酒店集团管理培训与发展教材模板.doc

管理培训和发展
Managing Training & Development for the Business

介绍

欢迎参与“管理培训和发展”课程，这个三天课程是专为部门培训协调员所设计。
Welcome to this workbook. It has been designed to support the three-day Managing Training & Development for the Business workshop for Departmental Training coordinators.

在工作手册中，大家会看到不一样标识
Through the workbook, you will see various icons:

停下来思索一下
Invites you to pause and think for a few moments
? 写下您自己想法
Invites you to write your own thoughts
2 表示有练习需要完成
Indicates an exercise for you to complete
1 表示进行案例分析小组需要完成练习
Indicates an exercise to complete in your case study group
G 注意！
Take note! / NB

手册每页留出空白方便您统计下学习关键点。
The workbook has been purposely designed with wide margins and lots of space for you to make your own notes and reminders of learning points.

培训目标/Objectives

任何培训课程全部有目标，我们期望您能够阅读此学员手册，参与培训并完成练习，在培训结束以后，您将能够：
All workshops and sessions need to have formal objectives, and we hope that by reading the workbook, attending the workshop and taking part in the related exercises, you will be able to:

² 解释在您职责范围内对组织培训和发展所起作用
Explain your role for organising training and development of people within your area of responsibility
² 在您职责范围内，发觉培训和发展需求以满足相关经营需要
Identify training and development needs within your area of responsibility to meet the strategic issues for the relevant business plan
² 设定培训目标并利用不一样方法以达成理想结果
Set learning objectives to achieve desired outcomes using a variety of development methods
² 为部门和个人建立培训计划并进行沟通，该计划包含完成期限并能满足您职责范围内优先需求
Build and communicate a plan for a specified time period, to meet priority needs in your area, for both groups and individuals
² 解释怎样评定培训和发展活动
Explain how to evaluate training and development activity

简而言之，此培训课程是为了帮助您在您职责范围内管理职员发展以取得她们对部门，对酒店经营和对自己最好最好结果。
In short, an important part of coming on this workshop is to help you to manage the development of people within your department or area of responsibility, to get the best out of them for your department, the business – and for themselves.

而且，每次培训后你全部会记得一起参与课程学员，方便以后建立联络。
As always, when attending workshops, it can be helpful to remember who was there with you – in case you want to contact each other afterwards.

? 您能够记下共同参与此次培训学员信息：
You might like to make a note here of the other people attending your workshop:

姓名 /Name 酒店/Hotel 联络电话/Contact Number

我们期望您能够喜爱利用这本学员手册，充足享受这次培训。假如您有任何问题，请随时和我联络。
J We hope you will enjoy using this workbook, and attending the workshop. If you have any questions at all, then please do not hesitate to ask your tutor/facilitator.

目录/Contents

页数/Page

1
目标介绍/Introduction & objectives of the workshop

第一部分Section One – Sessions
6
1、介绍培训和发展/Introduction to Training & Development
11
2、明确角色和职责/Who does that? – Roles and Responsibilities
14
3、创建适宜环境/How people learn – Creating the Right Conditions
22
4、利用系统方法/Where do I start? – Applying a Systematic Approach
25
5、识别培训需求和优先次序－开始计划/Identifying business needs and priorities – Starting to Plan
44
6、制订计划 — 为部门和个人/Making a plan – Planning for Groups and Individuals
49
7、实施培训和发展/Implementing Training and Development
54
8、回顾和评定/What difference did it make? – Reviewing & Evaluation
60
个人学习笔记/Personal Learning Log

第二部分 — 案例分析/Section Two – Case Study Exercise
61
案例分析练习 Case Study Exercises

第三部分 — 回到工作岗位/Section Three – Back-to-work
69
联络到工作岗位练习活动 Back-to-work Activities

G 以上全部内容全部包含在学员手册中。在培训过程中，您可能需要在一些方面多花些时间，其它地方少花些时间。这是因为课程培训员期望满足全部学员需求。

The content above can all be found in this workbook. You might find that on your workshop you spend more time on some areas, and less time on others. This is because your trainer will try to meet the needs of your group.

