管理培训与发展
Managing Training & Development for the Business
介绍
欢迎参加“管理培训与发展”课程，这个三天的课程是专为部门培训协调员所设计的。
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，大家会看到不同的标记
Through the workbook, you will see various icons:
停下来思考一下
Invites you to pause and think for a few moments
写下您自己的想法
Invites you to write your own thoughts
表示有练习需要完成
Indicates an exercise for you to complete
表示进行案例分析的小组需要完成练习
Indicates an exercise to complete in your case study group
注意！
Take note! / NB
手册每页留出空白以便您记录下学习要点。
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
任何培训课程都有目标，我们希望您能够阅读此学员手册，参加培训并完成练习，在培训结
束之后，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:
解释在您的职责范围内对组织培训和发展所起的作用
Explain your role for organising training and development of people within your
area of responsibility
在您的职责范围内，发现培训和发展的需求以满足相关的经营需要
Identify training and development needs within your area of responsibility to
meet the strategic issues for the relevant business plan
设定培训目标并运用不同的方法以达到理想的结果
Set learning objectives to achieve desired outcomes using a variety of
development methods
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的
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
解释如何评估培训与发展活动
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员工的发展以获得他们对部门，对
酒店经营以及对自己的最好的最佳结果。
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，每次培训后你都会记得一起参加课程的学员，以便今后建立联系。
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.
您可以记下共同参加此次培训的学员信息：
You might like to make a note here of the other people attending your workshop:
姓名 /Name 酒店/Hotel 联系电话/Contact Number
我们希望您能够喜欢运用这本学员手册，充分享受这次培训。如果您有任何问题，请随时与
我联络。
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、介绍培训与发展/Introduction to Training & Development
11 2、明确角色与职责/Who does that? – Roles and Responsibilities
14 3、创建合适的环境/How people learn – Creating the Right Conditions
22 4、运用系统的方法/Where do I start? – Applying a Systematic Approach
25
5、识别培训需求与优先顺序－开始计划/Identifying business needs and priorities –
Starting to Plan
44 6、制定计划 — 为部门和个人/Making a plan – Planning for Groups and Individuals
49 7、实施培训与发展/Implementing Training and Development
54 8、回顾与评估/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 联系到工作岗位的练习活动 Back-to-work Activities
以上所有的内容都包含在学员手册中。在培训过程中，您可能需要在某些方面多花些时
间，其他地方少花些时间。这是因为课程的培训员希望满足所有学员的需求。
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，先花点时间思考一下您为什么要参加这个培训以及在培训结束后您希
望有什么收获？你的个人目标是什么？
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?
请把您的想法写下来：
Write them in here:
在培训结束后我们再来看一看这次培训是否达到了您的目标
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“培训与发展”
Introduction to Training & Development
介绍/ Introduction
作为一名部门培训协调员，您要在很多方面承担起责任以帮助部门更好的运行，并为酒店的
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.
在您所能控制的范围内，最为昂贵的项目 — 至少是最昂贵的之一 — 就是劳动力成本。劳
动力成本有很多因素组成，直接成本如工资、员工离职及替换成本等。
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 — 如员工犯错误、顾客不满意、员工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希望经营获得最佳产出的愿望，部门内每个员工都能有最佳表现是非
常重要的。事实证明对培训和发展的有效管理是我们达到上述目标的一种有效工具。
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，如果您要对一个大部门负责或者手下员工数量众多，您不可能负责所有的培训。这是
设立部门培训协调员的目的所在，您知道如何管理部门内的培训流程以确保满足需求，从而
使公司和员工都从中得到好处。
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:
理解培训与发展/Understanding training and development
做好培训与发展的好处/Benefits of getting it right
培训与发展的潜在障碍/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:
解释培训与发展所包括的主要内容及其与你的部门和你的角色的联系/Explain the key
activities that are covered by training and development and how they relate to the department
and coordinator
解释培训与发展的好处/Explain the key benefits of training and development
识 别 培 训 与 发 展 的 潜 在 障 碍 /Identify potential blockages to training and development
activity
描 述 成 功 管 理 员 工 的 培 训 与 发 展 应 具 备 的 素 质 /Describe the qualities required to
successfully manage training and development of other people
理解培训与发展/Understanding training and development
良好的培训和发展活动包括作出计划/planning 以给予员工/people 机会学习并发挥他们的
潜力/potential，最终达到工作要求的绩效/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.
良好的培训和发展可以用 4P 来概括：
Good training and development activity is therefore about these four P’s:
计划/Planning
员工/People
潜力/Potential
绩效/Performance
培训和发展组织得越好，我们就越有可能获得最大的好处。
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、任何岗位都包含下列内容
Working in any role in any department in the hotel takes a rich mixture of…
知识/knowledge — 对工作的了解程度/knowing about the job
技能/Skills — 做好工作所需的技能/Skills to be able to do the job
态度/Attitude — 做好工作应具备的正确的态度/Having the right attitude for the job
练习 /EXERCISE:
考虑您部门内某些工作岗位对知识、技能、态度的要求
Think of the requirements for knowledge, skills and attitudes for some of the jobs in
your department
工作职位 需要的知识 需要的技能 需要的态度
Job title Knowledge required Skills required Attitudes required
练习 /EXERCISE:
如果所有培训和发展活动都开展地富有成效，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?
公司/酒店 顾客 涉及员工 您自己
Company/Hotel Customer/Guest The individual concerned You
您可能意识到有关上述原则，理论上非常不错，但如果付诸实施就会非常复杂 — 特别
是您将不得不依赖于其他人的帮助和支持。
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.
了解一些在培训和发展过程中可能涉及到的障碍对我们会有很大的帮助。
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.
练习 /EXERCISE:
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的障碍：
List any barriers or blockages to training and development that you may encounter in
your role as department training co-ordinator:
认清存在的障碍是在部门中实施培训和发展的第一步。
Knowing that certain barriers exist is the first step in managing the training and
development of people in your team.
