培训怎样才能增加实际的商业价值：第一部分外文翻译.docVIP

本科毕业论文（设计） 外文翻译 题 目 XX企业员工培训的有效性研究 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 How training can add real value to the business: part1 外文出处Industrial and Commercial Training Vol42 Issue 1,2003:P29-32 外文作者 Richard Hale 原文： How training can add real value to the business: part 1 Richard Hale It is over 43 years since Donald Kirkpatrick published a model for the evaluation of training suggesting it should take place at four levels. These levels were: (1) Reactions. Are people happy with the training inputs? (2) Learning. What do people remember from the training sessions? (3) Behaviour. Do people use what they know at work? (4) Work results. What are the outcomes of applications on the job over a period of time? Since the publication of the original model we have witnessed dramatic change in organizational structures, cultures, technologies and training methods. Yet the HR, training and development community continues to rely predominantly on the old Kirkpatrick model in discussing the evaluation of training. It has however proven an unworkable model in practice. In a USA based survey only 7 per cent of organizations surveyed evaluated the return on investment in training. In the UK 57 per cent of organizations recently surveyed said evaluation was becoming more important, but only 27 per cent are using action plans after training and just 16 per cent use follow up from training and development. The time has come to reformulate how we view evaluation of training and in this the first of two articles I would like to expose some of the myths around