洲际酒店集团管理培训与发展课程

1、管理培训与发展管理培训与发展 Managing Training 1 补救性补救性/Remedial 纠正培训，把那些正在进行、已经完成的错误的事物引入正轨 Corrective training to put things right that are going, or have gone, wrong 2 强制性强制性/Mandatory 按法律规定我们必须实施的培训和发展 如消防、健康和安全培训等 Training and development that we have a legal obligation to carry out such as fire training and

2、 health and safety training etc. 3 义务性义务性/Obligatory 作为负责任和有信誉的雇主有义务实施的培训， 如入职培训和岗位技能培训。此培训一 般是合同规定的或期望发生的。 Training that we are obliged to do by being responsible and reputable employers Induction and job skills, for example. This training is part of normal contractual arrangements and expectations

3、 4 发展性发展性/Developmental 为最大发掘员工潜力而设计，帮助他们发挥至极致 不论是为目前的工作，还是为提升 做准备。 Designed to maximize the potential of the individual, and help them develop to their fullest extent whether in this current job, or ready for promotion. 面对经营压力，我们往往会专注于前三种类型而忽略发展性培训。不过如果您分析一下这 些培训所带来的影响，却只有第四类才能使我们的经营进步 其余三种非常必要，其作

4、用在与保持我们的标准而不后退。 Quite often, through all the other pressures of the operation, we tend to concentrate our activity on the top three, and neglect the development activities. When you analyse the impact though, it is really only this last category that will move the business forward - the other three

5、are necessary, in serving to keep standards where they should be, and not slipping back. 要把大量的努力放在保持原有水准上，不能倒退。 An awful lot of effort goes into keeping the ground that you have, and not losing any. 练习 5.6/ EXERCISE: 5.6 考虑一下您部门中的不同需求，您如何将他们分类？ Think about the different needs that you have in your d

6、epartment. How could you categorise them into these headings? 培训需求并非都能够准确划分到这些类型中，所以不必在这方面花费太多时间。把这些分 类作为工具来帮助您确定了解所有将要进行的活动。 Needs will not always fall exactly into one of these categories, so do not waste time looking for an exact fit. Use the categories as a tool to help ensure that you have an e

7、ven spread of activity. 运用这些技巧和收集到的信息，您现在可以解读这些信息以达到在经营、员工和您自己的 优先分类上的平衡。 By using all these skills, and the information you have collected, you are now in a position to interpret all the information to arrive at a balanced view of the business, the people, and your priorities. 一旦您清楚了您的需求，接下来就是确定学习目

8、标和将要运用的发展方法，然后就是确定 计划并进行充分的沟通。 Once you are clear on your needs, the next stage is to agree some learning objectives, and the methods of development you will use, then you are ready to finalise your plan, and communicate it. 您从收集和整理培训和发展需求中学到了什么？把您的想法记录如下： What have you learned about collecting and

9、collating training and development needs in this section? Record your thoughts in here 第六章第六章 Session Six 为部门和个人制定计划为部门和个人制定计划/Planning for Groups and Individuals 为部门和个人制定计划为部门和个人制定计划/Planning for Groups and Individuals 当根据经营需求收集了所有信息之后，针对您职责范围内不同人员，您需要将这些信息统 一为某种形式的计划文件。通常您会发现计划分为两个范畴 针对部门和针对个人。 Ha

10、ving gathered all your information together on the needs of the business, and of the individuals within your area of control, you now need to consolidate this into some sort of planning document. Usually you will find that your plan falls into two areas planning for groups of people and planning for

11、 individuals. 在大多数公司，部门培训计划以日历或墙帖图表形式出现，个人计划则经常在绩效评估中 由双方共同达成，也就是通常所说的个人发展计划。作为部门培训协调员，两个方面您都 必须完成，这非常重要。 In most companies, the plan for the groups is a calendar or wall chart set out to form the training plan, and the plan for individuals is often agreed around appraisal or performance review time

12、, and known as the personal development plan. To meet your responsibilities as a departmental co-ordinator, it is important that you are able to complete both. 1）为部门做计划为部门做计划/Planning for Groups 通常是出具一份培训和发展计划 即一份文件，详细列明了在规定期限内必须实施的发 展活动。 Often this is done by producing a training and development pl