完成联系到工作岗位的练习一（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
明确角色与职责/Roles and Responsibilities
您作为部门培训协调员的责任
Your responsibility as a departmental training coordinator
要在尽可能短的时间内，以尽可能少的支出，使培训和发展活动获得成功，这需要：
Your responsibility as a departmental training co-ordinator
合适的人从事/the right people doing …
合适的工作/the right thing at …
在合适的时间/the right time
在本章节我们将讨论：
In this section we will look at:
您对培训和发展的责任/Your responsibilities for training and development
其他员工和责任/Other people and responsibilities
如何与酒店相关/How it links with the context of the company
用所学的知识进行案例分析/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:
描述部门培训协调员的角色和职责
Describe your role and responsibility as a departmental training co-ordinator
解释您的职责以及为什么这对酒店经营很重要
Explain that responsibility and why it is important to the hotel and the company
总体而言，培训和发展的责任有以下 5 类：
Broadly speaking, the responsibilities for training and development fall into 5 main
categories:
员工/The individual
部门培训员和部门培训协调员/The departmental trainer and training coordinator
部门经理/The departmental manager
酒店高级管理层/the senior managers
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
练习 EXERCISE:
考虑与您的关系 — 您认为他们的关键职责是什么？
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、 集团公司 — 区域培训经理或培训总监/The Company represented by the Regional Training
Manager and Area Director of Training
根据所提供的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
创建合适的环境/Creating the Right Conditions
人们如何学习，如何才能创建合适的环境
How people learn, and how to create the right conditions
您将发现，部门培训协调员的关键责任之一就是要帮助部门成员了解使自己达到标准的知识
以充分发挥其潜能。
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.
要帮助员工有效地学习的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:
人们如何学习/How people learn
不同的发展方式/Different development methods
为学习创造一个合适的环境/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:
描述学习过程以及部门培训协调员在此过程中的作用/Describe the learning process and
the role of the training coordinator in helping with the process
解 释 不 同 的 发 展 方 法 以 及 如 何 在 部 门 中 加 以 运 用 /Explain different methods of
development and how they might be used within the department
描述学习文化的关联以及如何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
您将运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.
人们如何学习/How people learn
一般来说，当我们准备学习新的东西，大都按以下模式来进行：
Broadly speaking, when any of us set out to learn anything new, we generally follow a
pattern. It goes like this:
首先，我们需要有学习的意愿，动机或诱因/desire, trigger or motivation to learn。这有可能
由外部因素来驱动，如加薪升职等，但更为常见的内心因素，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，有了学习的愿望后，我们一般会试图开始探明这个主题 — 以学习驾驶为例。一旦我
们决定去学习驾驶，我们通常会打算寻找合适的人选来教我们，可能是亲戚、朋友亦或是驾
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获
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 所 有 的 信 息 并 尽 量 去 理 解 。 这 叫 作 我 们 正 在 消 化 信 息 并 增 加 理 解
/assimilating the information and developing our understanding。这一步需要清晰的指示、解
释或者能观摩其他人的演示。
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，仅仅观摩别人演示或听到解释并不意味着我们已经理解 — 如果是学习驾驶的话就太
危险了！最终我们需要形成自己的理解模式/form our own pattern of understanding。这与我
们平时所说的“恍然大悟”十分相似，我们突然理解并获得对我们先前并不明白事物的洞察力。
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.
最后，一旦形成了对如何驾驶和避开路途障碍的自身理解，我们通过驾驶考试来测试我们的
理解/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.
如果考试不是太难，那么我们要么通过了考试，要么愿意再次参加。但是如果测试或整个学
习过程太令人可怕，我们可能会放弃驾驶。
If the test is not too difficult, then we either pass, or gain the commitment to take it
again. However, if the test and the whole experience is too dreadful, then we might
never want to drive again.
综上所述，整个学习过程就好比一个循环 — 在现实中，我们学无止境…
Put together, the whole process looks like a circle – as in reality, we do not stop
learning…
练习 EXERCISE:
和您的小组成员讨论你们将如何帮助您的学员完成培训循环
In your group, discuss how as departmental training co-ordinators, you can help your
learners to go around and complete the learning cycle.
产生学习愿望/Forming a Desire to Learn
获取信息/Acquiring Information
Desire to learn
Acquire
information
Form a pattern
of understanding
Test out the
learning
Assimilate
information
吸收信息/Assimilating Information
形成理解模式/Forming a Pattern of Understanding
检验所学/Testing out the Learning
不同的发展方式/Different development methods
练习 EXERCISE:
思考您可能会使用的发展他人的方法并列举出来
Think about the ways of developing people you might use
List some down here:
从您的列举中我们可以发现，您所能使用的许多方法要比实施一个培训课程更为快速、容易
和富有成效。
As you can see from your list, many of the development methods you are able to use are
quicker, easier and more effective than applying a training session.
所以，在您推出培训课程之前，先思考一下有否可以使用的替代方案。
Therefore, before you launch into training, think about the alternative you could use.
使用不同的方法可以
Using a variety of methods will:
发展您自己 — 因为您做的越多，就得到越多
Develop you – as the more you do, the better you get
发展您的高级员工 — 因为他们会更多地参与
Develop your senior team members - as they can get more involved
发展您部门内每一个员工 — 因为他们可以从不同的方法和途径中学习
Develop your individual team members - as they learn through a variety of ways
and means
不同的发展方式/ Different development methods
在前页中，可能已经包括了部分或全部下列方法：
In your list on the previous page, you may have included some, or all, of the following:
授权/Delegation 观察/Observation
增加责任/Increased responsibility 会议/Meeting & briefing
新 项 目 或 特 殊 任 务 /New projects &
Special assignments
工作交谈和评估/Job Chats & appraisals
交叉培训/Cross Training 阅读/Reading
一对一培训/One to one training 视频/Videos
辅导/Coaching 网络培训/Computer based training
反馈/Feedback
创建合适的环境/Creating the right environment
部门培训协调员的重要作用之一就是要创建一个有利于学习的最有效的环境。
A vital part of your role as a departmental training co-ordinator in the business is to
generate the best and most effective culture for learning.
这包含要确保您手下直接或间接的下属都获得合适水平的支持和挑战。
This involves ensuring that everyone under your direct and indirect influence has the
right degree of challenge and support.
A motivating environment where
people want to learn and do better.
Temporarily this may feel nice, but it
is very cosy and complacent.
People easily become bored and stop
trying.
In this area, people become bored,
cynical, apathetic and critical. People
will leave.
An environment where people feel
pressurised and blamed.
Probably a lot of stress in this area.
HIGH CHALLENGE LOW CHALLENGE
(for employees)
LOW SUPPORT
HIGH SUPPORT
练习 /EXERCISE:
和您的小组成员讨论在创建合适的支持和挑战环境方面，你们能做些什么？
In your groups, discuss what you can do to help achieve the right levels of support
and challenge
合适的支持：
The right levels of support:
合适的挑战：
The right levels of challenge:
第四章
Session Four
运用系统的方法/Applying a systematic Approach
运用系统的方法来开展培训和发展
Applying a systematic approach to training and development
培训和发展可能非常昂贵 — 时间、资源、设备和资金等。通过运用逻辑性的方法来管理整
个过程，我们就很有可能将花钱转化为投资。
Training and development can be expensive – in terms of time, resources, equipment
and money. By applying a logical approach to how we manage it, we are far more
likely to be able to turn the cost into an investment.
