① 企業內部培訓用英語怎麼說謝謝。
corporate internal training
② 在外企工作，企業英語對話培訓都有哪些內容
在學習英語中，性質不同企業的培訓就不同，企業培訓的內容較多，像在外回企的，可答能的企業培訓和企業文化相對還講還是比較西化的，西方的禮節，還接觸大都是華裔或者外國客戶，那麼還是要系統學習下，
畢竟在外企獲得份工作挺不容易獲得的!自己給自己充電，工作才能好乾!
③ 企業中哪些員工應該參加英語培訓
我覺得，在企業中應該讓那些有英語專業需要，且自身英語比較弱的人去學習，他們才有參加英語培訓的資格。
④ 誰有「企業內部培訓方法」的英文資料，在線等，謝謝
The quality of employees and their development through training and ecation are major factors in determining long-term profitability of a small business. If you hire and keep good employees, it is good policy to invest in the development of their skills, so they can increase their proctivity.
Training often is considered for new employees only. This is a mistake because ongoing training for current employees helps them adjust to rapidly changing job requirements.
Purpose of Training and Development
Reasons for emphasizing the growth and development of personnel include
Creating a pool of readily available and adequate replacements for personnel who may leave or move up in the organization.
Enhancing the company's ability to adopt and use advances in technology because of a sufficiently knowledgeable staff.
Building a more efficient, effective and highly motivated team, which enhances the company's competitive position and improves employee morale.
Ensuring adequate human resources for expansion into new programs.
Research has shown specific benefits that a small business receives from training and developing its workers, including:
Increased proctivity.
Reced employee turnover.
Increased efficiency resulting in financial gains.
Decreased need for supervision.
Employees frequently develop a greater sense of self-worth, dignity and well-being as they become more valuable to the firm and to society. Generally they will receive a greater share of the material gains that result from their increased proctivity. These factors give them a sense of satisfaction through the achievement of personal and company goals.
The Training Process
The model below traces the steps necessary in the training process:
Organizational Objectives
Needs Assessment
Is There a Gap?
Training Objectives
Select the Trainees
Select the Training Methods and Mode
Choose a Means of Evaluating
Administer Training
Evaluate the Training
Your business should have a clearly defined strategy and set of objectives that direct and drive all the decisions made especially for training decisions. Firms that plan their training process are more successful than those that do not. Most business owners want to succeed, but do not engage in training designs that promise to improve their chances of success. Why? The five reasons most often identified are:
Time - Small businesses managers find that time demands do not allow them to train employees.
Getting started - Most small business managers have not practiced training employees. The training process is unfamiliar.
Broad expertise - Managers tend to have broad expertise rather than the specialized skills needed for training and development activities.
Lack of trust and openness - Many managers prefer to keep information to themselves. By doing so they keep information from subordinates and others who could be useful in the training and development process.
Skepticism as to the value of the training - Some small business owners believe the future cannot be predicted or controlled and their efforts, therefore, are best centered on current activities i.e., making money today.
A well-conceived training program can help your firm succeed. A program structured with the company's strategy and objectives in mind has a high probability of improving proctivity and other goals that are set in the training mission.
For any business, formulating a training strategy requires addressing a series of questions.
Who are your customers? Why do they buy from you?
Who are your competitors? How do they serve the market? What competitive advantages do they enjoy? What parts of the market have they ignored?
What strengths does the company have? What weaknesses?
What social trends are emerging that will affect the firm?
The purpose of formulating a training strategy is to answer two relatively simple but vitally important questions: (1) What is our business? and (2) What should our business be? Armed with the answers to these questions and a clear vision of its mission, strategy and objectives, a company can identify its training needs.
Identifying Training Needs
Training needs can be assessed by analyzing three major human resource areas: the organization as a whole, the job characteristics and the needs of the indivials. This analysis will provide answers to the following questions:
Where is training needed?
What specifically must an employee learn in order to be more proctive?
Who needs to be trained?
Begin by assessing the current status of the company how it does what it does best and the abilities of your employees to do these tasks. This analysis will provide some benchmarks against which the effectiveness of a training program can be evaluated. Your firm should know where it wants to be in five years from its long-range strategic plan. What you need is a training program to take your firm from here to there.
Second, consider whether the organization is financially committed to supporting the training efforts. If not, any attempt to develop a solid training program will fail.
Next, determine exactly where training is needed. It is foolish to implement a companywide training effort without concentrating resources where they are needed most. An internal audit will help point out areas that may benefit from training. Also, a skills inventory can help determine the skills possessed by the employees in general. This inventory will help the organization determine what skills are available now and what skills are needed for future development.
Also, in today's market-driven economy, you would be remiss not to ask your customers what they like about your business and what areas they think should be improved. In summary, the analysis should focus on the total organization and should tell you (1) where training is needed and (2) where it will work within the organization.
