFFERENCESININD

10、USTRY,BUSINESSGOALS,HUMANCAPITALSKILLSANDRESOURCESINFLUENCETHESELECTIONOFLEARNINGIMPERATIVESBELOWARESOMEEXAMPLES1DIVERSIFYTHELEARNINGPORTFOLIO2EXPANDTHEVIEWOFWHOMTOTRAIN3ACCELERATETHEPACEOFEMPLOYEELEARNING4PREPAREEMPLOYEESTODEALBETTERWITHCUSTOMERS5ENSURETHATEMPLOYEESBELIEVETHEREAREOPPORTUNITIESTOLEA

11、RNANDGROW6EFFECTIVELYCAPTUREANDSHAREKNOWLEDGE7DIAGNOSEANDMODIFYTHEWORKENVIRONMENTTOSUPPORTTRANSFERANDLEARNINGTODETERMINEAPPROPRIATESTRATEGICLEARNINGIMPERATIVES,HREXPLORESANDGATHERSINFORMATIONFOREXAMPLE,REGARDINGDIVERSIFICATIONOFTHECOMPANYSLEARNINGPORTFOLIO,ONEMIGHTASK,“HOWARERESOURCESALLOCATED“OR,TO

12、ACCELERATETHEPACEOFLEARNING,ANIMPORTANTQUESTIONIS“WHICHEMPLOYEEGROUPSNEEDTOQUICKLYACQUIRENEWKNOWLEDGE“ACCORDINGTOTHE2007JOBSATISFACTION,ASURVEYREPORTBYTHESOCIETYFORHUMANRESOURCEMANAGEMENT,THEABILITYTOUSESKILLSINTHEWORKPLACEANDTHEOPPORTUNITYFORCAREERDEVELOPMENTWERERATEDASVERYIMPORTANTBYBOTHHRANDEMPLO

13、YEESEMPLOYEESWANTOPPORTUNITIESTOGROW,ORTHEYWILLLEAVE,TAKINGWITHTHEMVALUABLEINSTITUTIONALKNOWLEDGEASHIGHLIGHTEDINSHRMS2007BENEFITSSURVEYREPORT,COMPANIESTODAYOFFERABROADRANGEOFBENEFITSTOHELPEMPLOYEESADVANCEINTHEIRCAREERS96OFFERPROFESSIONALDEVELOPMENTOPPORTUNITIESEG,SEMINARS,CONFERENCES,COURSES,TRAININ

14、GTOKEEPSKILLSCURRENT91PAYFORPROFESSIONALMEMBERSHIPS27OFFERCAREERCOUNSELING26OFFERAFORMALMENTORINGPROGRAM12OFFERFOREIGNNONENGLISHLANGUAGECLASSESAND6PROVIDEELSCLASSESENGLISHASASECONDLANGUAGEORGANIZATIONSTHATINVESTINOPPORTUNITIESFORGROWTHANDLEARNINGGENERATESIGNIFICANTRETURNSONEMPLOYEERETENTION,MOTIVATI

15、ON,TRUSTANDINITIATIVEFOREXAMPLE,GLOBALORGANIZATIONSCOMMITTEDTOEMPLOYEEDEVELOPMENTEG,PROCTOR2DEVELOPMEASURABLELEARNINGOUTCOMESANDANALYSISOFTRANSFEROFTRAINING3DEVELOPOUTCOMEMEASURES4SELECTANEVALUATIONSTRATEGYAND5PLANANDEXECUTETHEEVALUATIONPROCESSTRAININGOUTCOMESINCLUDECOGNITIVEOUTCOMESSAFETYRULES,STEP

16、SINAPPRAISALPROCESS,SKILLBASEDOUTCOMESLISTENINGANDCOACHINGSKILLS,AFFECTIVEOUTCOMESSATISFACTIONWITHTRAINING,ATTITUDESREGARDINGOTHERCULTURES,RESULTSLOWERABSENTEEISM,FEWERACCIDENTS,ANDRETURNONINVESTMENTECONOMICVALUEMEASUREDINDOLLARSBENEFITSOFALEARNINGORGANIZATIONIN1990,PETERSENGESBOOK,THEFIFTHDIMENSION