花钱/cost 和投资/investment 的区别在于投资有回报。如果没有回报，就成了花钱。
The difference between a cost and an investment is that there is a return on the
investment. If there is no return, then it becomes a cost.
培训和发展应被视为投资，而不是花钱。
Training and development should always be viewed as an investment – rather than a
cost.
为达到经营的要求，酒店内无论哪个部门和个人都有相当数量的培训和发展需求。在繁忙的
经营中要将之完成并取得恰当的回报，取决于是否以系统的方式加以组织并进行。
To meet the needs of the business, teams and individuals in any department or part of
the hotel, there will often be a considerable amount of training and development
required. Getting it all completed in a busy operation, and getting the right return on
our investment relies on being organised, and tackling it in a systematic way.
系统/systematic 意味着组织和实施成一个完整的体系。如果我们不能做到井井有条和系统化，
那么就有无法完成的风险，或者无法衡量差异。
Systematic just means being organised and working to a system. If we are not
organised or systematic, then we risk not being able to get it all done, or not being
able to measure what difference it has made.
在部门内管理培训和发展的原则类似于管理其他业务，并需要采取相同的办法来处理。
Managing training and development in a department has the same principles as
managing any other business issue, and needs to be approached in the same way.
思考您的部门中需要采购一件贵重的设备，您会采取怎样的步骤呢？
Think about purchasing a piece of expensive equipment for your department, and the
steps you would go through…
您有可能会：
You would probably do the following:
澄清您为什么需要它，以及它能为您做些什么
Clarify why you need it, and what you want it to do
向不同的供应商询价并看不同的样品 — 希望能物超所值
Shop around for different suppliers and look at different models - try to get the
best value for money
采购并使用
Purchase it and begin to use it
判断它是否达到了您的预期，是否值得
Make a judgment on whether it is doing the job you wanted it to, and whether it
was worth it
同样，管理培训与发展也遵循这些步骤，用下列循环来解释更为清晰…
In the same way, managing training and development follows these steps but is best
explained by the following cycle…
Plan for what needs
to be learned
Implement some sort of
training, coaching or
development activity
Review to make sure
it was successful
如果培训不按照上述步骤进行，或者遗漏了某一部分，那么无论培训本身多么好，或
者培训员和学员多么尽力，结果都不会象预期那样完美。
If training activity is not tackled in this way, or if any parts of the cycle are missed
out, then no matter how good the training activity or how good your trainee or learner,
the results will not be as good as they could have been.
我们将在本手册的下一部分详细讨论此系统循环。
We will work through this systematic cycle in more detail in the next sections of this
workbook, and for the remainder of your workshop.
在我们继续讨论之前，
Before you move on to the next part…
思考一下迄今为止我们已经讨论过的内容。您应该能够
Check back on your learning so far. You should be able to:
解释培训和发展应包括的主要内容，以及与您的部门的关系
Explain the key activities that are covered by training and development, and how
they relate to your own department
描述作为部门培训协调员在培训和发展方面的角色和责任
Describe your role and responsibility for training and development as a
departmental training co-ordinator
解释人们如何学习，以及使得学习最有效
Explain how people learn, and the conditions that help to make learning most
effective
描述组织培训和发展的逻辑方式以及如何在您的工作场所运用
Describe the logical approach to organising training and development, and how to
apply it to your own situation
把笔记和你希望更多学习的内容记录在下面的空白处
Use this space and over the page for recording notes and any further learning as you
wish…
第五章
Session Five
开始计划/Starting to Plan
介绍/Introduction
前面我们讨论了您作为部门培训协调员的作用和责任，并且探讨了帮助员工对成功运营付出
努力的技巧。
In the last part of this workbook, we examined some of the training and development
responsibilities of your role as a department training co-ordinator and explored some techniques to
help your people contribute to making the business successful.
接下来我们将更加详细地讨论逻辑方式，以及如何带来经营上的好处并使得您部门的培训与
发展更有效。
In this part of your workbook, we will examine the systematic approach in more detail, and how it
can be used to bring business benefits and efficiency for training and development activity in your
department.
在本章节我们将讨论：
In this session we will look at:
定义根本原因/defining root causes
识别来自于外部因素的需求/identifying needs from external factors
识别来自于内部因素的需求/identifying needs from internal factors
有关培训和发展的相关标准/the relevance of standards to training and development
非培训需求/non training needs
培训需求的优先排序/prioritizing needs
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:
定义什么是培训与发展需求，可能出现的需求种类，以及正确识别需求的重要性/Define
what is meant by a training and development need, types of needs that might occur and why
it is important to identify them correctly
解释如何运用现有的标准来帮助开展培训和发展/Explain how to use existing standards to
help with training and development
描述如何区分培训需求的轻重缓急以帮助您决定何事优先/Describe how need can be
prioritized to help you decide what you should be doing first
识别需求并决定轻重缓急/Identifying and prioritizing needs
培训需求可以简单地定义为“差距”。我们期望的表现水平 — 现在或者将来 — 和目前实际
水平之间的差距。
A training need can be defined simply as “a gap”. It is the gap between the performance that is
required, - either currently or in the future - and the actual performance that is happening.
无论是任何企业，只要在现实绩效和预期绩效之间有差距存在，就应该进行调查。漠视差距
而不采取任何手段加以缩小对给企业和个人带来长期的风险。差距形成的原因多种多样 —
我们将在本章详细讨论。
In any business, wherever a gap occurs between what should be happening, and what is actually
happening, then it should be investigated. The risk is that either the business or the people – or
both – will suffer in the long term if we do not take steps to close gaps that occur. Gaps can occur
because of a wide variety of reasons – as we will discover through this section.
在制定培训和发展计划之前对需求做彻底的分析至关重要，只有这样我们才能保证：
It is very important to do a thorough investigation of needs before drawing up a training and
development plan so we can be sure that:
达到所有的标准/all standards are met
考虑到所有可能的变化/all likely changes are taken account of
保持标准并根据企业和客户需求加以改进/standards are consistently kept and improved
inline with business and customer needs
适当发展员工以发挥潜力/people are developed properly to achieve their potential
适当计划我们的行动并有目的性/our activity is properly planned and targeted
我们的行动完全有效/our activity will be thoroughly effective
满足所有优先需求/all our priorities are met
在部门和您的责任范围内收集可能的需求是要花费些许时间，但长期实施会最终节约可观的
时间和努力。
A little time spent in collecting likely needs within your department or area of responsibility will
pay dividends in the long run by saving considerable time and effort.