13、an. A document which specifies all the development which will be carried out over a stated period of time. 制订并沟通培训和发展计划好处不胜枚举： There are many advantages for producing and communicating a training and development plan: 确保在需要时实施发展活动 Ensures development is carried out and happens when needed 证明了您对工作的承诺

14、 Shows commitment from you 证明了酒店的承诺 Shows commitment from the company 为培训协调员或培训员设定目标和优先顺序 Sets priorities and targets for the co-ordinator and/or trainer 计划如何实施 Plans how to implement 确保没有重复或遗漏 Ensures that nothing is duplicated, or forgotten. 方便关注和协调 Easy to monitor and co-ordinate 帮助管理层节约时间和资源 Ass

15、ists with management of time and resources 练习 6.1/ EXERCISE: 6.1 思考一下您酒店和部门内的培训与发展计划 Think about your departmental training and development plans in your hotel or company 制定计划的标准是什么？必须包含什么信息？ What is the standard for producing them? What information should they contain? 制定计划时，让相关人员参与会很有帮助 员工，培训员，协调员

16、，部门内其他经理等。 沟通对计划的成功至关重要，在会议中您的意图沟通得越彻底，成功的可能性就越大。 When writing your plan, it may be helpful to include the people who are going to be involved in making it happen - the particular staff, trainers, co-ordinators and other heads of departments and line managers for example. Communication is often a ke

17、y factor to the success of a plan, and the more thoroughly you can communicate your intentions through meetings, briefings, etc. the more successful it is likely to be. 计划的形式取决于您的需求。 The format of the plan will depend on your needs. 但必须包括以下信息： As a rule though, it needs to contain the following info

18、rmation: 计划的学习方式/the learning method planned 培训对象/who is being trained 培训主题/what the subject is 培训地点（是否脱岗）/where the training will be ( if off-job) 培训起迄时间/when it is planned for, or needs to be completed by 培训员/who is the trainer 谁负责跟进/who is responsible for follow up 如何衡量结果/how results will be meas

19、ured 费用/预算/cost/budget implications if applicable 2） 为个人制定计划为个人制定计划/Planning for Individuals 当您完成了对培训和发展需求的识别，您会发现其中包含了一些个人学习的特定需求。这 也可能发生在在绩效评估之后。部门需求可以通过上述计划予以满足，但个人需求的最好 满足方式是个人发展计划。 As you complete your identification of training and development needs, you will find that some issues arise where

20、individuals need to learn certain things. This will also happen as a result of appraisals and performance reviews. Group needs can be met through a plan as identified above, but individual needs will be best met through a personal development plan. 个人发展计划成功的关键之一在于形成一个好的学习目标。作为一名部门培训协调员，您 有责任与您责任范围内的

21、员工共同约定他们的学习目标。 One of the keys to a successful personal development plan lies in the forming of good learning objectives. As a departmental training co-ordinator, you will have a responsibility for agreeing learning objectives for people within your area of control. 当被问及个人发展的方向时，大多数人给出他们想着手的大概描述。他们意

22、在描述学习目 的。例如： When asked about the direction for personal development, most people will give a broad statement of the area they would like to tackle. They tend to give us an idea of their learning aims. Intentions such as: 了解更多的财务知识/knowing more about finance 掌握更多的管理知识/knowing more about management 了

23、解更多的产品知识/better product knowledge 了解更多的电脑知识等 knowing more about computer etc, 这当然是一个好的开端，但对我们计划培训和发展活动却没有特别的帮助。 are a good start, but not particularly helpful in deciding how to plan a training and development activity. 学习目标/learning objective 是针对学习者的特定描述，即在知识、技能或态度方面希望得 到发展的特定方面。 A learning objecti

24、ve is a specific statement about the learner, and what it is specifically that they need to develop in terms of their knowledge, skills and/or attitude. 学习目标之所以有用是因为： Learning objectives are useful because: 是决定发展方式的基础/To have a basis on which to decide our method of development 是评估培训活动效果的基础/To have

25、a basis to evaluate the effectiveness of any activity 使学员专注并明确目的方向/to give the learner a focus and direction to aim for 有助于开展沟通/To assist communication the development being undertaken 一般来说，设定学习目标的最佳人选是需要得到发展的个人或部门，他们是衡量结果 的最好人选。 Generally, the best person to set learning objectives is the individua

