空中英语教室:20110212 MP3在线课程 Training New Staff

时间 : 2013-12-11 07:22来源 : VOA官网 收听下载次数 :
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When I begin to instruct someone, I first give the big picture of the project and where our group fits into it. Next, I set up daily, weekly and monthly agendas and goals. These help new people understand what we need to accomplish by the end of each training section.

But people can be so impatient with all this step-by-step training. They get the gist of a project and immediately begin to think of ways to make the process better. I tell them that before they do that, they probably should understand why things are done the way they are.

I've learned two important lessons through my experiences in training people. One is that everyone is different; I can't force others to learn things my way. If I do, I will be frustrated all the time. The second is not to m icrom anage but leave room for the trainees to grow. Who knows ─ they might come up with newer and better ideas. Isn't that why companies like to hire new blood?

我开始指导新人时,首先会告诉对方整个计画的全貌,以及我们所属的小组在其中所扮演的角色。接下来,我会设定每天、每周和每月的工作事项及目标。这能让新人明白训练结束前该达成的进度为何。

不过,人们有可能对这种按部就班的训练感到不耐烦, 他们往往只了解计画的主旨,就立刻开始思索能改善整个过程的各种办法。我只好告诉他们,在他们有能力想出办法之前,可能必须先了解目前的做法原因何在。

我在训练新人的过程中,学到了两个宝贵的功课。其一是每个人都不一样,所以我不能强迫别人按照我的方式来学习, 如果我这么做,就会一直有挫折感。其次就是,不要采取微观管理(译注:即连最微细层面也不放过的管理方式,对员工所做大大小小的事情都进行严密监控),要留点空间让受训者自己成长。说不定这样一来他们就能想出更新、更好的点子了, 而这点不就是企业喜欢招募新血的原因吗?

 

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