Current
Performance Level
Desired
Performance Level
G
A
P
a
P
一般说来，需求的产生有三个根源：
Broadly speaking, needs will arise through three root causes:
1、 经营外部因素的变化/certain factors change outside the business
2、 经营内部因素的变化/certain factors change within the business
3、 短期经营项目/short term operational issues
练习 EXERCISE:
列出您最最近遇到的以上三个方面的变化
List some of the changes that you have managed lately under these three headings…
开始适当地计划培训和发展活动类似于做拼图游戏/jigsaw puzzle — 如果您先将所有边和角
上的图片摆放到位，再利用盖子上的效果图做参考，接下来就会容易地多。
Starting to plan properly for training and development activity is like trying to do a jigsaw puzzle -
if you get all the edge pieces and corners in first, and then use the cover picture for reference, then
it becomes easier.
需要知道的是经营上的需求就好比在拼图前先仔细看效果图一样 — 如果您能把每一块都与
效果图联系起来，就能一次成功。“效果图”就相当于经营计划，会有一些外部因素对其产生
影响。
To be aware of, and know, the needs of the business is just like having the jigsaw box picture to
look at while you are putting it together - if you can make all the bits relate to the big picture, then
it will come right first time. The “big picture” relates to the plan for the business, and some of the
external factors that are going to affect it.
所有的因素都会影响到我们在经营中所做的决定，不仅在制定计划的最初阶段有影响，还反
映在我们的实施过程中。我们需要着眼于两个方面 — 目光长远但也要满足即时的短期需
求。
All kinds of factors will influence the decisions that we make within our business, not only when
putting the business plan together initially, but also as we progress through the year. We need to
be able to work on two levels – thinking about the longer term whilst keeping a close eye on the
immediate and short-term needs.
会有很多变化影响您，可能接下来的几个月，也可能在更远的未来。所有的变化都会影响到
酒店的目标和目的，同时也意味着影响到培训与发展的需求。
There will be many changes that will affect you, both in the coming months, and further into the
future. All of them will affect the objectives and goals for your organisation and hotel and bring
training and development needs with them.
作为一名有效的计划者，不论是制定企业战略还是培训发展活动，我们必须意识到我们周围
正在发生的状况和可能发生的状况，这都可能影响到我们的经营 — 这是我们管理部门和经
营的责任之一。
To be effective planners, both of business strategies and for training and development activities,
we need to be aware of what is happening, and may happen, around us which is likely to affect the
business – this is part of the responsibility of managing a department or part of the business.
如果我们在计划阶段草草了事，就不可能满足员工和经营的需求。
If we do not do this at the planning stage, we cannot hope to meet all likely needs of our people
and our business.
1）来自外部的影响因素/Factors changing outside the business
我们对其影响力最弱但会带来最大变化的因素往往来自酒店外部 — 外部因素/external
factors。
The factors that we often have the least influence over – but that bring the biggest changes, are the
influences happening outside the hotel – external factors.
外部因素指的是超出酒店政策影响范围之外的因素。有一种简单的工具来帮助大家进行分析，
即“PEST”。
External factors are those outside the influence of the hotel and company policies. It is easiest to
consider these under four main headings – also called a “PEST Analysis”:
1． 经济或法律 / POLICTICAL/LEGAL
与政府和法律有关的所有因素，不论是在国内和国际上。
All factors connected to Government and legislation, both nationally and internationally.
2． 经济 / ECONOMIC
与国内外金融形势，行业之间及国家之间贸易相关的所有因素
All factors connected to the financial situation at home & abroad, and trading across
industries & countries.
3． 社会 / SOCIAL
与社会潮流，大众偏好和选择有关的所有因素
All factors connected to social trends, people's preferences and choices.
4． 技术 / TECHNOLOGICAL
与我们工作和休闲方式进步有关的所有因素
All factors connected to advances in the way we work and spend our leisure time.
所有这些外部因素都会影响到某些方面的变化。关键在于我们无法对上述因素施加任何影响，
— 能做的只是对这些变化作出回应。
All of these external factors will effect a change of some sort. The key factor about all of these
categories is that we cannot influence them in any way, - all we can do is respond to the changes.
我们可以从以下两方面入手：
Within the business we can do this in one of two ways:
a) 对变化的反应/reacting to change
反应在词典上解释为：“反应，答复，对结果的行为，反应”。在竞争市场上，反应行为对经
营来说价值有限。
Reacting is defined by the dictionary as: "to respond to, reply to, to behave as a result of, to
react". Reactive behaviour has limited value for a business in a competitive market.
b) 积极主动，管理变化/being proactive, and managing the changes
积极主动的行为要能够：“计划，探寻，警觉，研究并提前进行反应”
Proactive behaviour involves being able: "to plan for, to seek out, be aware of, to
research and act upon in advance."
这两种方法截然不同，不论在风格还是在对经营的影响上。
The two approaches are very different, both in style and on the effects on the business.
如果想在竞争中领先并取得经营的成功，学习并发展我们积极主动的技巧而非仅仅依赖于我
们的反射性反应性至关重要。当然，酒店经营需要我们的反应 — 这是由我们的工作性质所
决定。不过积极主动的超前计划和思考会更加节约我们的时间和努力。
If we are to stay ahead of the competition, and be connected with a successful business,
it is vital that we learn and develop our proactive skills, rather than relying on a reactive
reflex. Of course, the hotel business needs us to be reactive – it is in the nature of the
job. However, there are a few areas of planning and thinking ahead where to be a bit
proactive can save us time and effort – and this is one of them.
练习 EXERCISE:
考虑在未来数月和数年会影响酒店经营的 PEST 因素
Think about the PEST factors that have, and will, influence the way your hotel does
business over the next months and years.
Political/Legal Economic
Social Technological
2) 来自内部的影响因素/Factors changing inside the business
除了作用于经营的外部因素外，酒店内部也会产生影响变化的因素。
In addition to the external forces acting on the business, things also happen within the
hotel to effect changes.
内部因素也同样可以分为四个类型 — POST 因素
Internal factors are again divided into four categories - The POST factors:
人员，及对他们的技术要求/ People, and skills required of them
不论何种行业，都是铁打的营盘流水的兵，来了又走。新员工需要培训，现有员工也需要培
训和发展。我们需要开展与酒店工作相关的所有培训，这与部门经理密切相关。
In any business, people change. They come and they go. New people need training in,
and existing people need training and further development. We need all sorts of training
for working in a hotel, and this is often the area that will be most relevant to you in your
role as Departmental Manager
需要达到的目标和目的 / Objectives or goals that need to be reached
我们工作在一个充满活力和快速变化的行业，因此目标经常可能会有变化。预算和贸易条件
的变化会导致目标的变化。新老板可能有新期望，也有可能给企业带来变化，市场和竞争的
改变也可能带来方向上的变化。
Objectives often change as we go through the year – quite rightly as we are working in a
fast moving and dynamic industry. Objectives will change because budgets and trading
conditions change, new bosses who have different expectations, perhaps changes happen
in the company or hotel, direction can change because of a shift in the market, or in what
the competition is doing.