17、,BROUGHTTHECONCEPTANDVALUEOFALEARNINGORGANIZATIONTOTHEATTENTIONOFTHEBUSINESSCOMMUNITYTODEVELOP,NURTUREANDMAINTAINALEARNINGORGANIZATIONREQUIRESSTRATEGICFOCUSONTHEPURPOSEOFLEARNINGFORBOTHTHEEMPLOYERANDTHEEMPLOYEEFORALEARNINGORGANIZATIONTOBEEFFECTIVE,LEADERSHIPSUPPORTANDGUIDANCEOFCONTINUOUSLEARNINGISVI

18、TAL,BEGINNINGWITHTHECEOFORAPPLIEDLEARNING,ASUPPORTIVEWORKENVIRONMENTISCRITICALSEEFIGURE5TOREAPBUSINESSBENEFITS,HRSHOULDFOCUSON1DESIGNINGTRAININGANDDEVELOPMENT,KEEPINGENDRESULTSINMIND,SUCHASPERFORMANCEANDCAPACITYGOALS2LEVERAGINGLEARNING/KNOWLEDGEASSETSAND3INCLUDINGKEYORGANIZATIONALCHARACTERISTICSINTH

19、EOVERALLINTEGRATEDAPPROACHTOTRAININGANDDEVELOPMENTTRAININGANDDEVELOPMENTPROGRAMSALSOOFFEROPPORTUNITIESTOEMPLOYEESTOBUILDINTERNALANDEXTERNALNETWORKSANDLEARNFROMOTHERPARTICIPANTSTODAY,THERELATIONSHIPBETWEENTHEORGANIZATIONANDTHEEMPLOYEEHASCHANGEDTHEREISGREATEREMPHASISPLACEDONTHEVALUEOFINDIVIDUALANDTEAM

20、CONTRIBUTIONSTOFINDBUSINESSSOLUTIONSTHEEMPLOYEEISVIEWEDASALEARNINGCUSTOMER,BRINGINGPERSONALPREFERENCESANDMOTIVATIONTOTHEWORKPLACETHELEARNINGORGANIZATIONTHEREFOREREQUIRESANENVIRONMENTTHATSUPPORTSGROWTHFORINDIVIDUALCAPABILITYANDEXPERIENCEAND,ATTHESAMETIME,INCREASESBUSINESSPERFORMANCEFORLEARNINGTOTRULY

21、BENEFITBOTHTHEORGANIZATIONANDTHEEMPLOYEE,THEEMPLOYERMUSTCONSIDERTHELEARNERTHEEMPLOYEEASAVITALINVESTMENTFORBUSINESSSUCCESSINTHEBOOKWORKBASEDLEARNING,AUTHORJOSEPHRAELINRECOMMENDSACTIONLEARNINGTOSUPPORTLEARNINGWORKINTEGRATIONTHEVALUEOFTRAININGANDDEVELOPMENTFORTHEORGANIZATIONTOGAINTRUEVALUEFROMSTRATEGIC

22、TRAININGANDDEVELOPMENT,SENIORMANAGEMENTMUSTBEFULLYCOMMITTEDTOORGANIZATIONALLEARNINGCONSEQUENTLY,ITISIMPORTANTTHATHRUNDERSTANDSTHECONCEPTOFTRAININGTRANSFERIE,TRANSFEROFLEARNINGRESEARCHERSHAVEDEVELOPEDTHEORETICALMODELSANDSTUDIEDTHERELATIONTOTRAININGTRANSFERANDTHEIMPACTOFTRAININGCHARACTERISTICSSUCHASWO

23、RKENVIRONMENTFACTORS,TRAININGDESIGNVARIABLESANDTRAINEECHARACTERISTICSINPARTICULAR,THESOCIALLEARNINGTHEORYPOINTSTOTHECRITICALITYOFSELFEFFICACYFOREFFECTIVELEARNINGKEYFACTORSARETHEEMPLOYEELEVELOFMOTIVATION,ABILITYTOUNDERSTANDANDPREVIOUSKNOWLEDGEANDSKILLVALUEISALSOINFLUENCEDBYGOALSETTINGFOREXAMPLE,ORGAN

