公司培训新员工做的投资到底值不值

To be sure, many companies that do train have been trying to find ways to compress training into less time. With young people likely to switch jobs frequently, "there is a fine line between what is effective training and what is overkill," says LaVelle.
确实，许多提供培训的公司一直在努力压缩培训时间。由于年轻人可能会频繁跳槽，“有效培训和过度培训只有一线之差，”拉威尔表示。

But others are holding the line. Enterprise, the rental car company, has become a top employer for new college grads because of its extensive training. After a few weeks in the classroom, new hires spend 8-12 months in a structured program learning to manage an Enterprise location. "It's very transparent," says Marie Artim, vice president for talent acquisition at Enterprise. "They're seeing P&L statements, and learning what it takes to make an impact on them." Management trainees study and practice scheduling, customer service, and accounting. "It's business as a whole."
但也有许多公司仍然坚持提供培训。汽车租赁公司Enterprise凭借大量培训而成为最受大学毕业生欢迎的雇主。新员工会先在课堂中学习几周，然后会有8 – 12个月的时间参加一个结构化的培训项目，学习如何管理Enterprise的租车点。公司人力资源副总裁玛丽??阿蒂姆说：“整个过程非常透明。新员工们会看到损益表，了解哪些因素会影响到损益表。”管理培训生会学习和练习调度、客户服务与会计等能力。“它是一个整体。”

Such a long -- and expensive -- training process comes with its risks. There's nothing stopping a rival car rental company from trying to poach Enterprise's new managers after their first year. This "free rider" problem -- when rival companies can capitalize on one company's outsize investment in training -- discourages training in general as the average length of tenure at a company declines.
这种耗时长、投入高的培训过程存在风险。一年之后，Enterprise没有任何办法阻止竞争对手挖走自己精心培养的新管理者。竞争对手公司会利用公司在培训上的巨额投入，这种“搭顺风车”的行为导致员工在一家公司内的平均任职时间缩短，进而使培训的提供受到限制。

But Enterprise claims that its return on investment is still positive because of its internal promotion policy. "We do have a lot of people … who have completely changed careers without changing companies," says Artim. Money spent on training is money not spent on recruiting higher up the ladder. And not everyone who leaves goes to other car rental companies. They go into other industries where "hopefully they'll be great ambassadors for our brand" -- or at least more likely to rent from Enterprise when they're on vacation.
但Enterprise认为，由于公司的内部晋升政策，它依然从培训中获得了积极的投资回报。阿蒂姆说：“确实有许多人并没有离开公司，而是完全更换了职业。”公司把钱花在培训上，但却无需在高层管理人员招聘上投入资金。而且，即便离开公司的人，也并不是全都去了其他汽车租赁公司。他们会进入其他行业，“很有可能成为公司品牌的宣传大使”——或者，至少他们在度假时最有可能从Enterprise租车。

Restaurant chain Le Pain Quotidien also trains new hires extensively. Leah Rucinski, training and development manager for Le Pain Quotidien California, started as a server in New York. She reports that someone hired as a server will spend five days with a certified trainer, learning every aspect of the restaurant and -- a tough part of the job, to be sure -- tasting everything on the menu.
连锁餐厅Le Pain Quotidien也为新员工提供大量培训。Le Pain Quotidien加州分公司培训与发展经理莉亚??鲁辛斯基最初只是纽约的一名服务生。她说，被聘为服务生的员工会跟随一名认证培训师学习五天，了解酒店的方方面面，包括最辛苦的部分——品尝菜单上的所有食物。

In orientation, "we teach you to notice what a good cup of espresso and a good cup of coffee tastes like," Rucinski says, and exactly how to make an equally stunning brew. New kitchen staff drill on knife skills, and "one of the really cool things we're working on right now is figuring out a career path for every single position, down to the dishwasher in the kitchen."
鲁辛斯基说道，在指导新人过程中，“我们会教新员工辨别，一杯好的浓缩咖啡是什么样，一杯好咖啡尝起来是什么味道， ”以及怎样制作一杯同样绝妙的啤酒。厨房的新员工还要练习刀功。“我们现在做的事很了不起，它将明确每一个职位的职业发展方向，即使是厨房的洗碗工也不例外。”

That means that training doesn't stop after those first five days. LPQ offers all kinds of classes, such as bread-baking courses at regional bakeries, or catering classes featuring relay races to see who can fill a tray quickest. "We never want you to get bored," Rucinski says. "We feel if we put time and money into developing our people, they'll last with us and grow with us."
它意味着，培训不会在五天之后便宣告结束。LPQ提供各种培训班，例如在地区面包店里提供的面包烘焙课程，或采取接力赛形式的餐饮课程，看谁能以最快的速度装满托盘。“我们不希望员工对工作感到厌烦，”鲁辛斯基说。“我们认为，如果我们把时间和资金投入到对人才的培养当中，他们便会始终与我们在一起，与我们共同成长。”