洲际酒店集团管理培训与发展课程87页

1、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 health and saf

2、ety 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 4 发展性发展性/Devel

3、opmental 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 用在与保持我们的标准而不后退。

4、 Quite often, through all the other pressures of the operation, we tend to concentrate our MANAGING 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 should never rely too

5、 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消化信息的程度，可以包括测试、技巧练

6、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 knowledge that need f

7、urther 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 to the job. 第三层第三

8、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 not change their beh

9、aviour 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: MANAGING TRAINING consider what the objectives of 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: Specif

10、ic/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 have 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 wi

11、ll 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 development plan you may consider having an overall development plan with one section specifically for training activities this will help the training co-ordinatio

12、n 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 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 s

13、o 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, 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! MANAGING TRAINING & DEVELOPMENT FOR THE BUSINESS 管理培训与发展

14、80 - 86 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

15、标完成情况目标完成情况 Review Method 回顾方式回顾方式 Page (of .) MANAGING TRAINING & DEVELOPMENT FOR THE BUSINESS 管理培训与发展 81 - 86 练习五：练习五： 个人发展计划 ACTIVITY FIVE: Personal Development Planning for Individuals 在您部门内选择一名员工： Choose an individual within your area of responsibility: 确定其要发展的领域 Define the area in which he/she

16、 needs to develop 根据SMART标准设定其发展活动的学习目标并获得该员工的同意 Agree a learning objective for the development activity which follows the SMART criteria 列出该员工可能达到学习目标的方法 List a choice of methods by which this person could achieve the learning objective 与其本人共同讨论计划并将您的想法记录如下 Discuss it with him/her and record your t

17、houghts about this meeting here MANAGING TRAINING & DEVELOPMENT FOR THE BUSINESS 管理培训与发展 82 - 86 练习六：练习六： 使用公司工具和程序 ACTIVITY SIX: Using Company Tools & Procedures 写下您将为培训和发展如何使用各类集团工具和程序 Write in here how you use the various company tools and procedures for training and development 培训记录/Training rec

18、ords： 课前讨论/Pre-course Briefings： 课后总结/Post-course Briefings： 课程回顾/Course Reviews： 培训回顾/Training Reviews： MANAGING TRAINING & DEVELOPMENT FOR THE BUSINESS 管理培训与发展 83 - 86 MANAGING TRAINING & DEVELOPMENT FOR THE BUSINESS 管理培训与发展 84 - 86 练习七练习七： 回顾培训与发展 ACTIVITY SEVEN: Reviewing Training & Development 根据您所进行的某次具体培训，完成下表 Complete this form for a particular activity that you have managed in your role as a Departmental Training Co-ordinator 发展类型发展类型 Type of Development 学习目标学习目标 Learning Objectives 经营目标经营目标 Business Objectives 评估方式评估方式 Evaluation Methods 评估日期评估日期 Date you plan to measure