24、IZATIONALCOMMITMENTTOTRAINING,WORKPERFORMANCEEXPECTATIONSAND/ORACQUISITIONOFNEWSKILLSANDEMPLOYEEPARTICIPATIONINDECISIONMAKINGONTRAININGNEEDSANOTHERKEYMODELREGARDINGTRAININGISTHECOGNITIVETHEORYOFTRANSFER,APROCESSMODELOFLEARNINGACCORDINGTOTHISTHEORY,THELIKELIHOODOFTRANSFERISDEPENDENTONTHETRAINEESABILI

25、TYTORETRIEVEANDUSELEARNEDCAPABILITIESINTHEWORKPLACEINTRAININGPROGRAMS,TRAININGTRANSFERISFURTHERENHANCEDTHROUGHAPPLICATIONASSIGNMENTSTHATCREATESIMULATIONSTOAPPLYLEARNINGINTHEWORKSETTINGEG,IDENTIFICATIONOFWORKPROBLEMSANDSITUATIONS,THUSLINKINGLEARNEDCAPABILITYANDREALWORLDAPPLICATIONPOTENTIALOBSTACLESTH

26、ATINHIBITTRANSFEROFLEARNINGINCLUDEWORKCONDITIONSTIMEPRESSURES,FEWOPPORTUNITIESTOUSESKILLS,LACKOFPEERSUPPORTDISCOURAGEMENTOFUSEOFNEWSKILLS/KNOWLEDGEONTHEJOB,TRAININGVIEWEDASAWASTEOFTIME,ANDLACKOFMANAGEMENTSUPPORTMANAGERSWHODONOTOFFERTRAININGOPPORTUNITIES,REINFORCETRAININGORPROVIDEENCOURAGEMENTFOREMPL

27、OYEESTOUSETRAININGCONTENTSELFMANAGEMENTSKILLS,BEHAVIORSANDSTRATEGIESCANHELPEMPLOYEESTOOVERCOMESUCHBARRIERS,SUCHASSETTINGGOALSTOUSENEWSKILLS,FINDINGWAYSTOAPPLYLEARNINGONTHEJOB,MONITORINGUSEOFNEWLEARNINGONTHEJOBANDPROVIDINGSELFREINFORCEMENTFINALLY,BYIMPROVINGAND/ORBUILDINGONTHEWORKCLIMATETOTRANSFERTRA

28、INING,THEVALUEOFTRAININGCANBEFURTHEROPTIMIZEDTHEFOLLOWINGRECOMMENDATIONSBYRESEARCHERSMACHINANDFOGARTYOFFERSTRATEGIESTHATHRCANUSETOPOSITIVELYINFLUENCETRAININGOUTCOMES1PROVIDETRAINEESWITHSOCIALCUESEG,WRITTENACKNOWLEDGMENTBYMANAGEROFWORKWELLDONE,SUCHASINTHEPERFORMANCEAPPRAISALPROCESSTHATVALIDATETHATTRA

29、NSFERTRAININGISSUPPORTEDBYMANAGEMENT2PROVIDEPOSITIVEREINFORCEMENTRECOGNITIONINCOMPANYNEWSLETTER3PROVIDEEVIDENCEOFTARGETEDIMPROVEDPERFORMANCEDUETOTRANSFERTRAININGAND4LINKTRANSFEROFTRAININGTOFUTUREJOBSUCCESSTHROUGHSUCHSTRATEGIESANDBYESTABLISHINGPOLICIESANDPRACTICESTHATSUPPORTTRAININGANDDEVELOPMENT,HRF

30、URTHERREINFORCESTHEMESSAGETHATTHEORGANIZATIONVALUESLEARNINGTECHNOLOGYFORTRAININGTECHNOLOGYISAFUNDAMENTALTRAININGPLATFORMANUMBEROFFACTORSCONTRIBUTETOTHEINCREASINGUSEOFTECHNOLOGYINTRAININGANDDEVELOPMENT1THEDECREASEDCOSTOFTECHNOLOGY2THEINCREASINGUSEOFTHEWORLDWIDEWEB,MULTIMEDIA,ELEARNINGANDUPCOMINGTECHN