Once you have determined where training is needed, concentrate on the content of the program. Analyze the characteristics of the job based on its description, the written narrative of what the employee actually does. Training based on job descriptions should go into detail about how the job is performed on a task-by-task basis. Actually doing the job will enable you to get a better feel for what is done.
Indivial employees can be evaluated by comparing their current skill levels or performance to the organization's performance standards or anticipated needs. Any discrepancies between actual and anticipated skill levels identifies a training need.
Selection of Trainees
Once you have decided what training is necessary and where it is needed, the next decision is who should be trained? For a small business, this question is crucial. Training an employee is expensive, especially when he or she leaves your firm for a better job. Therefore, it is important to carefully select who will be trained.
Training programs should be designed to consider the ability of the employee to learn the material and to use it effectively, and to make the most efficient use of resources possible. It is also important that employees be motivated by the training experience. Employee failure in the program is not only damaging to the employee but a waste of money as well. Selecting the right trainees is important to the success of the program.
Training Goals
The goals of the training program should relate directly to the needs determined by the assessment process outlined above. Course objectives should clearly state what behavior or skill will be changed as a result of the training and should relate to the mission and strategic plan of the company. Goals should include milestones to help take the employee from where he or she is today to where the firm wants him or her in the future. Setting goals helps to evaluate the training program and also to motivate employees. Allowing employees to participate in setting goals increases the probability of success.
Training Methods
There are two broad types of training available to small businesses: on-the-job and off-the-job techniques. Indivial circumstances and the "who," "what" and "why" of your training program determine which method to use.
On-the-job training is delivered to employees while they perform their regular jobs. In this way, they do not lose time while they are learning. After a plan is developed for what should be taught, employees should be informed of the details. A timetable should be established with periodic evaluations to inform employees about their progress. On-the-job techniques include orientations, job instruction training, apprenticeships, internships and assistantships, job rotation and coaching.
Off-the-job techniques include lectures, special study, films, television conferences or discussions, case studies, role playing, simulation, programmed instruction and laboratory training. Most of these techniques can be used by small businesses although, some may be too costly.
Orientations are for new employees. The first several days on the job are crucial in the success of new employees. This point is illustrated by the fact that 60 percent of all employees who quit do so in the first ten days. Orientation training should emphasize the following topics:
The company's history and mission.
The key members in the organization.
The key members in the department, and how the department helps fulfill the mission of the company.
Personnel rules and regulations.
Some companies use verbal presentations while others have written presentations. Many small businesses convey these topics in one-on-one orientations. No matter what method is used, it is important that the newcomer understand his or her new place of employment.
Lectures present training material verbally and are used when the goal is to present a great deal of material to many people. It is more cost effective to lecture to a group than to train people indivially. Lecturing is one-way communication and as such may not be the most effective way to train. Also, it is hard to ensure that the entire audience understands a topic on the same level; by targeting the average attendee you may undertrain some and lose others. Despite these drawbacks, lecturing is the most cost-effective way of reaching large audiences.
Role playing and simulation are training techniques that attempt to bring realistic decision making situations to the trainee. Likely problems and alternative solutions are presented for discussion. The adage there is no better trainer than experience is exemplified with this type of training. Experienced employees can describe real world experiences, and can help in and learn from developing the solutions to these simulations. This method is cost effective and is used in marketing and management training.
Audiovisual methods such as television, videotapes and films are the most effective means of providing real world conditions and situations in a short time. One advantage is that the presentation is the same no matter how many times it's played. This is not true with lectures, which can change as the speaker is changed or can be influenced by outside constraints. The major flaw with the audiovisual method is that it does not allow for questions and interactions with the speaker, nor does it allow for changes in the presentation for different audiences.
Job rotation involves moving an employee through a series of jobs so he or she can get a good feel for the tasks that are associated with different jobs. It is usually used in training for supervisory positions. The employee learns a little about everything. This is a good strategy for small businesses because of the many jobs an employee may be asked to do.
Apprenticeships develop employees who can do many different tasks. They usually involve several related groups of skills that allow the apprentice to practice a particular trade, and they take place over a long period of time in which the apprentice works for, and with, the senior skilled worker. Apprenticeships are especially appropriate for jobs requiring proction skills.
Internships and assistantships are usually a combination of classroom and on-the-job training. They are often used to train prospective managers or marketing personnel.
Programmed learning, computer-aided instruction and interactive video all have one thing in common: they allow the trainee to learn at his or her own pace. Also, they allow material already learned to be bypassed in favor of material with which a trainee is having difficulty. After the introctory period, the instructor need not be present, and the trainee can learn as his or her time allows. These methods sound good, but may be beyond the resources of some small businesses.
