natgillin/translations-raw huggingface dataset:
»... de ansatte begynder at vurdere uddannelse på en anden måde... og nogle siger ja til at deltage i arbejdstiden, hvilket medfører et løntab svarende til provisionen på salget« (E5).
And, apart from this compulsory space, which could be called communication rather than training, they offer a wide range of activities, access to which is achieved through "individual responsibility" (interest in making a professional career, in im­proving daily work, etc.).
»Deltagelse er »en frivillig pligt«, da chefen opfører en afvisning af et uddannelsestilbud på minussiden« (DK2).
This type of attitude conditions the general training policy of the firm consider­ably. It is also apparent when training policy is the responsibility of the individual outlet.
»Afvisning af at deltage kan opfattes som manglende interesse« (Bl).
Others, especially those which have a quality strategy or are immersed in projects for new con­cepts or segments of the market, also establish compulsory attendance at the sales position lev­els, such as NL2, E4 or B4.
I andre tilfælde er butikslederne, der normalt ikke er helt unge, forbeholdne over for uddannelsesaktiviteter, da sådanne ikke fandtes i deres tid.
Training in product­knowledge is generally com­pulsory in those companies in which it is put into practice, and which have a quality objective, mainly in the food sector.
En sådan holdning har stærk indflydelse på virksom hedens uddannelsespolitik, når denne hører under den enkelte forretnings ansvarsområde.
Companies such as F6, IRLI and IRL2, or B2 stress product­knowledge as a weapon for a different type of marketing.
»Uddannelsestilbuddet kanaliseres af butikslederen, som foreslår kandidater til uddannelsen (...)
In those countries which receive funds from the European Community for continuing training in the sector, like Greece and Portugal, partici­pants are selected from different categories by management.
Butikkernes mellemledere er normalt ældre ansatte, som ikke gør noget for at informere« (E6).
However, once they have been se­lected, attendance is obligatory.
Den nye og stadig mere decentrale virksomheds politik tager højde for og stimulerer de ansattes interesse for uddannelse, men der er også ulemper
Although there is no systematic information pro­vided about training for promotional objectives, it could be said that until very recently the gener­al trend did not permit employees to make deci­sions concerning their professional careers, and only those selected by the management set out on the road to promotion.
»Enhver strategis effektivitet afhænger af den enkelte kædeforretnings leder.
There are some companies with open training programmes, to which all employees can have access and the only limitation is dictated by the amount of physical space available.
Hvis denne er kompetent og motiveret og går ind for uddan nelse, har hele personalet gavn af hans begejstring; men hvis et sådant engagement ikke er til
One of the problems is, as we have already seen, the chan­nelling of the supply and the informing of the staff, who may not receive it adequately.
stede, vil personalet højst sandsynligt mærke følgerne heraf« (UK2).
However, in the sample we have seen a grow­ing tendency (Fl, E5, IRL2, UK2, D6, DK4) to open up promotion plans to middle sales posi­
Som vi har set tidligere, ligger ét af problemerne i informationsformidlingen til personalet.
tions and branch managers.
Selv om der ikke findes systematiske oplysninger i casestudierne om uddannelse med henblik på forfremmelse, kan man sige så meget, at indtil for nylig var det normalt ikke muligt for de ansatte selv at træffe beslutninger vedrørende deres erhvervsmæssige karriere, idet kun de af direktionen udvalgte kunne få adgang til promoveringsprogrammer.
The lack of welltrained staff in such categories, owing to the firm's expansion or renewal, encourages the creation of promotion schemes which can be ac cessed from operative levels after an individual has chosen so to do, and after having gone through a series of knowledge, attitude, ability and psychological tests.
»De ansatte er ikke altid tilstrækkeligt informeret om uddannelsesmuligederne« (UK6).
stacle to participation in training activities.
Men også i disse virksomheder deltager den umiddelbart overordnede i informering og vejledning om uddannelse og i godkendelse af uddannelsesansøgninger.
So, it may be the case that while the training department at headquarters is becoming more and more aware of the importance of training and training approach design and content, the same does not occur at the shop level (e. g. D4.)
Når dette ikke er tilfældet, betales uddannelse som overarbejde (El).
In general, employees in the retail trade are quite young.
Undertiden afvikles programmerne uden for arbejdstiden (GR1, GR2).
There are, how ever, exceptions.
