战略培训和发展——一种组织成功的途径[文献翻译].doc

本科毕业论文(设计)
外文翻译
题目基于胜任力的A公司培训课程体系研究
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 Strategic Training and Development: A Gateway to
Organizational ess
外文出处 HR Magazine
外文作者

原文:
Strategic Training and Development: A Gateway anizational ess
Introduction
Organizational ess depends on the knowledge, skills and abilities of the workforce. In a anization, retention of talent, intellectual capital and knowledge management are vital to support pany's mission, vision and strategic goals. Trends such as globalization, technology, outsourcing, the aging workforce petition for talent all contribute to the necessity to invest in human capital. Thus, to petitive advantage, a key HR leadership role is to identify, design and implement strategic training and development initiatives.
Traditionally, the purpose of training and development has been to ensure that employees can effectively plish their jobs. Today, the business environment has changed, with intense pressure anizations to stay ahead of petition through innovation and reinvention. In fact, according to the 2006 SHRM Workplace Forecast, the importance of continued learning is an overarching trend of societal needs, indicating anizations must foster learning as a social responsibility to ensure they petitive in the global marketplace.
By definition, training and development refers to the process to obtain or transfer knowledge, skills and abilities needed to carry out a specific activity or benefits of training and development--for both the employer and employee--are, in fact, much broader. To meet current and future business demands, training and development passes a wide range of learning actions, from training for tasks and knowledge sharing to improved customer service and career development, thus expanding individual, group anizational effectiveness.
Strategic positioning of training and development directly anizational business goals and objectives. Key business challenges require panies thou