企业的交叉培训,是员工在本职工作岗位以外,根据企业总体战略,结合企业人力资源部门的培训计划,到本企业其它部门接受期限不长的培训。一般完成交叉培训以后, 员工需要回到原岗位继续工作。历史上早期出现的轮换,以培养企业主的血缘继承人(例如企业主的长子要继承父业等)为目的,并不是制度化的管理措施。在现代企业中,这一方法被推广应用到更大的范围,成为能力开发系统中一项重要制度,并被演化为交叉培训这一在全球大的跨国企业普遍流行的操作方式。 Cross-training of enterprises, employees in their own jobs, according to the overall corporate strategy, combined with the training program of human resources department, to other parts of the enterprise to accept a short period of training. After the completion of the cross-training, employees need to return to their original positions to continue their work. The early rotation in history aimed at nurturing business owners’ heirlooms (such as the eldest son of an entrepreneur to inherit their father’s business) is not an institutionalized measure of management. In modern enterprises, this method has been extended to a wider scope and become an important system in the capacity development system. It has also evolved into a cross-training method that is widely practiced in multinational corporations around the world.