Laboratory training is concted for groups by skilled trainers. It usually is concted at a neutral site and is used by upper- and middle management trainees to develop a spirit of teamwork and an increased ability to deal with management and peers. It can be costly and usually is offered by larger small businesses.
Trainers
Who actually concts the training depends on the type of training needed and who will be receiving it. On-the-job training is concted mostly by supervisors; off-the-job training, by either in-house personnel or outside instructors.
In-house training is the daily responsibility of supervisors and employees. Supervisors are ultimately responsible for the proctivity and, therefore, the training of their subordinates. These supervisors should be taught the techniques of good training. They must be aware of the knowledge and skills necessary to make a proctive employee. Trainers should be taught to establish goals and objectives for their training and to determine how these objectives can be used to influence the proctivity of their departments. They also must be aware of how alts learn and how best to communicate with alts. Small businesses need to develop their supervisors' training capabilities by sending them to courses on training methods. The investment will pay off in increased proctivity.
There are several ways to select training personnel for off-the-job training programs. Many small businesses use in-house personnel to develop formal training programs to be delivered to employees off line from their normal work activities, ring company meetings or indivially at prearranged training sessions.
There are many outside training sources, including consultants, technical and vocational schools, continuing ecation programs, chambers of commerce and economic development groups. Selecting an outside source for training has advantages and disadvantages. The biggest advantage is that these organizations are well versed in training techniques, which is often not the case with in-house personnel.
The disadvantage of using outside training specialists is their limited knowledge of the company's proct or service and customer needs. These trainers have a more general knowledge of customer satisfaction and needs. In many cases, the outside trainer can develop this knowledge quickly by immersing himself or herself in the company prior to training the employees. Another disadvantage of using outside trainers is the relatively high cost compared to in-house training, although the higher cost may be offset by the increased effectiveness of the training.
Whoever is selected to conct the training, either outside or in-house trainers, it is important that the company's goals and values be carefully explained.
Training Administration
Having planned the training program properly, you must now administer the training to the selected employees. It is important to follow through to make sure the goals are being met. Questions to consider before training begins include:
Location.
Facilities.
Accessibility.
Comfort.
Equipment.
Timing.
Careful attention to these operational details will contribute to the success of the training program.
An effective training program administrator should follow these steps:
Define the organizational objectives.
Determine the needs of the training program.
Define training goals.
Develop training methods.
Decide whom to train.