在培训之前，先花点时间思索一下您为何要参与这个培训和在培训结束后您期望有什么收获？你个人目标是什么？
Before you start on the rest of the content, it is worth spending some time thinking about why you are attending, what you would like to gain as a result.
What are your personal aims for the workshop?

请把您想法写下来：
Write them in here:

G 在培训结束后我们再来看一看这次培训是否达成了您目标
Return to them at the end of the workshop and check if they have been met.

第一部分
SECTION 1

第一章
Session One
介绍“培训和发展”
Introduction to Training & Development

介绍/ Introduction

作为一名部门培训协调员，您要在很多方面负担起责任以帮助部门愈加好运行，并为酒店成功经营作出贡献。
In your role as a departmental training co-ordinator, you will be responsible for many factors that help your department to run smoothly and contribute to making the business successful.

在您所能控制范围内，最为昂贵项目 — 最少是最昂贵之一 — 就是劳动力成本。劳动力成本有很多原因组成，直接成本如工资、职员离职及替换成本等。
Within the areas of your control, one of the most – if not the most – expensive items you control will be the cost of employing people. The costs are made up of many things. There are direct costs such as wage costs, and the costs of labour turnover and replacing people.

但更多是非直接成本 — 如职员犯错误、用户不满意、职员对工作不能尽心尽力等。
There are also many and varied indirect costs – such as the costs of mistakes, costs of dissatisfied customers, costs of people not giving their best commitment to the job etc.

考虑到那些潜在成本和期望经营取得最好产出愿望，部门内每个职员全部能有最好表现是很关键。事实证实对培训和发展有效管理是我们达成上述目标一个有效工具。
Because of the potential costs, and to gain the best results for the business, it is important that all departments are able to get the best from the individuals within the team. It is a proven fact that the skilful management of training and development is an effective tool to help you do this.

当然，假如您要对一个大部门负责或手下职员数量众多，您不可能负责全部培训。这是设置部门培训协调员目标所在，您知道怎样管理部门内培训步骤以确保满足需求，从而使企业和职员全部从中得到好处。
Of course, if you are responsible for a large department, or have a number of people in your team, you cannot hope to do all the training yourself. It is important in your department co-ordinator role, that you know how to manage the process of training within your department so that you are able to ensure that what needs to get done gets done, and that both the business and the people benefit as a result.

在本章节中，我们将讨论：
In this section we will look at:

² 了解培训和发展/Understanding training and development
² 做好培训和发展好处/Benefits of getting it right
² 培训和发展潜在障碍/Potential blockages in getting it done

在本章节结束后，您将能够
By the end of this section and related exercises you will be able to:

² 解释培训和发展所包含关键内容及其和你部门和你角色联络/Explain the key activities that are covered by training and development and how they relate to the department and coordinator
² 解释培训和发展好处/Explain the key benefits of training and development
² 识别培训和发展潜在障碍/Identify potential blockages to training and development activity
² 描述成功管理职员培训和发展应含有素质/Describe the qualities required to successfully manage training and development of other people

了解培训和发展/Understanding training and development

良好培训和发展活动包含作出计划/planning以给职员/people机会学习并发挥她们潜力/potential，最终达成工作要求绩效/performance标准。
Good training and development activities involve planning to give people a chance to learn and achieve their potential and the performance standards that the job demands.

良好培训和发展能够用4P来概括：
Good training and development activity is therefore about these four P’s:

² 计划/Planning

² 职员/People

² 潜力/Potential

² 绩效/Performance

培训和发展组织得越好，我们就越有可能取得最大好处。
The better organised the training and development effort, the more likely we are to be able to make the best of the benefits.

