① 企业内部培训用英语怎么说谢谢。
corporate internal training
② 在外企工作，企业英语对话培训都有哪些内容
在学习英语中，性质不同企业的培训就不同，企业培训的内容较多，像在外回企的，可答能的企业培训和企业文化相对还讲还是比较西化的，西方的礼节，还接触大都是华裔或者外国客户，那么还是要系统学习下，
毕竟在外企获得份工作挺不容易获得的!自己给自己充电，工作才能好干!
③ 企业中哪些员工应该参加英语培训
我觉得，在企业中应该让那些有英语专业需要，且自身英语比较弱的人去学习，他们才有参加英语培训的资格。
④ 谁有“企业内部培训方法”的英文资料，在线等，谢谢
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.
参考资料
EMPLOYEE TRAINING PROGRAMS SKILLED, PRODUCTIVE WORKFORCE（可下载）
⑤ 外教英语企业培训
你要找外教英语企业培训啊？这边有很多的。
不知道你的英语基础以及学习目的，我给你几个建议吧，反正大的英语培训机构无外乎那么几个~
比如要短期加强培训，考雅思、托福、四六级之类可以看新东方、环球雅思之类的，都有相应设置的笔试单项强化的课程，对考试还是很有效的。
比如要练口语运用能力的话，建议找个好的平台，可以三五个人上课多交流，比如英孚、华尔街，都是小班的课了。
如果预算和时间都比较紧的话，其实可以考虑下乐知在线英语了，他们的课程全部公开上课先免费旁听系统学习下，如果需要和老师交流互动再考虑报名就好了。
希望能帮到你了。
⑥ 求一篇英文版关于企业员工培训的文献，急！！！
⑦ 如何做企业员工英语培训方案
were the r and favorite supporter
⑧ 企业英语培训
不知道你们公司在哪，我知道一家电话英语培训机构，广州易贝教育公司，一家外资公司，最近听说和疯狂英语的李阳有业务上的合作，你可以去了解一下。非托！PS：其实现在英语培训很多都是同质化的服务，顾客要的就是性价比，不多说了
⑨ 企业如何组织员工开展英语培训或者学习的活动
M广州黄明坚 主题讨论： 管理类、技术类、销售类等培训是我们在企业中常见的培训课程和形式，现在随着公司发展，经常有需要与外籍人士交流，但是大家英语水平都不咋地，交流有困难，老板提出想开展一些关于英语培训或者英语学习的活动。请问，各位M：您所在的企业有没有开展过英语学习的活动？是怎么开展的？效果如何？各位T：作为讲师，您对于企业开展英语培训或者学习有什么心得及建议？各位S：对于开展英语学习，您有什么想法？请1、2、3、4顺序发言，30字以上。谢谢！ST合肥陈培松 1、一般来说，英语和计算机都属于技能。多练练，并坚持就容易上路了。如果有条件，找几个老外举办一些沙龙，还是很不错的。我以前参加过，氛围很好。S郑州崔颖颖 2、可以安排定期的英语角，比如晚上8-10点，在某个地方，大家都用英语互相交流。M深圳刘国锋 3、有举办过，当时是一位意大利的设计师过来，当时是一种交流的方式，要求有一个场景对话，如果英语表达不对的话，要求学员教老师一句成语并解释意思，学习效率、实用性高，氛围很好！S广州毛斌红 4、现在有很多针对零基础的英语训练营，既然可以有新员工训练营，我觉得也可以考虑这样的英语训练营。M深圳芦娟娟 5、深圳广州一带有TOSMAST（头马）演讲英文俱乐部，有标准的科学的流程，每周一次聚会，旨在提高沟通力及领导力，英语能力。偶旁观过一次。有兴趣的朋友可以去了解观摩学习。上网就可以找到。 在上家单位时，有台湾籍同事每周给英语爱好者进行英语角学习，还有作业布置，英语演讲比赛等。近三年没有参加了。M深圳方思琪 6、补充娟娟的建议，Toastmasters（头马）演讲俱乐部，遍布世界各地，旨在提高演讲技巧及领导力，通用的是英语演讲及点评方式进行。有标准的科学的流程和竞争激励机制，在轻松的环境下学习英语。有兴趣的朋友可以去了解观摩学习。T广州侯熙儒 7、做英语培训和英语角并不难，关键是吸取经验，并且要有管理。我把自己之前在企业组织英语学习的经验用PDCA的理论简单总结如下：①、P环节： 有要精心的准备，比如提前要确定好主题、组织者、检查者、如何反馈、下雨了怎么转移等细节。用林书豪的话说，要有‘系统’。举3个例子。例1：主题策划。 如果做英语角，主题必须提前计划，否则学员及老师都无法进行精心准备。这个主题必须要能体现学员的需求，如果主题太远，对业务帮助不大，大家的兴趣也不大。 常见一个现象是，主题没有很好地规划，在前几次，大家因为对老外有新鲜感都来了，但等新鲜感过去就不来了，所以主题要提前明确、学员可以提前准备，后来规定本月初要做好下月讨论的主题。同时规定，组织者必须为大家准备和讨论主题相关的单词甚至道具。例2：谁负责。 有些公司搞英语角是业余活动，HR叫某位热心同事负责，结果呢，这位下属有时去，有时不去，结果自然而知。后来确定管理英语角是她的一项职责，要求她必须提前准备词汇、统计人数、之后收集反馈，效果自然不同。例3：参加者如何反馈。 参加者如何表达自己的需求及想法？是发邮件给HR老大，还是在公司内部网站上建立一个英语学习BBS？不管哪一种途经，只要有准备，效果都会不错。②、DO环节：要按计划执行，不要随意变更，这个就不多说了。③、C环节： 在进行过程中，一定要检查到位。因为讲英语不是一件容易的事情，尤其是对于基础不好的人。现场如果没有管理，通常会变成露天的中文聊天广场，甚至会出现完全不懂英语的男士到现场泡MM的现象。检查的要项有很多，比如如果有老外来，要看看新来的老外有没有人气，口音是否纯正等。④、A环节。活动出现问题怎么办？一定要按准备的方案及时纠正。如果是没有预料到的问题，一定要和大家共同讨论，决定下一步怎么做。另外，如果进行得不错，对于表现突出的要有奖励，也要让领导知道。毕竟，这是经过努力管理出来的业绩。总而言之，学英语是一项常见的行为，既可以是个体行为，也可以成为组织行为。 如果是公司行为，就不能表现为群众自发的一种行为，一定要体现出团队学习的特征，有系统、有组织、有管理，和其他项目管理的原理一样，重在内部管理，不能指望任何外来的公司或机构，因为他们不知道你要学习什么。只要坚持，就一定能取得所期望的绩效。
⑩ 我企业员工培训英语，怎么办 什么
"你可以看一下我朋友的所学的那个英语机构。
口语一对一课程，课程量身制定针对性强，感觉还不错，
http://hi..com/lucy_wave/blog/item/2dfdb007fa5c9293e850cdf4.html
上课比较便捷，在家抱着电话就能学习英语
关键是内容实用，掌握后直接运用
做个免费英语测试了解下"