Decide who should do the training.
Administer the training.
Evaluate the training program.
Following these steps will help an administrator develop an effective training program to ensure that the firm keeps qualified employees who are proctive, happy workers. This will contribute positively to the bottom line.
Evaluation of Training
Training should be evaluated several times ring the process. Determine these milestones when you develop the training. Employees should be evaluated by comparing their newly acquired skills with the skills defined by the goals of the training program. Any discrepancies should be noted and adjustments made to the training program to enable it to meet specified goals. Many training programs fall short of their expectations simply because the administrator failed to evaluate its progress until it was too late. Timely evaluation will prevent the training from straying from its goals.
參考資料
EMPLOYEE TRAINING PROGRAMS SKILLED, PRODUCTIVE WORKFORCE（可下載）
⑤ 外教英語企業培訓
你要找外教英語企業培訓啊？這邊有很多的。
不知道你的英語基礎以及學習目的，我給你幾個建議吧，反正大的英語培訓機構無外乎那麼幾個~
比如要短期加強培訓，考雅思、托福、四六級之類可以看新東方、環球雅思之類的，都有相應設置的筆試單項強化的課程，對考試還是很有效的。
比如要練口語運用能力的話，建議找個好的平台，可以三五個人上課多交流，比如英孚、華爾街，都是小班的課了。
如果預算和時間都比較緊的話，其實可以考慮下樂知在線英語了，他們的課程全部公開上課先免費旁聽系統學習下，如果需要和老師交流互動再考慮報名就好了。
希望能幫到你了。
⑥ 求一篇英文版關於企業員工培訓的文獻，急！！！
⑦ 如何做企業員工英語培訓方案
were the r and favorite supporter
⑧ 企業英語培訓
不知道你們公司在哪，我知道一家電話英語培訓機構，廣州易貝教育公司，一家外資公司，最近聽說和瘋狂英語的李陽有業務上的合作，你可以去了解一下。非托！PS：其實現在英語培訓很多都是同質化的服務，顧客要的就是性價比，不多說了
⑨ 企業如何組織員工開展英語培訓或者學習的活動
M廣州黃明堅 主題討論： 管理類、技術類、銷售類等培訓是我們在企業中常見的培訓課程和形式，現在隨著公司發展，經常有需要與外籍人士交流，但是大家英語水平都不咋地，交流有困難，老闆提出想開展一些關於英語培訓或者英語學習的活動。請問，各位M：您所在的企業有沒有開展過英語學習的活動？是怎麼開展的？效果如何？各位T：作為講師，您對於企業開展英語培訓或者學習有什麼心得及建議？各位S：對於開展英語學習，您有什麼想法？請1、2、3、4順序發言，30字以上。謝謝！ST合肥陳培松 1、一般來說，英語和計算機都屬於技能。多練練，並堅持就容易上路了。如果有條件，找幾個老外舉辦一些沙龍，還是很不錯的。我以前參加過，氛圍很好。S鄭州崔穎穎 2、可以安排定期的英語角，比如晚上8-10點，在某個地方，大家都用英語互相交流。M深圳劉國鋒 3、有舉辦過，當時是一位義大利的設計師過來，當時是一種交流的方式，要求有一個場景對話，如果英語表達不對的話，要求學員教老師一句成語並解釋意思，學習效率、實用性高，氛圍很好！S廣州毛斌紅 4、現在有很多針對零基礎的英語訓練營，既然可以有新員工訓練營，我覺得也可以考慮這樣的英語訓練營。M深圳蘆娟娟 5、深圳廣州一帶有TOSMAST（頭馬）演講英文俱樂部，有標準的科學的流程，每周一次聚會，旨在提高溝通力及領導力，英語能力。偶旁觀過一次。有興趣的朋友可以去了解觀摩學習。上網就可以找到。 在上家單位時，有台灣籍同事每周給英語愛好者進行英語角學習，還有作業布置，英語演講比賽等。近三年沒有參加了。M深圳方思琪 6、補充娟娟的建議，Toastmasters（頭馬）演講俱樂部，遍布世界各地，旨在提高演講技巧及領導力，通用的是英語演講及點評方式進行。有標準的科學的流程和競爭激勵機制，在輕松的環境下學習英語。有興趣的朋友可以去了解觀摩學習。T廣州侯熙儒 7、做英語培訓和英語角並不難，關鍵是吸取經驗，並且要有管理。我把自己之前在企業組織英語學習的經驗用PDCA的理論簡單總結如下：①、P環節： 有要精心的准備，比如提前要確定好主題、組織者、檢查者、如何反饋、下雨了怎麼轉移等細節。用林書豪的話說，要有『系統』。舉3個例子。例1：主題策劃。 如果做英語角，主題必須提前計劃，否則學員及老師都無法進行精心准備。這個主題必須要能體現學員的需求，如果主題太遠，對業務幫助不大，大家的興趣也不大。 常見一個現象是，主題沒有很好地規劃，在前幾次，大家因為對老外有新鮮感都來了，但等新鮮感過去就不來了，所以主題要提前明確、學員可以提前准備，後來規定本月初要做好下月討論的主題。同時規定，組織者必須為大家准備和討論主題相關的單詞甚至道具。例2：誰負責。 有些公司搞英語角是業余活動，HR叫某位熱心同事負責，結果呢，這位下屬有時去，有時不去，結果自然而知。後來確定管理英語角是她的一項職責，要求她必須提前准備詞彙、統計人數、之後收集反饋，效果自然不同。例3：參加者如何反饋。 參加者如何表達自己的需求及想法？是發郵件給HR老大，還是在公司內部網站上建立一個英語學習BBS？不管哪一種途經，只要有準備，效果都會不錯。②、DO環節：要按計劃執行，不要隨意變更，這個就不多說了。③、C環節： 在進行過程中，一定要檢查到位。因為講英語不是一件容易的事情，尤其是對於基礎不好的人。現場如果沒有管理，通常會變成露天的中文聊天廣場，甚至會出現完全不懂英語的男士到現場泡MM的現象。檢查的要項有很多，比如如果有老外來，要看看新來的老外有沒有人氣，口音是否純正等。④、A環節。活動出現問題怎麼辦？一定要按准備的方案及時糾正。如果是沒有預料到的問題，一定要和大家共同討論，決定下一步怎麼做。另外，如果進行得不錯，對於表現突出的要有獎勵，也要讓領導知道。畢竟，這是經過努力管理出來的業績。總而言之，學英語是一項常見的行為，既可以是個體行為，也可以成為組織行為。 如果是公司行為，就不能表現為群眾自發的一種行為，一定要體現出團隊學習的特徵，有系統、有組織、有管理，和其他項目管理的原理一樣，重在內部管理，不能指望任何外來的公司或機構，因為他們不知道你要學習什麼。只要堅持，就一定能取得所期望的績效。
⑩ 我企業員工培訓英語，怎麼辦 什麼
"你可以看一下我朋友的所學的那個英語機構。
口語一對一課程，課程量身制定針對性強，感覺還不錯，
http://hi..com/lucy_wave/blog/item/2dfdb007fa5c9293e850cdf4.html
上課比較便捷，在家抱著電話就能學習英語
關鍵是內容實用，掌握後直接運用
做個免費英語測試了解下"