31、OLOGIES,SUCHASWEBCONFERENCINGPLATFORMS3GREATERUSEOFCONTINGENTWORKERSPARTTIMERS,CONSULTANTSTODELIVERTRAINING,NOMATTERTHEGEOGRAPHICLOCATIONOFTRAINERANDTRAINEE4SIGNIFICANTCOSTSAVINGSTRAVEL,HOUSING,FOODAND5THEABILITYTOBUILDDIFFERENTELEMENTSINTOPROGRAMSTOIMPROVETHELEARNINGENVIRONMENTPRACTICE,FEEDBACK,REI

32、NFORCEMENTASARESULTOFTECHNOLOGICALADVANCES,ORGANIZATIONSGAINININNOVATION,EFFECTIVENESSANDSUCCESSFOREXAMPLE,TRAININGPROGRAMSTHATCOMBINEVARIOUSTECHNOLOGIESSUCHASINSTRUCTIONALDESIGN,COMPUTERSCIENCEANDGRAPHICINTERFACESHAVETHEPOTENTIALTOHELPEMPLOYEESINCREASETHEIRABILITYTOLEARNNEWTECHNOLOGYALSOLEADSTOTHED

33、EVELOPMENTOFSMARTPRODUCTSTHATASSISTEMPLOYEESTODOTHEIRJOBBETTER,SUCHASIMPROVEDCUSTOMERSERVICETECHNOLOGYTOTRACKSHIPPINGANDDELIVERYPROCESSESADDITIONALLY,WITHTHEINCREASEOFVIRTUALWORKARRANGEMENTS,TECHNOLOGYCONNECTSVIRTUALKNOWLEDGETEAMSWHEREEMPLOYEESMAYBELOCATEDINMULTIPLETIMEZONES,DIFFERENTCOUNTRIES,AND/O

34、RCOMPANIESCONSEQUENTLY,MUCHTRADITIONALCLASSROOMINSTRUCTIONISBEINGREPLACEDBYTECHNOLOGY,THROUGHINTERFACESSUCHASTHEINTERNET,INTRANETSANDCDROMSFORTRAINERS,THEBENEFITSOFONLINELEARNINGINCLUDESTREAMLININGTHELEARNINGPROCESSANDNOTHAVINGTOCOORDINATESCHEDULESWITHTRAINEESFORTRAINEES,THEBENEFITSINCLUDETHEABILITY

35、TOACCESSCOURSESONLINEWITHOUTHAVINGTOLEAVEWORKANDJUSTINTIMELEARNINGTECHNOLOGYALSOALLOWSFORTHEDESIGNOFTRAININGMATERIALTHATPROMOTESLEARNINGMOTIVATION,STIMULATIONANDRETENTIONTHEUNDERLYINGASSUMPTIONSOFTHESEBENEFITSARECOSTREDUCTIONSANDEFFICIENCYOFLEARNINGFROMASTRATEGICVIEWPOINT,HOWEVER,RESEARCHREVEALSQUES

36、TIONSREGARDINGTHEEFFECTIVENESSOFLEARNINGPROCESSESANDOUTCOMESOFTECHNOLOGYBASEDTRAININGINORGANIZATIONSFOREXAMPLE,ITISIMPORTANTTHATLEARNERCHARACTERISTICSAREBUILTINTOTHETECHNOLOGYTOFACILITATENOTHINDERACTIVEANDENGAGEDLEARNINGDEPENDINGONTHEORGANIZATIONSSTRATEGICGOALS,HRWILLWANTTOEXPLOREANDSELECTTHEBESTPRO

37、GRAMSBYCONSIDERINGISSUESSUCHASONLINELEARNINGOPTIONSEG,TEXT,GRAPHICS,ANIMATIONS,SELECTINGTHERIGHTVENDOR,ANDAVAILABLEPROCESSESFORLEARNINGANDOUTCOMEEVALUATIONSINADDITION,DESIGNANDDELIVERYOFTRAININGARECRITICALASPECTSOFINDIVIDUALIZEDLEARNINGWHILEBEYONDTHESCOPEOFTHISARTICLE,HRWOULDBENEFITFROMBEINGAWAREOFC