酒店和部门的结构/ Structure of the hotel or department
企业扩张、集权、分权都会带来结构的变化，从而影响员工的角色和责任。您可能感受到了
酒店最近几年在结构上的变化 — 管理层级的减少等。同样，如果空缺很多，这也是在部门
内重新调整结构和分配工作的好机会。
Structures are frequently changing as a result of expansion or centralisation /
de-centralisation often affecting peoples’ roles and responsibilities. You may have
experienced the structure becoming “flatter” in the hotel in recent years – less layers of
seniority. Also, sometimes when a vacancy arises, it is a good opportunity to change the
structure in a department, and try new job arrangements.
需要完成的工作和任务 / Tasks or jobs that need to be done
产品和服务类型也会随着时间的变化和变化，这会导致需要用不同的方法来处理工作和任务。
同时，分配部门职责也会影响到个人的工作发挥。我们工作的方式会随着新设备的使用，新
菜单和不同工作方式儿改变。可能我们需要调整酒店的客源组合或完成一项改造更新。
Product and service specifications will change over time, requiring tasks and jobs to be
approached in different ways. Also, sharing of team responsibilities may impact on
individual job roles. The way we do things will change with new equipment, new menus
and different ways of doing things. Perhaps you have changed the business mix in the
hotel, or completed a refurbishment programme.
在我们进一步讨论之前，我们先思考一下目前与您和您的酒店相关的 POST 因素…
Before we break this down further, pause here and think about the POST factors that are
relevant to you and your hotel at the present time…
练习 EXERCISE:
思考一下有可能影响培训和发展需求的 POST 因素。
Think about the POST factors that you know will be likely to happen and that bring
with them training and development needs…
People Objectives
Structure Tasks
发生任何变化都需要去考虑其是否影响进一步培训和发展的需要
Any change in any of these will bring a need to consider the effects and whether
further training and development is necessary.
内、外部因素分析是一种非常有用的工具，值得经常使用 — 在您准备为部门制作培
训计划时，您可以六个月或一年进行一次。最好是能将其和经营计划结合起来考虑。
The internal and external analysis tools are useful to use every so often – perhaps
every six months to a year, when you might be preparing the master training plan for
the department. A good time to do it is in conjunction with the business planning
process within your hotel.
按照上述方法，您能确保能够在计划培训和发展时考虑到经营和员工本身的变化着的
需求。
By doing it this way, you can be sure that you always take account of the changing
needs of the business and people when planning training and development.
3） 短期经营活动/Short-term operation issues
当完成了部门未来的培训和发展计划之后，有时侯并不一定能完全按此实施。在很多情况下
我们需要开展一些培训和发展活动以满足即时需求。
As good as it might seem to be to plan for the training and development that will be
needed in the future for your department, somehow it doesn’t work out like that in
practice. There will be many occasions when we need to do some training and
development to meet immediate needs too.
繁忙的经营带来许多潜在的需求，特别是我们需要不断努力满足顾客的需求。
Working in a busy operation brings many potential needs, particularly when we are
striving to consistently meet the needs and requirements of our guests.
练习
考虑一下您部门内短期经营活动所带来的培训和发展需求
Think about the short-term operational issues that bring training and development
needs in your own department:
有可能包含下列内容：
Some of the areas you thought about from the previous page might include:
来自于客人、同事和上司的投诉和建议/complaints, comments form customer, colleagues,
managers, etc
某 部 门 员 工 高 流 动 率 / 工 作 表 现 标 准 下 降 /high staff turnover in one area/drop in
performance standards
士气低落/low morale
病假/缺席增加/high sickness/absenteeism
违规操作设备/经常损坏/abuse of equipment/regular breakdown
收入/销售额/利润下降 drop in revenue/sales/profitability
损耗因素/wastage/breakage factors
事故/accidents, etc
员工花太长时间才能达到关键领域的合格标准 /employees taking too long to become
competent in key areas
标准和效率低下/poor standards and efficiency
浪费资源（时间、资金等）做错的事/wasting resources (time & money) doing the wrong
things
在酒店高层管理者眼中培训已不足信/training becoming discredited in the eyes of senior
managers
没有按照相关的法规进行处理和罚款 /prosecution and fines for not following relevant
legislation
不能满足顾客的期望/ being unable to meet the expectations of customers
打击员工积极性/De-motivated employees
贸易额已下降或呈现下降趋势/falling trade figures or trends
你已经知道，在分析需求时您会在很多方面收集信息。清晰的分析可以使您更容易的使用以
下信息：
There are many places from where you will gather information when you are analysing
your needs, and much of it you will be aware of anyway. A clear analysis will make it
easier to use all the information that you have from sources such as:
观察/与他人讨论/observation/discussions with others
员工自我评估/绩效评估/回顾/staff self assessment/appraisals/reviews
部门计划/任何针对变化的计划/departmental plans/any plans for change
目标 — 部门/个人/酒店/objectives – departmental/individual/organizational
顾客意见/反馈/暗访报告/customer comments/feedback/mystery guest reports
缺席报告/统计/事故记录/absence records/statistics/accident book and records
暗访客人/mystery guest
继任计划/succession plan
检验标准/standard reviews
质量评估/quality evaluation
离职面试/exit interviews
员工满意度调查等/employee satisfaction survey etc
标准及其与培训发展的关联
Standards and their relevance to training and development
如果要发展员工，我们必须清楚他们在工作中要达到的标准，否则会有产生迷惑的风险，因
为没人知道是否达到了正确的标准。在实际中，就好比比赛已经开始了，但规则却在不停的
改变。
If we are developing people, we must be clear on what standards we require of them in
their jobs, otherwise the risk is great confusion, and no-one being clear on whether or not
they have reached the right standard. In practice, this would be rather like continually
moving the goalposts on a pitch, once the game has started.
根据字面解释，“标准”可以有很多含义，每种解释都很微妙。
Depending on our interpretation of the word, "standard" can mean many things, with
subtle variations on each interpretation.
