培训体系构建

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培训体系构建
 培训一般被界定为“改变行为”，然而，有多少培训者和管理者忘记了，只用来作为适当的技术培训？是否考虑到人的因素？那些相同的人我们怎么去培训？他们的个人信念、背景、想法、需要和指向是什么？
 为了通过培训达到长期的结果，我们必须扩展我们的视野将人员发展包含为我们战略计划的一部分。虽然培训根据3个主要种类（技能、态度、知识）包括了一个很大的科目范围，没有联系的使用他们会减弱我们关于培训作用的想法并使我们失败。
 我们要做到对待人们的想法、感觉、反应和技能一样的关注，因此我们建立一个双重中心：人员发展和技能培训。这两个同时存在的目标将给我们正确的平衡并指引我们的行动去达到目标。

附：外文原文
 Construction of the training system
                              By Iewin L.Glsdstein
 Training is generally defined as "change in behavior" - yet, how many trainers and managers forget that, using the term training only as applicable to "skills training"? What about the human element? What about those very same people we want to "train"? What about their individual beliefs, backgrounds, ideas, needs and aspirations?
 In order to achieve long-term results through training, we must broaden our vision to include people development as part of our strategic planning. Although training covers a broad range of subjects under the three main categories (skills, attitude, knowledge), using the term "training" without linking it to "development" narrows our concept of the training function and leads us to failure.

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