38、ERTAINFACTORSOFTECHNOLOGYINSTRUCTION,SUCHASSTRUCTUREDOESITSUPPORTALEARNINGENVIRONMENT,PRESENTATIONOFINFORMATIONDOESITFACILITATEACTIVELEARNING,ANDLEARNERCONTROLCANEMPLOYEESSELECTCONTENTFOCUSAREA,THESEQUENCEOFLEARNINGANDTHEINTENDEDLEARNINGSTRATEGIESWITHTHESEFACTORSINMIND,HRWILLBEBETTERPOSITIONEDTOSTRA

39、TEGICALLYEVALUATEPROGRAMSFORTHEORGANIZATIONCORPORATEUNIVERSITIESASAVEHICLEFORSTRATEGICTRAININGANDDEVELOPMENT,THECORPORATEUNIVERSITYCUHASBEENGAININGINPOPULARITYANDSOPHISTICATION,WITHAPPROXIMATELY1,000ESTABLISHEDEACHYEARTHECUENCOURAGESALEARNINGCULTURE,DRIVESSTRATEGICCHANGE,DEVELOPSCREATIVITYANDPROMOTE

40、SINNOVATIONITSPURPOSEISTOCREATEDELIBERATEFORMATIVEEXPERIENCESTHATSERVEANUMBEROFSTRATEGICPRIORITIES,SUCHASINTEGRATION,CULTUREBUILDINGANDKNOWLEDGEMANAGEMENTAKEYSTRATEGICCHANGEMANAGEMENTINITIATIVE,THECUCANRESTOREINTELLECTUALCAPITALLOSTTHROUGHDELAYERINGIE,CREATINGANORGANIZATIONWITHFEWERLAYERS,DOWNSIZING

41、ANDMERGERSBAESYSTEMSISANEXAMPLEOFACOMPANYTHATHASUSEDTHECORPORATEUNIVERSITYASASTRATEGICPROCESSFORPOSTMERGERINTEGRATION,CREATINGALEARNINGORGANIZATION,ESTABLISHINGKNOWLEDGEMANAGEMENTACROSSBUSINESSUNITSANDDEVELOPINGSENIORLEADERSTHROUGHTHEUSEOFTECHNOLOGYANDELEARNING,THECUISRAPIDLYBECOMINGAVIRTUALLEARNING

42、ORGANIZATIONELEARNINGPROGRAMSOPTIMIZERESOURCESTHROUGHSUBSTANTIALCOSTSAVINGSEG,REDUCEDTIMEAWAYFROMTHEJOBANDDELIVERYFLEXIBILITYEG,PACEOFLEARNING,REACHINGEMPLOYEESINGEOGRAPHICALLYDISPERSEDAREASANDATVIRTUALWORKBASESINFACT,THE2006SHRMWORKPLACEFORECASTCITESTHEINCREASEDDEVELOPMENTANDUSEOFELEARNINGASATOPTRE

43、NDTHEFOLLOWINGMINICASESTUDYOFFERSINSIGHTINTOBENEFITSANDBARRIERSOFELEARNINGASRELATEDTOTHECORPORATEUNIVERSITYINCLOSINGCLEARLY,INAHIGHLYCOMPETITIVEGLOBALMARKETPLACE,STRATEGICTRAININGANDDEVELOPMENTISKEYAPRIMEEXAMPLEISTHEPROGRAMTHATWONASHRMHUMANCAPITALAWARD,THEINNOVATIVEBUSINESSSOLUTIONAWARDPRESENTEDTOAN

44、HRDEPARTMENTTHATSUCCESSFULLYDEVELOPSACREATIVEANDETHICALSOLUTIONTOANEWORONGOINGORGANIZATIONALCHALLENGEANDDEMONSTRATESBOTTOMLINEVALUEOFPEOPLESTRATEGIESINOCTOBER2007,IBMWONTHISAWARDFORITS“BLUEOPPORTUNITIES,ANINNOVATIVEAPPROACHTOCAREERDEVELOPMENT,“PROVIDINGLEARNINGANDGROWTHOPPORTUNITIESINTHEWORKPLACEFOC