我们看来，清晰的解释应该是：
For our purposes, a clear definition is:
标准是
A Standard is…
衡量是否 一致或者判 断 其他 事物 准 确 性的 尺度 /Weight or measure to which others
conform, or by which the accuracy of others is judged
用于相互比较的基础/Something serving as a basis for comparison
为了特定的目标而需要的优秀水平/Degree of excellence required for a particular purpose
在大多数部门中，我们要具备运作的标准，也就是如何执行任务或步骤。
In most departments, we will have in place standards of operation, which lay down how
certain tasks and procedures should be carried out.
负责培训和发展的人，同时也是具有管理职能的角色，具备清晰的绩效标准或者了解员工在
工作中的表现标准至关重要。缺乏清晰的工作绩效标准，就很难在发展员工方面有所作为。
In a training and development role, as well as in a supervisory or management role, it is
important that we have clear performance standards, - or a standard for performance
required from the people doing those tasks. Without clear job performance standards, it
is very difficult to be effective at developing our people.
在现实中，每时每刻都有两类标准与我们的工作息息相关：
In reality, there are two main types of standards that we will work with from day to day:
固定标准/fixed standards
如：由外部因素决定，很大程度上没有商量的余地：
.: those imposed by outside influences and largely non-negotiable:
法律规定/ Statutory regulations
消防/安全/健康法规/Fire/health & safety laws and regulations
税务要求/Customs and excise requirements
卫生规定/Hygiene regulations
顾客核心需求/Customer essential requirements
原料成本/ Raw material costs
变动标准/variable standards
如：员工和管理人员可以有权力建立：
.: those that staff and managers are free to build on:
酒店/部门目标/Company/department objectives
岗位职责书/Job descriptions
标准操作手册/Standards manuals
食品摆放/Food presentation
本地价格/Local prices
潮流，当地习俗/ Trends/Local custom
当然，制定标准只是长征路上第一步 — 而且需要将标准同所有相关人员进行沟通
Of course, it is all very well setting standards, but that is only half the story - they also
need to be communicated to all those who need to know about them.
我们经常使用的沟通方式包括：
Some frequently used methods of communication will include:
岗位职责/Job description 备忘录/报告/memos/notes
举例/By example 评估/appraisals/reviews
图片/照片/Pictures/photo 标准操作手册/standards manual
培训课程/Training Session 组织机构图/organization charts
讨论/会议/Discussions/briefings etc 酒店/部门目标
company / departmental objectives and targets
请记住，先前我们讨论过培训和发展需求来自于我们期望的绩效水平和现有表现之间的
差距。在很多情况下培训和发展活动是一种非常有用的工具来解决在员工工作表现中出现的
问题。
Remember that earlier on in this section, we defined a training and development need as
a gap between the performance you require, and the performance you are getting. Very
often, the real and immediate needs will come from this area, and being able to identify
the gap is a very useful tool in solving performance and standards issues by training and
development activity.
非培训和发展需求/Non training and development needs
有一种风险是我们可能会试图用简单的方法来解决复杂的问题。当然绝大多数的问题有着清
晰的纠正方法，但并非一定通过培训和发展来解决。
There is a risk in a workbook like this, that we begin to apply simple solutions to
complex problems or issues. Of course most problems do have clear remedies, but not
necessarily through training and development.
练习 EXERCISE:
思考一下在您部门内的一些非培训补救方法
Think of some non-training remedies that might apply to your department:
非培训需求举例 / Examples of non-training needs might be：
有问题的设施设备/Faulty equipment
人员编制和配备/Staffing levels
组织结构/Organizational structure
缺乏纪律/Lack of discipline
招聘和甄选步骤/Recruitment and selection procedures
我们可以使用下列模式来区分不同的需求
Another way of thinking about training or non-training needs is by using this model…
如果员工的工作表现有问题，以上模式有助于我们决定如何来解决问题。如您所见，培训只
适合其中一个象限。作为一名部门经理，具有处理非培训因素的能力也是工作中非常重要的
一部分。
If there are problems or issues with people’s performance this model can be helpful in
determining how to approach the problem. As you can see, it is really only one of the
quadrants where training is the appropriate remedy. As a departmental manager, the
ability to be able to deal with non training issues is still an important part of the role.
由此，您可以对工作中各个层次各个方面出现的需求进行全面的分析 — 从上而下的进行审
视：
By this point, you have conducted a thorough analysis of likely needs by looking at a
variety of aspects at all levels of the business - a top to toe check where you have looked
at:
Skills Level
LOW
ENVIRONMENTAL
PROBLEM
MOTIVATION
PROBLEM
Attitude
GOOD
Attitude
POOR
Skills Level
HIGH
TRAINING
PROBLEM
RECRUITMENT
PROBLEM
公司结构/the organization/company
单位（酒店）/the unit (your own hotel)
部门/the departmental group (your department)
部门内不同的工作小组/the different work groups within the departments (different jobs)
个人/the individuals within the work groups
区分培训和发展需求的优先顺序
Prioritizing your training and development needs
完成了对现在和将来需求的深入分析，您将准备制定计划以满足需求。这时好的做法是将这
些需求汇总这样您就可以按照轻重缓急进行排序。方法之一是将所有的需求按以下四个方面
进行分类。
Now that you have completed your in-depth analysis of current and future needs, you are
ready to begin planning for how you will meet them. Before you do that though, it is
often a good idea to assemble your needs information in one place so that you can begin
to prioritise it. One way to sort out all the information that you have, is to "group" your
needs according to 4 main categories;
1． 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/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 safety training etc.
3． 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/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 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 EXERCISE:
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 department. 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 even 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 collating training and development needs
in this section? Record your thoughts in here…
第六章
Session Six
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/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。
Having 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 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, 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/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 plan. – 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
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
Assists with management of time and resources
练习 EXERCISE:
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，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 key 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 information:
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 measured
费用/预算/cost/budget implications if applicable
2） 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 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 objective 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 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 individual 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
T Timebound 有时间限制的
练习 EXERCISE:
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/ Knowing more about management
了解更多电脑知识/ Knowing more about computers
第七章
Session seven
实施培训与发展/Implementing Training & Development
实施并传递培训和发展/Implementing and delivering Training & Development
作为部门培训协调员，有时侯您就是某一课程的培训员，有时又不是。无论情境如何，无论
谁实际负责培训，您需要确保所有相关的安排都已落实 — 这可以让您的工作更容易。
As a departmental co-ordinator, sometimes you might be the trainer for a particular
activity, and on other occasions you will not be. Whatever the situation and whoever is
responsible for actual delivery of the training, you need to make sure that all the
necessary practical arrangements have been made - this will make your own life easier.
作为一个系统的过程，培训前、培训中和培训后必须考虑很多因素。
In relation to the systematic process, there are factors to be considered before, during and
after training.
