ACCA考試Staff development 員工發(fā)展指哪些內(nèi)容？

對(duì)于學(xué)員來(lái)說(shuō)，要想較好的理解一些課程的內(nèi)容，避免不了就是資料的查找、總結(jié)與學(xué)習(xí)。ACCA考試的內(nèi)容很多，學(xué)員要想更好的掌握也不算是一件較為簡(jiǎn)單的事情，ACCA考試Staff development 員工發(fā)展指哪些內(nèi)容？

Modern thinking tends to emphasise human resource development as investment in a key element of strategic capability – the workforce. It can link to strategy in a number of ways: 現(xiàn)代思維傾向于強(qiáng)調(diào)人力資源的開發(fā)是投資的關(guān)鍵戰(zhàn)略能力–勞動(dòng)力。它可以從這些方面鏈接到戰(zhàn)略：

1) Strategy as design emphasises management’s responsibility for identifying any gaps in skills or changes that require investment in staff 戰(zhàn)略設(shè)計(jì)強(qiáng)調(diào)了管理層的職責(zé)是辨析員工技能與商業(yè)變化的差距，需要在員工身上投資。

2) Strategy as experience puts more emphasis on individuals recognising any gaps in skills and capabilities and taking steps to resolve them through discussion or development of new methods 戰(zhàn)略經(jīng)驗(yàn)更強(qiáng)調(diào)個(gè)人技能和能力與實(shí)際需求的差距，需要采取步驟來(lái)解決，通過(guò)討論或開發(fā)新辦法。

3) Strategy as ideas will see the need for the workforce to be highly trained and capable to generate necessary ideas, but the training may be unstructured 戰(zhàn)略思路則看到了勞動(dòng)力訓(xùn)練有素的必要性，需要他們有必要的思想，但訓(xùn)練可能是非結(jié)構(gòu)化的。

Organisations may also practice succession planning which is the systematic identification of talent at all levels. Using formal training, assignments and other forms of development, they can develop a pool of talent ready to move into senior management. 組織也可以實(shí)行繼任計(jì)劃，這是對(duì)各級(jí)人才的系統(tǒng)識(shí)別。通過(guò)正式的培訓(xùn)、分派任務(wù)和其他形式的發(fā)展，可以開發(fā)出一個(gè)準(zhǔn)備好進(jìn)入高 級(jí)管理層的人才庫(kù)。

了解了ACCA考試的內(nèi)容，學(xué)員必須 要認(rèn)真的學(xué)習(xí)與掌握才可以?，F(xiàn)在處于ACCA考試的沖刺階段，學(xué)員不能忘記ACCA考前模擬。

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