35% af virksomhederne organiserer obligatoriske uddannelsesprogrammer.
Traditional enterprises of a family-owned, patriarchal type, where staff turn over is low and thus, most employees are older than is normally the case.
Der er forskellige mo deller af denne type.
With extensive work ing experience and a fairly good knowledge of the business, there is not a great demand for training, and sometimes employees express a fear "of returning to school".
Promoveringsprogrammerne kan være placeret før eller efter en forfremmelse, og under alle omstændigheder er deltagelse i kurset obligatorisk, hvis den ansatte er blevet forfremmet.
Training activities oriented towards promotion can be engaged in before or after being promoted. At all events, once promotion has been ac cepted, attendance to the activities is compulsory.
Indføjelsen af et omfattende kursus om de menneskelige ressourcer og uddannelse i promoveringsprogrammerne viser graden af decentralisering og den voksende indflydelse, som ledere på dette niveau er ved at få på virksomhedens uddannelsespolitik.
The inclusion of an important block about human resources and training in the programmes oriented towards promotion, reveals the decentralization and relevance that these hierarchical levels are attaining in the training policy of com panies.
Nogle af disse virksomheder, navnlig de, der har etableret efteruddannelsesmøder uden promoveringssigte, og som jævnligt ofrer en vis tid herpå (en halv time om ugen, en time om måneden osv.), som f.eks. UK5, F4 og DK3, har indført mødepligt, da uddannelsesmøderne afholdes, mens butikken er lukket, men inden for arbejdstiden. den.
Another reason in countries with a long established basic vocational education tradition in the retail trade, is that the renewal of qualifications is considered to be a question of generational change, and thus the shop manager who has to decide on employee access to continuing train ing might attach less importance to it.
Ikke alle programmer fører til forfremmelse umiddelbart efter deltagelsen, da dette afhænger af virksomhedens behov.
Not all open programmes are a guarantee for immediate promotion after the selection and training process is over. It all depends on the needs of the firm.
Men ikke desto mindre viser casestudierne, at muligheden for at deltage i et promoveringsprogram fremmer personalets interesse for uddannelse.
Despite this, in the cases studied, the possibility of taking part in an open programme leading to promotion fosters and develops the staff's interest in training.
»Ud over de umiddelbare fordele ved et sådant program har bevidstheden om dets succes forbedret uddannelsens status i virksomheden.
"Further to the direct benefits of the programme, its perceived success has enhanced the status of training within the store.
Nu ønsker mange ansatte at deltage i lignende programmer« (IRL2).
A great er number of staff are now keen to participate in similar programmes." (IRL2)
For at mildne karakteren aftvang betoner nogle af virksomhederne den enkeltes ansvar for at uddanne sig, og bortset fra ovennævnte obligatoriske foranstaltning, der snarere må kaldes kommunikation end uddannelse, udbyder de en bred vifte af aktiviteter, som de ansatte deltager i på grundlag af dette »individuelle ansvar« (interesse i en erhvervsmæssig karriere, kvalificering af det daglige arbejde osv.).
If reductions in staff give rise to constant over time work, as we saw in some cases, it also be comes an obstacle to participation in training.
Generelt kan man sige, at uddannelse ikke automatisk resulterer i forfremmelse, men det er helt usandsynligt, at den, der ikke deltager i frivillig uddannelse, bliver forfremmet.
Another important obstacle, of particular significance to promotional training activities is if, at a shop level, employees are not able to see any real advantage, such as career patterns or financial benefits.
3.7.3 Virksomheds- og butiksplan
3.7.3 Company level and shop level.
I vort case-materiale er der flere eksempler, der illustrerer forskellene mellem virksomhedsplanet og butiksplanet, for så vidt angår uddannelsesaktiviter: UK1, UK5, DK3, E5 og D4.
There are several cases in our sample which il lustrate the differences between company and shop levels, in terms of the development of train ing and access to it. UK1, UK5, DK3, E5 and D4 are among them.
Uddannelse i varekendskab er normalt obligatorisk i virksomhederne, navnlig i fødevaresektoren.
Without forgetting the recent changes introduced in training policies in retailing, what can be observed is that commercial outlets, their managers and employees, are subject to person nel and commercial policies aimed at short-term profits which at times radically prevent the implementation of the training general firm management feels necessary for future objectives.