练习 EXERCISE:
列出下列您认为在以下培训循环的不同阶段必须考虑的要素：
List below what you need to consider at each stage of the training and development
cycle for:
a) 一次岗位培训/a piece of on-job training
b) 一次脱岗培训/a piece of off-job training
c) 一个部门的新员工/a new starter to your department
计划/Planning
实施/Implementing
回顾/Reviewing
记录活动/Recording The Activity
任何培训和发展活动之后，部门培训协调员的一个关键责任是记录已经实施的项目。
Following any development or training activity, a further key role for departmental
co-ordinators is that of recording what has been carried out.
您可能发现有些是由于法律的要求，有效的记录会带来大量好处：
You may find that there is a legal requirement to do so, and there may be a number of
other benefits from keeping effective records:
确保计划已经实施/ensures that plans are carried out
确保目标已经达到/ensures that objectives are met
记录所有成就/any achievement is recorded
关注整个过程/progress is monitored
没有错过潜力/potential is not missed
获得必要信息/necessary information is available
有助于进一步的需求分析和计划/helps with further needs analysis and plans
防止事故发生/protection if accidents etc. happen
法律要求 — 消防，健康和安全等/legal requirement in many cases – fire, health & safety,
etc.
培训中涉及的其他法律领域/advisable for other legislative areas of training.
有很多保存记录的理由，这对您的学员，酒店和您自己都有用。
There are so many good reasons for keeping records, and they are useful for you, your
staff and trainees, and the company.
任何记录都要简单、易读、便于管理、符合经营要求并方便提供全面信息。应确保记
录上有有培训员和学员的签名。
Any record needs to be simple, easy to read and administer, able to meet business needs,
able to provide information at a glance. Ensure that they are completed with the
signature of the trainee and trainer.
记录越简单，就越容易保存。
The more simple they are, the more likely they are to be kept.
所有的发展活动都必须记录并用一定方式予以保存，如：
Other types of records may be kept, and all development activity needs to be recorded
and logged in some way, for example:
记录本/log books
成就汇总/records of achievement
评估报告和记录/appraisal forms and records
个人计划/personal plans
人事记录/personnel records
移交清单/handover books
证据档案/evidence profolios
进步图表/progress charts
考核结果/test results
出席记录/attendance records
日志/diaries
课后活动/post course projects
练习 EXERCISE:
公司在培训和发展的哪些标准对你是有用的？
What are the Company standards for training and development that affect you in
your role?
行动计划/Action Planning
练习 EXERCISE:
目前您在部门采取了什么行动来达到要求的标准？
What are you currently doing in your department to meet the standards required?
您需要采取什么行动来改进/实施您的培训和发展活动？
What do you need to do to improve/implement your training and development
activities?
您将采取什么行动来使您的计划付诸实施？
What do you need to do to help put your plan into action?
第八章
Session eight
回顾与评估/Reviewing & Evaluation
回顾与评估培训和发展/Reviewing and Evaluating Training and Development
评估/Evaluation 是“一种确定某件事含义、价值或意义的系统过程”
Evaluation is “a systematic process to determine the worth, value or meaning of
something”.
回顾/Review 意思是回头看，复习
Review is “to look back on or look again…”
就培训与发展而言，就是要确定您的培训对您对学员、酒店和您自己所计划的好处的影响程
度。
In training and development that basically means determining whether or not what
you have done with your training has had the impact you intended and yielded the
benefits to you, to the trainees and to the business that you planned.
有两点我们必须回顾和评估：
There are two main points that we need to review and evaluate:
1） 何时完成培训与发展计划/When we have completed the time frame covered by the training
and development plan
2） 何时完成某次培训和发展活动 — 为个人或部门/When we have completed a training and
development activity – whether with a group or an individual
1）回顾并评估计划/Reviewing and Evaluating the Plan
系统的培训循环提供给我们持续改进培训和发展的机会，当实施到计划即将结束时，我们必
须进行回顾和评估使之效果最大化。
The systematic training cycle provides the opportunity to improve training and
development continuously, but as we come to the end of the period of our plan, we
need to review and evaluate it in order to make sure that we gained best value.
练习 EXERCISE:
思考一下如何回顾并评估您的计划 — 您会考虑什么？
Think about reviewing and evaluating your plan – what might you consider?
回顾和评估计划时，您需要考虑下列因素：
When reviewing and evaluating your plan, you will need to think about the following:
识别需求/identifying needs
识别的需求正确吗？/Were the needs identified correctly?
识别的差距正确吗？/ Were the gaps identified accurately?
信息收集得怎么样？/ How good was the information gathering?
优先顺序清楚吗？/ How clear were the priorities?
衡量手段是否合适，还需要什么？/ Was the planned measurement appropriate, what
else is needed?
目标的清晰现实吗？/ How clear and realistic were the objectives?
充分考虑了经营需求吗？/ Were business needs taken account of sufficiently?
是否指出了应获得的好处？/ What benefits were highlighted to be achieved?
计划/Planning
预算包括哪些费用？/ Was cost within budget?
有足够的沟通吗？哪些进行了沟通？哪些没有 -为什么？ / Was communication
adequate?/ What happened / didn’t happen – why?
合适人员参与了吗？/ Were the right people involved?
最成功的是什么？最不成功的呢？为什么？/ What was least/most successful and
why?
时间安排妥当吗？是否需要调整？/ Was time scale correct / need to change?
准备工作恰当吗？/ Lead in time and preparation appropriate?
沟通足够吗？/ Was communication adequate?
实施/Implementation
成功在哪里？失败呢？需要改变？/What successes/failures/changes?
跟进彻底吗？/Did follow through happen?
方法正确/吗？有效吗？/ Where the methods correct / effective?
内部传递/外部传递？/ Internal delivery versus external delivery?
培训适用于工作吗？/ Was training applied at work?
有无其他选择？/ What other options are available now?
材料需要更新吗？/ Do materials need updating?
评估/Evaluation
评估对象恰当吗？/ Did we evaluate the right things?
还应该考虑什么？/ What else should we look at?
可衡量的结果是什么？/ What tangible/measurable results have there been?
如何改进？/ How has commitment to training improved?
培训与发展是否都反映在经营上？/ Did all training and development feed back into
the business?
我从培训过程中学到了什么？/ What have I learnt from the process?
下一次如何做得更好？/What can I do better next time round?
完成上述回顾评估后，您对自己提高管理部门培训的技巧和能力将充满信心，这会有助于您
的个人职业发展。
Having completed all this, you can be confident in the knowledge that you skills and
abilities to manage training in your department will consistently improve as you
progress in your own career.