45、USINGONSHARINGKNOWLEDGEANDSKILLSAMONGTHECOMPANYS356,000GLOBALEMPLOYEES,THISPROGRAMOFFERSSTAFFDEVELOPMENTOPPORTUNITIESJOBSHADOWING,STRETCHASSIGNMENTSANDCROSSDIVISIONALPROJECTSTHEPROGRAMISVIRTUALEMPLOYEESWORKFROMTHEIRHOMEBASEWITHOUTCHANGINGJOBSTHUS,ASHIGHLIGHTEDBYTHISHUMANCAPITALAWARD,THROUGHTHEIDENTI

46、FICATIONANDIMPLEMENTATIONOFSOLUTIONSUSINGSTRATEGICTRAININGANDDEVELOPMENT,HRDIRECTLYPROVIDESEXCELLENCEINTHEFACEOFTODAYSBUSINESSTRENDS译文战略培训和发展一种组织成功的途径介绍组织的成功依赖于劳动者的知识、技能和能力。在学习型组织中，才能、智力资本和知识管理的保留对支持组织的使命、愿景和战略目标至关重要。全球化、科技、外包、成熟化的劳动力和智力的竞争等趋势，都为投资人力资本的必然性做了贡献。因此，为了提升竞争力优势，关键的人力资源领导能力角色用来鉴别、设计和执行战略性

47、培训和发展活动。传统上，培训和发展的目的已经被保证员工能有效地完成他们的工作。现在，商业环境已经改变了，便随着组织的强烈的压力，通过创新和重塑来保持竞争力的前瞻性，事实上，通过2006年的工作场所战略人力资源管理预测，持续性学习的重要性是一种首要的社会需要趋势，表明组织必须将培养学习作为一种社会责任来保证他们在全球市场的竞争力。通过定义，培训和发展是指获取或转移知识、技能和能力，用来执行特殊活动或任务的过程。培训和发展的效益，事实上，对雇主和员工双方来说更加宽广。为了满足现在和未来商业需求，培训和发展包含广泛的学习行动，从任务培训到知识分享来提升顾客服务和职业发展，因此来扩张个人、团体和组织的

48、效率。培训和发展的战略定位直接提升组织的商业目标和目的（见数字1）。关键的商业挑战需要公司成熟地评估他们的市场定位和决定才能、技能和知识来获得成功。当然培训和发展的全部职责通常属于人力资源部门，人力资源和培训的功能的关系报告不同与公司和公司。这篇文章中的讨论的目的是假设人力资源对培训和发展的功能有责任。战略培训和发展的因素当战略被执行，持续的学习培养知识和技能获取来帮助组织达到它的目标，人力资源的角色是为战略性培训和发展建立和执行一个高水准的路标。开始的关键是一个深入的对商业环境的的理解、对组织目标的了解、关于培训和发展选择的洞察力。之后，人力资源必须开发战略性的学习强制（组织采取的高水准、与

49、学习相关的行动使得其具有竞争力）使其与商业目标相一致。产业的不同，商业目标、人力资本技能和资源影响组织学习的强制性。以下是一些例子。1、学习文件夹的多样化2、谁会被培训的观点的扩张3、加快员工学习的步伐4、使员工与顾客更好地交流做好准备5、确保员工相信存在机会学习和成长6、有效地获取和分享知识7、诊断和修改工作环境来支持转变和学习为了决定合适的战略学习强制，人力资源探索和搜集信息（见数字3）。举个例子，关于公司的学习文件夹的多样性，有人会问，“资源要如何分配”或者，为了加快学习的步伐，一个重要的问题是“哪个员工团体需要迅速获得新的知识”通过2007年的工作满意度，一个人力资源管理团体的调查报告，在工作场所使用技能的能力和职业发展的机会被人力资源和希望获得成长机会，否则就会带着他们制度化的知识离开的员工（见数字4）评价为十分重要。作为2007年战略人力资源管理调查报告的突出点，公司现在提供更宽广的利益来帮助员工在他们职业中的先进性96提供专业性的发展机会（例如研讨会、会议、课程、培训来保持技能先进性）；91提供专业的会员；27提供职业咨询；26提供正式的辅导机会；12提供外语（非英语）课程；6提供的ELS课程（英语作为第二语言）。组织为成长和学习投入机会使在员工保留、激励、信任和首创精神中获得重要的回报。举一个例子，国际性组织承诺员工发展（例如宝洁、英