26、l or group who need the development, in this way, they are in the best position to measure the results. 在共同确定学习目标时，让学员明白学习目标务必要： When helping people to agree learning objectives, it is important that they understand that they are: S Specific 明确的 M Measurable 可衡量的 A Achievable 可达到的 R Relevant 与经营相关的

27、T Timebound 有时间限制的 练习 6.2/ EXERCISE: 6.2 写下您自我发展的学习目标，或者以下列目的为基础制定： Use the space below to develop a learning objective of your own, or base it on one of the following aims: 了解更多的财务知识/Knowing more about finance 更好了解某一部门的产品知识/ Better product knowledge of a particular department or service 掌握更多的管理知识/

28、Knowing more about management 了解更多电脑知识/ Knowing more about computers 第七章第七章 Session seven 实施培训与发展实施培训与发展/Implementing Training whether or not the support material was useful; what they thought of the environment. Its generally checked out in the form of “Happy Sheets”. As a trainer, however, you sho

29、uld never rely too much on this level of evaluation as it tells you nothing more than whether they had a good time - and quite often trainees are not wholly truthful about their experience. 第二层第二层 学习学习/Learning 这一层次将检查是否达到培训目标。学员是否学到了您希望他们学到的东西？他们是否学 到自己希望学到的东西？是否还有知识差距需要进一步关注？这个层次是客观并量化的指 针以衡量学员理解与

30、消化信息的程度，可以包括测试、技巧练习或角色扮演等。但这并不 意味着他们就会将所学运用到工作中。 This is where you check whether or not the learning objectives of the session or development activity have been met. Did the trainees learn what you intended them to learn? Did they learn what they set out to learn or are there still gaps in their kno

31、wledge that need further attention? The measures should be objective and quantifiable indicators of how well the trainees understood and absorbed the information and could include tests, skills practice and role plays. This does not, however, indicate whether or not they will transfer their learning

32、 to the job. 第三层第三层 工作行为工作行为/Job Behavior 培训的结果就是希望让学员改变其工作中的行为。要记住的是培训中表现良好并不意味着 在实际工作中，表现也会提高。 Have the trainees changed their behaviour at work as a result of the training given. You should bear in mind that a trainee may have behaved well during the session or development activity and yet may no

33、t change their behaviour at work. 这个过程的评估是长期的，可能包括： This level of evaluation is longer term and may include: 前后比较/before and after comparisons 来自其上司、下属和同事的观察和反馈/observation and feedback from managers, subordinates and peers 统计结果/statistical comparisons 长期跟进 工作交流/Long range follow ups - Job chats 第四层

34、第四层 经营结果经营结果/Business Results 这是最为重要的层次 也是最容易遗漏的！ 培训的结果是否对经营的改进产生影响？换句话说，是否带来经营和业务上的好处？ This is the most important level - and the one that most often is missed! As a result of the training have there been improvements at a business level? In other words, has it made any commercial or business benef

35、its? 识别需求并使之符合经营计划只是第一步：现在需要回顾经营计划并识别培训和发展活动 满足这些需求的程度。 You identified needs and matched them to the business plan in the first place: you now need to return to the business plan and identify how well the training and development activity has met those needs. 这包括您在培训前后收集相关数据，并将其中改进经营的其他可变因素分离开（如新的设

36、备等） ，这样我们就可以分析改进的程度。 只有这样您才能确定培训活动是否为经营增加了价值，也只有这样才能“结束”系统培训 的循环。 It involves you collecting data before and after the training, isolating any other variables which could have caused the improvement (for instance, new equipment) in order to analyse the improvement. It is only then that you can decid

37、e whether or not your training intervention has added value to the business, and only by doing this can you “close” the circle of systematic training. 练习 8.2/ EXERCISE: 8.2 以本次培训课程为例，使用 4 层次分析法进行评估 Using this workshop as an example, prepare an evaluation using the four levels described on previous p

38、ages 课程课程/Session or workshop: 出于经营方面的理由出于经营方面的理由 Business reason for running it: 管理培训与发展 Managing Training and Development for the Business 层次层次 Level 如何评估如何评估 How Evaluated 第一层 反应反应 Level One Reaction 第二层 学习学习 Level Two Learning 第三层 工作行为工作行为 Level Three - Job Behaviour 第四层 经营结果经营结果 Level Four - Bu