Virksomheder som F6, IRLI, IRL2 og B2 betragter varekundskab som en trumf i den pågældende virksomhedspolitik.
The need to achieve certain sales figures with limited employees, in somewhat precarious conditions, provokes an explicit or implicit refusal of training schemes both by management and shopfloor em ployees, and consequently makes it impossible to implement such schemes.
I disse tilfælde er uddannelsesaktiviteterne og deltagelsen heri på butiksniveau mere beskeden, end man skulle forvente på baggrund af den på virksomhedsplan annoncerede uddannelsespolitik.
In general terms, these are cases in which the re ality of training activities and participation in training at a shop level are poorer than the concepts presented at a company level might suggest.
Denne forskel kan have flere årsager.
Mention should be made of the most important reasons for this discrepancy.
I de lande, der modtager EF-midler til efter- og videreuddannelse, såsom Grækenland og Portugal, udvælger direktionen deltagerne, og for dem er deltagelse obligatorisk.
In certain organizations, the greater the responsibility of shop managers (ana employees) in the achievement of the desired economic results, the greater the difficulty encountered in obtaining access to training.
En sådan situation kunne i vid udstrækning undgås, hvis man i forbindelse med udformningen og iværksættelsen af uddannelsesprogrammerne tog hensyn til butikkernes organisation23.
However, this contradiction could be avoided to a great extent if specific organization at the shop level24was taken into account when de signing and implementing training.
De ansattes mulighed for at deltage i videreuddannelsesaktiviteter er betinget af sådanne faktorer som de ansattes arbejdstid, arbejdsholdorganisering, antal ansatte og kunder pr. km , graden af polyvalens og muligheden for vikardækning.
Theoretical ly, potential access to continuing training activities for all employees, the objective of many
Der kan f.eks. være et væsentligt misforhold mellem uddannelsestilbud og muligheden for at deltage heri.
There could be strong contradictions between training supply and the real opportunities for participation depending on the economic strategies employed by the head office.
Hvis f.eks. en del af lønnen afhænger af salget, eller hvis der er genemført en større personalenedskæring, uden at antallet af kunder har ændret sig.
For instance, if part of wages depends on sales volume, or if there has been an important reduction in staff/customer ratios. This would mean that there was constant pressure on employees, a real ob
Sådanne forhold medfører et konstant pres på de ansatte, hvilket er en hindring for at deltage i uddannelsesaktiviteter.
A recently completed study by "Sozialforschungsstelle Dortmund" shows that the question of new work organization at a shop level has only recently reached retail trade enterprises and many notable changes are already being made. Anita Flacke et al, Menschengerechte Arbeitsgestaltung im Einzelhandel unter dem Einfluss Neuer Technologien, Dortmund, October 1991
Andre årsager har at gøre med manglende deltagelse fra de ansattes side.
cent approaches to training.
Ansatte i detailhandelen er i almindelighed ret unge, men der findes undtagelser fra denne regel i traditionelle familieforetagender, hvor der kun er en ringe grad af personaleudskiftning, og hvor de ansatte derfor er ældre end gennemsnittet.
This is a conse­quence of the growing competition and the pro­cess towards different sales concepts, and leads us to believe that a possible gradual extension of continuing training to other categories is pos­sible.
Og hvis man har mange års erhvervserfaring og et godt kendskab til erhvervet, er der ikke særlig stor efterspørgsel efter uddannelse - bortset fra at de ansatte undertiden er bange for »at komme på skolebænken igen« -.
This tendency is reflected both in the ap­pearance of systematic continuing training and the content of training schemes (products).
En anden årsag kan i de lande, der har en lang tradition for erhvervsuddannelse i detailhandelen, ligge i, af fornyelsen af kvalifikationerne især sker ved et generationsskifte.
"In a very competitive market, the manage­ment considers that professionalism and the quality of relations will make the difference to keep the clientèle and face up to competition.
En leder med ansvar for efteruddannelse af sine ansatte kan derfor tillægge en sådan uddannelse mindre betydning.
B2 is the only multinational company of the 6 food firms in the total sample which provides its cashiers with training.