酒店内任何部门、任何岗位全部包含下列内容
Working in any role in any department in the hotel takes a rich mixture of…

² 知识/knowledge — 对工作了解程度/knowing about the job

² 技能/Skills — 做好工作所需技能/Skills to be able to do the job

² 态度/Attitude — 做好工作应含有正确态度/Having the right attitude for the job

2 练习1.1 /EXERCISE: 1.1
? 考虑您部门内一些工作岗位对知识、技能、态度要求
Think of the requirements for knowledge, skills and attitudes for some of the jobs in your department

工作职位 需要知识 需要技能 需要态度
Job title Knowledge required Skills required Attitudes required

2 练习1.2 /EXERCISE: 1.2
? 假如全部培训和发展活动全部开展地富有成效，对下列人群有什么好处？
What are some of the benefits for these groups of people if all the training and development is carried out and completed effectively?

企业/酒店 用户 包含职员 您自己
Company/Hotel Customer/Guest The individual concerned You

G 您可能意识到相关上述标准，理论上很不错，但假如付诸实施就会很复杂 — 尤其是您将不得不依靠于其它人帮助和支持。

You have probably realised that with all principles of managing people, the theories are sound, but putting it all into practice is more complicated – particularly if you have to rely on others to help you.

了解部分在培训和发展过程中可能包含到障碍对我们会有很大帮助。
It may be helpful to understand a little about some of the blockages that can be involved in gaining and maintaining enough energy and commitment for training and development.

2 练习1.3 /EXERCISE: 1.3
? 列出您作为部门培训协调员在实施培训和发展中可能会碰到障碍：
List any barriers or blockages to training and development that you may encounter in your role as department training co-ordinator:

G 认清存在障碍是在部门中实施培训和发展第一步。
Knowing that certain barriers exist is the first step in managing the training and development of people in your team.

完成联络到工作岗位练习一（第71页）
See Activity One in the Back-to-Work section at the end of this workbook (page 71).
第二章
Session Two
明确角色和职责/Roles and Responsibilities

您作为部门培训协调员责任
Your responsibility as a departmental training coordinator

要在尽可能短时间内，以尽可能少支出，使培训和发展活动取得成功，这需要：
Your responsibility as a departmental training co-ordinator

² 适宜人从事/the right people doing …
² 适宜工作/the right thing at …
² 在适宜时间/the right time

在本章节我们将讨论：
In this section we will look at:

² 您对培训和发展责任/Your responsibilities for training and development
² 其它职员和责任/Other people and responsibilities
² 怎样和酒店相关/How it links with the context of the company
² 用所学知识进行案例分析/Relating your learning to a case study exercise

在本章节结束后，您将能够：
By the end of this section and related exercises you will be able to:

² 描述部门培训协调员角色和职责
² Describe your role and responsibility as a departmental training co-ordinator

² 解释您职责和为何这对酒店经营很关键
² Explain that responsibility and why it is important to the hotel and the company

总体而言，培训和发展责任有以下5类：
Broadly speaking, the responsibilities for training and development fall into 5 main categories:

² 职员/The individual
² 部门培训员和部门培训协调员/The departmental trainer and training coordinator
² 部门经理/The departmental manager
² 酒店高级管理层/the senior managers
² 集团总部 — 如区域培训经理或区域培训总监/the company – represented by the regional training manager and area director of training

2 练习2.1/ EXERCISE: 2.1
? 考虑和您关系 — 您认为她们关键职责是什么？
Consider each of these as they relate to you – what do you think the key responsibilities are?

1、 个人/ The Individual

2、 部门培训员/ The Departmental Trainer

3、 部门经理/ The Departmental Manager

4、 酒店高级管理层/The Senior Manager/s

5、 集团企业 — 区域培训经理或培训总监/The Company represented by the Regional Training Manager and Area Director of Training

1依据所提供内容进行案例分析并完成练习1。
You should now turn to SECTION 2 of this workbook, and begin to work on Exercise One from the Case Study (page 61).

