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1、Store of Learning第十一课培训店领导艺术阅读练习LEADERSHIP LESSON领导艺术课程 Associate Development员工发展As a Manager of Associates, you will be assessed on the development of your Associates. Training and developing Associates is everyones responsibility.作为员工们的管理者,你将为员工们的发展而受评定,培训和发展员工是每个人的责任。It is your responsibility as
2、a Manager to make certain that your Associates know their jobs. Training is not only important for new Associates, but long-term Associates as well. Wal-Mart is a tremendously fast growing company-job assignments change and new techniques are constantly being introduced. Those long-term Associates w
3、ill need reinforcement and training when the changes affect them. Above all else, never assume that a new or long-term Associate understands a job that they are performing for the first time. Many times, in an attempt to impress you, they will tell you that they do know the job function. Of course1,
4、 you can visualize the problems that may occur if someone is assigned to a new job, say receiving freight, and doesnt really understand what to do. We are going to cover some procedures that will help you train your Associates, but remember, to really be effective, you must have knowledge of the pro
5、cedure yourself.确认你的每个员工都了解他们的工作是你作为一个管理者应负的责任。培训不仅是对新员工而言是重要的,对老员工亦然。沃尔玛是一个极速发展的公司工作任务在变化,新的技术不断引进。那些老员工面临这些改变需要不断地强化与培训。除了以上这些,决不要假设一个新员工或老员工在第一次表现时就理解了一份工作。许多时候,为了给你留下深刻印象,他们会告诉你他们已经了解了工作职能,当然,你可以观察到当某人接受一份新工作,例如收货,而并不真正理解如何去做时,会产生许多问题,我们将涉及一些能帮助你培训员工的程序,但记住,要想真正有效,你必须自己理解这些程序。Be Prepared充分准备If y
6、ou are knowledgeable of the procedures or subject, the next step is you must be prepared to teach. There is nothing worse than going into a training session unprepared. The following suggestions will aid you in preparing for a presentation.如果你很了解某个程序或课题,下一步你要做的就是你必须准备好教授它。没有什么比进入一个没有准备好的培训课题更糟的了。下面的
7、建议将帮助你作好准备。 Determine the date subject will be taught.决定课题将被教授的日期。 Create an objective for the session. Remember every training session should have an objective. A good objective should have the following elements: behavior, condition, and standard.为这次课题设立一个目标,记住每个培训课题都有一个目标,一个好的目标有以下几要素:行为、条件和标准。 C
8、reate a list of all the training aids, supplies, and equipment you will need for your class. Check them off when you set up so you will have everything ready when you start.制作一个你上课时需要的一切培训帮助,供给和设备,当你建立好时再检查一遍,以便当你开始时一切都准备就绪。 Determine what method will be used for teaching. The flow of an effective c
9、lass should contain an introduction, body, summary, and evaluation. 决定教授时要用的手段,有效的课程流程包括:介绍、主体、结论和评估。Just think of this as a road map, a guide that gets you from the beginning to the end in logical sequence. Also, this will help you to be prepared and have everything accessible for teaching.把这仅仅作为一张
10、向导图,一个指引你从开始到结束的逻辑过程,同时,这将帮助你作好充分准备并你一切都易于传授。How Do You Instruct Or Train如何介绍与培训Listed below are some methods of instruction that have been used effectively for years by trainers and educators.下面是一些被培训者和教育者使用过的行之有效的指导方式。 Individualized Instruction-Realize that everyone is different with different ab
11、ilities. Some Associates will learn at a different pace than others. You must adapt your training to this, dont set the same standards for all your Associates. Learn to be patient, just because someone learns slowly does not mean they dont learn well. Also, Associates learn better in a one-to-one re
12、lationship than they do in a group. When you have an Associate to instruct, get him/her in a quiet place. Remove the Associate from all obstacles, such as balers, forklifts, etc. This way, you have their full attention and better ensure that they will retain what you are teaching.个性化指导认识至每个人都是不同的,拥有
13、不同的能力。一些员工会与其它员工的学习步伐不同,你必须调整你的培训以适应它,不要为所有的员工设立同一个标准。学会耐心些,因此有些人学得慢并不代表他们学得不好。同时,员工在一对一关系下的学习效果优于小组学习,当你有员工要指导时,为他们找一个安静的地方,将员工带离一切障碍物,如商品、叉车等等,这样,你才能拥有他们的全部注意力,并更好地确保他们将记住你教授的东西。 Realistically, it will not always be possible to train Associates one-to-one because of the time element and your other
14、 responsibilities. Try to keep your training groups as small as possible; the basic rule is no more than 20 trainees per instructor.在实际中,因为时间因素和你的其它责任的限制,不可能总是一对一地培训员工,尽量保证你的培训小组越小越好,基本法则是一个指导者不要超过20个培训者。 Get Their Attention-You must get Associates to listen before they learn. 吸引他的注意力你必须在员工学习之前让他们倾听
15、。 Once again, remove the individual from outside distractions before you begin instruction. Initiate the instruction process by asking the individual some basic questions and let them give you the answer. This is the use of feedback and it is the best way to ensure you have the individuals attention
16、. But remember, some Associates attention span is longer than others. Know your Associates, know your subject matter, and you will know how much to try to teach in a given time period.再一次,在你开始指导前,将培训者带离外部干扰,问培训者一些基本的问题并让他们给你答案来发起一个指导过程,这就是反馈的作用,并且是保证你获得他们注意力的最佳方法。但是记住,一些员工的注意力可以将续得比其它人时间更长。了解你的员工,了解
17、你的题目情况,你将知道在给定的时间内有多少要尽量教授。 Arouse Interest-This will probably be more difficult with long-term Associates than with new Associates. To arouse interest in a job, you must be a salesperson, as well as an instructor. Point out to the Associate how important the job is as related to the entire operatio
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