Butikslederne, der i sidste instans er ansvarlige for at udvælge kandidater til uddannelserne, er i nogle tilfælde forbeholdne over for at sende enkeltpersoner eller grupper på uddannelse, hvis det medfører et endnu større pres på det øvrige personale, ringere salg og en dårligere kundeservice.
firms, is highly conditioned by factors such as the worker's working week, the shift system, the number of employees and customers per square metre, multiple tasks and substitution possibil­ities. Shop managers, ultimately responsible for deciding who will receive training, can be reluc­tant to provide access for individuals or groups, if it is to imply greater pressure on those left, or lower sales and worse customer service.
Kun gennem et større kendskab til butikkernes organisation og behov gennem kom munikation og samspil mellem bufiksledelsen og de ansvarlige afdelinger for uddannelsespolitik ken vil det være muligt at udforme en uddannelsesmodel, som det størst mulige antal ansatte reelt kan få adgang til at deltage i.
Only by being familiar with the shop organization and needs, through communication and interaction between management and those departments re­sponsible for the training policy, will it be pos­sible to design a training model to which the highest possible number of employees can have real access.
Nogle af de i denne undersøgelse omhandlede virksomheder har fundet tilfredsstillende løsninger, som f.eks. den multinationale stormagasinsvirksomhed, der opererer i flere af EF-landene, og som for at kunne holde uddannelsesmøder åbner en halv time senere en dag om ugen.
Some of the organizations included in this study have found satisfactory solutions, such as the department store multinational which operates in several of the member countries and opens half an hour later one day a week.
Ligesom personalenedskæringer ofte resulterer i flere overarbejdstimer, udgør de også en barriere for deltagelse i uddannelse.
The training of part­timers in multinationals is a highly neglected area. Only 10% of part­timers receive training as opposed to 42% in the na­tional firms.
En ting er sikker, nemlig at hvis der ikke tages højde for disse essentielle faktorer, kan virksomhedernes uddannelsespolitik risikere at blive reduceret til en række principerklæringer, aktiviteter og udgifter, som ikke får nogen positiv indvirkning på virksom hedens avancer på mellemlang og lang sigt.
What is true is that where these conditioning fac­tors are not taken into account, the training poli­cy can be reduced to a series of statements of principle, activities and costs, which will not have any positive effect on the firm's profit ac­counts in the medium or long­term.
3.8.1 Multinationale og nationale virksomheder
3.8.1 Multinational/national companies
Uden at glemme de seneste udviklingstendenser i detailhandelens uddannelsespolitik kan man kon statere, at butikslederne og de butiksansatte, der er underlagt kortsigtede personale- og salgspolitikker, ofte - og undertiden radikalt - lægger hindringer i vejen for implementeringen af den uddannelse, som virksomhedens direktion anser for nødvendig af hensyn til fremtiden.
This is translated into the extension of continuing training to oper­ative personnel. In the food sector, 83% of the training provided for cashiers corresponds to national companies.
Kravet om at opnå en bestemt omsætning med kun få ansatte, der ydermere står i en usikker beskæftigelsessituation, resulterer i eksplicit eller implicit afvisning af uddannelsesprogrammerne, både fra butiksledelsens og de ansattes side, og dermed bliver det umuligt at gennemføre uddannelsesprogrammerne.
All of them provide their shop­assistants with continuing training, as op­posed to only 25% in terms of the multinationals.
I nogle organisationstyper gælder det, at jo større ansvar butikslederne (og de ansatte) har for de økonomiske resultater, jo flere vanskeligheder er
Fifteen of the 19 multinationals in the sample have been studied in their home country, and those belonging to the non­food sector predomi­nate (1 1 as opposed to 8).
En nylig afsluttet undersøgelse fra Sozialforschungsstelle Dortmund viser, at spørgsmålet om en ny arbejdsorganisation på butiksniveau nu melder sig i detailvirksomhederne, og at der allerede findes interessante eksempler herpå. Anita Flacke m.fl., Menschengerechte Arbeitsgestaltung im Einzelhandel unter dem Einfluss Neuer Technologien, Dortmund, oktober 1991.
The non­food multinationals in the sample are represented by 10 medium­sized enterprises, ranging from 78 to 2,500 employees, and one large company with 12,000.
ansatte; 8 har mellem 1.500 og 3.500 ansatte, og af de sidste 3 er 2 mellemstore virksomheder (med omkring 400 ansatte), og der er også en lille familievirksomhed, der er specialiseret i diætprodukter.