第三章
Session Three
创建适宜环境/Creating the Right Conditions

大家怎样学习，怎样才能创建适宜环境
How people learn, and how to create the right conditions

您将发觉，部门培训协调员关键责任之一就是要帮助部门组员了解使自己达成标准知识以充足发挥其潜能。
As you will be discovering, one of your key responsibilities as a departmental training co-ordinator lies in helping people in your team to learn about the things they need to know in order to perform to the standards required, and to achieve their own potential.

要帮助职员有效地学习关键之一是要了解学习过程。
A key to being effective in helping people to learn is to understand some of the process of learning.

在这部分我们将讨论：
In this part of your workbook you will learn about:

² 大家怎样学习/How people learn
² 不一样发展方法/Different development methods
² 为学习发明一个适宜环境/Creating right environment for learning

在本章节结束后，您将能够：
By the end of this section and related exercises you will be able to:

² 描述学习过程和部门培训协调员在此过程中作用/Describe the learning process and the role of the training coordinator in helping with the process
² 解释不一样发展方法和怎样在部门中加以利用/Explain different methods of development and how they might be used within the department
² 描述学习文化关联和怎样在部门和工作环境中加以实施/Describe the relevance of a learning culture and how it might be developed within the department or a work situation

您将利用您所学进行案例分析
You will apply your learning from this section to an exercise in the case study.

大家怎样学习/How people learn

通常来说，当我们准备学习新东西，大全部按以下模式来进行：
Broadly speaking, when any of us set out to learn anything new, we generally follow a pattern. It goes like this:

首先，我们需要有学习意愿，动机或诱因/desire, trigger or motivation to learn。这有可能由外部原因来驱动，如加薪升职等，但更为常见内心原因，如想更为自信，自我价值实现，好奇心或竞争心理等。
Firstly, we need to have a desire, trigger or motivation to learn. This may be driven by external factors such as increased pay and reward, but more often than not it is driven by internal factors such as a feeling of confidence, a sense of self-worth and value, curiosity or competition.

其次，有了学习愿望后，我们通常会试图开始探明这个专题 — 以学习驾驶为例。一旦我们决定去学习驾驶，我们通常会计划寻求适宜人选来教我们，可能是亲戚、好友亦或是驾校。第一次坐上驾驶席并开始了解驾驶是怎么一回事。这个过程用专业术语来说我们正在取得信息/acquiring information。
Next, having formed the desire to learn, we generally tend to begin finding out about the subject – take learning to drive as an example. Once we have decided to learn to drive, very often we set out to find the right person to teach us, the right relative, friend or driving school. We sit in the car for the first time in the driving seat and begin to work out how it all works. In learning terms we are acquiring information.

接下来就是得到全部信息并尽可能去了解。这叫作我们正在消化信息并增加了解/assimilating the information and developing our understanding。这一步需要清楚指示、解释或能观摩其它人演示。
The next steps in learning are to take all the information in and try to make sense of it. At this point we are assimilating the information and developing our understanding. This stage can be helped by having clear instructions explanations and perhaps being able to watch someone else demonstrate.

当然，仅仅观摩她人演示或听到解释并不意味着我们已经了解 — 假如是学习驾驶话就太危险了！最终我们需要形成自己了解模式/form our own pattern of understanding。这和我们平时所说“恍然大悟”十分相同，我们忽然了解并取得对我们先前并不明白事物洞察力。
Of course, just because we watch someone else, or have it all explained to us does not mean that we understand – that would be especially dangerous if we were learning to drive! Eventually, we need to form our own pattern of understanding. A similar process to the one when “the penny drops” and we suddenly understand or gain new insights into things we didn’t know before.

最终，一旦形成了对怎样驾驶和避开路途障碍本身了解，我们经过驾驶考试来测试我们了解/test our understanding。
Lastly, having formed a way of understanding how to drive the car, and avoid everything else on the road, we test our understanding by taking our driving test.

假如考试不是太难，那么我们要么经过了考试，要么愿意再次参与。不过假如测试或整个学习过程太令人可怕，我们可能会放弃驾驶。
If the test