39、siness Results 学习记录学习记录 Learning Log 随着培训课程的不断进行，请将学习到的要点记录下来： As you progress through your workshop, record your learning in the space below: 第二部分第二部分 SECTION 2 案例分析案例分析：练习一 Case Study: EXERCISE ONE 确定出案例分析酒店中下列人员的培训与发展责任： Identify the roles and responsibilities of training and development in the f

40、ollowing positions in your case study hotel: 总经理 General Manager 培训经理 Training Manager 部门经理 Department Head 部门培训员/培训导师 Departmental Trainers / Master Trainer 分部培训员 Outlet Trainers 案例分析案例分析：练习二 Case Study: EXERCISE TWO 与您的小组从经营计划中选择三项培训和发展项目，为每一项列出尽可能的发展方法。 In your case study groups, choose three tra

41、ining and development issues from the Business Plan and list as many development methods for each one as possible. 案例分析案例分析：练习三 Case Study: EXERCISE THREE 根据案例中提供的信息，完成 PEST 分析，并判断每个因素对酒店的影响： Using the information provided in the case study, complete a PEST analysis for the case study hotel, and ide

42、ntify what impact each factor will have on the hotel: 案例分析案例分析：练习四 Case Study: EXERCISE FOUR 根据案例中提供的信息，和您的小组共同完成下列练习： Using the information provided in the case study, complete the following activities in your group: 1） 准备 POST 分析，并完成培训与发展需求 Prepare a POST analysis for the case study hotel, and com

43、plete the identification of training and development needs 2） 选择一个部门，建议如何制定标准并进行沟通 For one department, suggest how standards could be developed and communicated 3） 就上述部门，将所有已识别的需求按补救性、强制性、必要性和发展性分类。确保您 考虑到了发展需求并列出您识别出的非培训需求。 For this department, plot all your identified needs against the categories

44、of remedial, obligatory, mandatory and development. Ensure that you have also taken account of developmental needs and add a list of non-training issues or needs that you have identified. 案例分析案例分析：练习五 Case Study: EXERCISE FIVE 练习五,六，七是对“管理培训与发展”课程知识的实际运用。 Exercises 5,6 consider what the objectives o

45、f the training or development activity should be unless you know where you are going, you wont know when you get there! 使您的目标符合下列要求： Make your objectives: Specific/明确的 Measurable/可衡量的 Achievable/可达到的 Relevant/与经营相关的 Timebound/时间限制 一旦确定了目标，决定合适的发展方式对有效完成目标至关重要 记住有些目标是为个 人而制定，有些则是为整个部门而制定。 Once you ha

46、ve your objectives, then decide on the appropriate development method that would be most effective in enabling the objectives to be met remember some of these will be objectives for individuals, and others will be for the whole team. 完成发展计划 您可以考虑制定一份全面的发展计划，这样能够帮助培训协调员发挥其 作用并帮助沟通此计划。 Complete the de

47、velopment plan you may consider having an overall development plan with one section specifically for training activities this will help the training co-ordination role and help to communicate your plan. 当您将计划汇总起来，与您的经理商量并达成一致。他们会对所需的花费也会感兴趣的， 所以您一定要计算仔细。 When you have put your plan together, discuss

48、 it with your manager and get his/her agreement to it. They will also be interested to know how much the plan will cost to implement. This is worth calculating so that you are prepared. 您必须决定如何把此计划与其他相关人员进行沟通： Then you need to work out how the plan will be communicated to those involved. For example

49、, by: 会议/Meetings / briefing 布告栏/Noticeboards 接下来我们就可以把计划付诸实施了！Then its time to put things into action! 附：部门培训和发展计划附：部门培训和发展计划/DEPARTMENTAL TRAINING & DEVELOPMENT PLAN DEPARTMENTAL TRAINING & DEVELOPMENT PLAN 部门培训与发展计划 Hotel酒店: . Department部门: Prepared by制定人: . Date日期: . Objective of Development 发发 展展 目目 标标 Development Method 发发 展展 方方 式式 Delegates 学学 员员 Responsibility 责责 任任 Target Completion 目标完成情况目标完成情况 Review Method 回顾方式回顾方式 Page (of .) 练习五：练习五： 个人发展计划 ACTIVITY FIVE