Of these, 9 are large distribu­tion companies which have between 8,000 and 65,000 employees, 8 of them have between 1,500 and 3,500 employees, and the other three comprise two medium­sized enterprises (around 4Ó0 employees) and one small family business, specializing in health foods.
8 ud af de 20 virksomheder er multinationale. nale.
Eight of the twenty firms are multinationals.
I størstedelen af disse virksomheder er der behov for at styrke deres markedsposition eller at finde en plads på markedet gennem specialisering i et bestemt produkt- eller kundesegment, hvilket medfører krav om større professionalisme hos de ansatte, og ikke blot hos det ledende personale.
In most we can see the need to ensure or find their market position through product or custom­er segment specialization, requiring a higher de­gree of professionalism from sales assistants and not only from top or middle management posi­tions.
9 af de 11 non foodvirksomheder videreuddanner således deres ansatte.
Thus, 9 out of 1 1 non­food firms provide their sales staff with continuing training. «
Alle virksomhederne, med undtagelse af den lille familievirksomhed, har supermarkedskæder af forskellig type (discountbutikker og kvalitetsbetonede nærbutikker, beliggende i by- eller omegnsområder) og hypermarkeder, dvs. butikker, hvor selvbetjening er det fremherskende træk.
All the firms, with the exception of the small fam­ily businesses, develop their activities through supermarket chains of different types (hard dis­count, neighbourhood and quality shops, urban or peripheral) and hypermarkets, that is, all the establishments in which self­service is qualitative­ly important.
De 8 multinationale virksomheder i fødevaresektoren er meget store (7 af dem har over 1 10.000 ansatte og den mindste har 400), og deres butikker er forskellige typer supermarkeder og hypermarkeder.
The 8 multinational companies belonging to the food sector are large firms (7 of them total over 1 10,000 employees, the smallest has a staff of 400), and their commercial establishments are different types of super and hypermarkets.
De fører en klassisk og funktionel handelspolitik (baseret på ekspansion og priser) og med maksimal anvendelse af selvbetjening.
They maintain commercial policies of a more classical (based on expansion and prices) and functional nature, with a maximum extension of self­service.
Dette afspejler sig i videreuddannelsestiltagene, der så godt som udelukkende er rettet mod ledere og mellemledere.
This obviously reflects on continuing training, al­most exclusively addressed to managers and supervisors.
De, der er baseret på kvalitets- og servicekoncepter, og de, der ikke tager hensyn hertil - i hvert fald ikke eksplicit.
Despite this, an initial trend, observed in cases F6, Bl, NL1 and B2, is coming to the fore in re­
Stort set alle har iværksat uddannelsesprogrammer for ledere og mellemledere.
Virtually all of them have promotional training schemes for managers and supervisors.
65% af disse virksomheder videreuddanner de ansatte (især i friskvareafdelingerne og i non food-afdelingerne), og 30% videreuddanner deres kassepersonale.
Sixty­five percent of these firms provide their shop­assis­tants with continuing training (mainly in fresh­product or non­food product sections), and 30% of them make such provision for their cashiers.
Med hensyn til målgrupper for efter- og videreuddannelse er der ingen markant forskel på de kvalitetsorienterede virksomheder og de andre.
There are no truly significant differences in the target groups for continuing training between those firms in which quality is a distinctive el ement in the market and those for which it is not.
Dog er videreuddannelserne for de ansatte mere udviklet i de førstnævnte virksomheder og inde bærer en vis grad af specialisering, medens uddannelse af ledere og mellemledere har størst prioritet i de sidstnævnte.
Nevertheless, in the case of the former, continuing training for sales assistants is highly developed and implies a certain degree of specialization while in the latter, the training of managers and supervisors is a priority.
»På et meget konkurrencepræget marked anser direktionen en professionel behandling af kunderne for at være den mest afgørende faktor for at fastholde kundekredsen og tage konkurrencen op. Uddannelsesprogrammet er konciperet i denne ånd« (B2).
On the other hand, there is a characteristic com mon to 85% of the firms with customer service and quality policies incorporated in the content of training: the emphasis is placed on product training, both for middle management and sales assistants.
B2 er den eneste multinationale virksomhed af de 6 fødevarevirksomheder, som uddanner sit kassepersonale. personale.
To the contrary, the product as the subject of training is only visible in 38% of the programmes of food firms with more classical commercial policies, and with the exception of one multinational, even then it is given a second ary role.