2)回顾和评估培训与发展活动 /Reviewing & evaluating training &
development activities
一种非常流行的评估模型叫 KIRKPATRICK…
A popular model for evaluation is the Kirkpatrick Approach…
这种方式将评估分为四个层次，各有不同的目的和价值
Kirkpatrick breaks evaluation down into four levels, all of which have purpose and
value:
第一层 — 反应/Reaction
第二层 — 学习/Learning
第三层 — 工作行为/Job Behavior
第四层 — 经营结果/Business Results
第一层 — 反应/Reaction
在这一层次您要检查学员是否喜欢本次培训与发展课程。作为培训员，也可以了解他们是否
喜欢您的培训风格和传递信息的方式；下发的材料是否有用以及他们对环境气氛的感受。通
常使用培训评估反馈表来进行。但是作为培训员，千万不要过分依赖这一层次的评估，因为
这仅仅能了解您的学员是否喜欢此课程 — 很多情况下学员的反馈不可全信。
At this level you are checking out whether or not the trainees enjoyed the training session or
development activity. If you were the trainer this can be useful for you to check whether or
not they liked your style and the way you put across the content; whether or not the support
material was useful; what they thought of the environment. It’s generally checked out in
the form of “Happy Sheets”. As a trainer, however, you should 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 — 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
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 to the job.
第三层 — 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 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 — 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 benefits?
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 decide 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 EXERCISE:
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 pages…
课程/Session or workshop: 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 Level 如何评估 How Evaluated
第一层 — 反应
Level One – Reaction
第二层 — 学习
Level Two – Learning
第三层 — 工作行为
Level Three - Job
Behaviour
第四层 — 经营结果
Level Four - Business
Results
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
SECTION 2
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 following 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：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 training and development issues from the Business Plan
and list as many development methods for each one as possible.
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 identify what impact each factor will have on the hotel:
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 complete 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 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：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 & 7 is a practical application of the knowledge presented in this MTD program.
你需要为某一部门/分部和某一员工制定培训与发展计划，并在第三天进行 20 分钟的展示，
并解释制定培训计划的原因和方法。
You are to prepare and present a group and individual training and development plan and make a
20 minute presentation to the group on Day 3, explaining the reasoning and methodology for your
training plans.
根据案例分析中的需求分析，
Using your analysis of needs from the case study prepare the following
a) 为某一分部制定培训与发展计划 Group training plan for one outlet
b) 解释你将如何沟通这份计划 Explain how you plan to communicate the plan
你可以使用下页所附的标准格式来制定计划，或发展新的格式。
You can use the template on the next page, established standard plans, or develop a new plan.
在制定的计划中你可以加入其他的主题。
You can incorporate any topics for inclusion in your plan.
附：部门培训与发展计划
DEPARTMENTAL TRAINING & DEVELOPMENT PLAN
Hotel 酒店: ……………………….. Department 部门: ……… ………… Prepared by 制定人: ………………………….. Date 日期: ……………………
Objective of Development
发展目标
Development Method
发展方式
Delegates
学员
Responsibility
责任
Target
Completion
目标完成情况
Review Method
回顾方式
案例分析：练习六
Case Study: EXERCISE SIX
从案例分析中选择某一名员工，为其建立一份针个人发展计划
From the case study, choose one of the individuals and construct a personal development plan for
him/her.
确保您的计划符合 SMART 原则，并列出您会选择的发展方式。
Ensure that your plan includes SMART objectives and the methods chosen for the development
activity…
案例分析：练习七
Case Study: EXERCISE SEVEN
解释你将如何评估和回顾练习五和六中所制定的培训与发展计划。
Describe how you would evaluate and review the training and development programs you have
prepared in Exercises 5&6.
第三部分/SECTION 3
联系到工作岗位的练习活动/Back-to-work Activities
这部分包含了一系列的练习指导，以帮助您将培训所学运用到您现实的工作环境中去。
This part of your workbook contains instructions for a range of activities designed to help you
apply what you learned and explored on the workshop to the circumstances that exist in your own
department or work area.
这些练习不难，也并非浪费时间，如能完成，您会在部门组织与实施培训和发展方面取得长
足的进步。
It is not intended to be difficult or unnecessarily time consuming and you will find that by
completing it you will make progress in getting training and development organised and running
the way you want it in your department.
您可以在培训中开始进行这些练习并得到培训员与其他学员的协助和反馈。
You will be given as much time as possible on the workshop to begin work on these activities and
to obtain feedback and help from your course tutor and colleagues.
开始前，请确定自己知道要做什么以及评估标准。不用担心，评估仅限于内容和结果，而与
写作文采，标点符号或语法无关。
Before you begin it, please be sure that you understand what you are being asked to do, and how
your finished workbook will be assessed. Do not worry, you are assessed only on content and
outcomes – not on writing, punctuation or grammar.
请与自己的上司、培训经理或行政管理委员会成员讨论这些练习。完成这些练习能够得到酒
店相关人员的支持是相当重要。
Please discuss this with your line manager, training manager or relevant member of the Executive
Committee. It is important that your work in this workbook is supported by someone in the hotel.
如有问题，请随时询问此课程的培训员或酒店的培训经理。
If you have any questions at all, then please do not hesitate to ask your workshop tutor, or hotel
training manager.
目录 Contents
本部分按下列顺序包含 8 个与工作岗位相联系的练习
Section 3 of your workbook contains 8 back-to-work activities in the following sequence:
练习 1: 确定在您的部门或工作范围内进行培训和发展的好处
ACTIVITY 1: Defining the benefits of training and development for your department or work
area
练习 2: 定义您作为部门培训协调员的角色
ACTIVITY 2: Defining your role as a Departmental Training Co-ordinator
练习 3: 根据下列分析来识别未来特定时间段您职责范围内的培训与发展需求
外部影响因素分析
内部影响因素分析
ACTIVITY 3: Identifying training and development needs for your area of responsibility for
a period in the future by:
An analysis of external influences
An analysis of internal influences
练习 4: 为部门制定培训与发展计划
ACTIVITY 4: Producing a training and development plan for a group of people
练习 5: 为个人制定培训与发展计划
ACTIVITY 5: Producing a personal development plan for an individual
练习 6: 运用公司的工具和程序
ACTIVITY 6: Using company tools and procedures
练习 7: 回顾培训与发展
ACTIVITY 7: Reviewing training and development
练习 8: 回顾您自己本次培训之所得
ACTIVITY 8: Reviewing your personal learning from this experience
练习一: 好处
ACTIVITY ONE: Benefits
写下您为达到自己职责范围内经营目标而采取的培训和发展方式
Write a statement below of what you are aiming to achieve within your area of the
business by introducing a structured approach to training and development.
确定进行培训与发展需求分析和准确计划培训与发展对各个方面的好处
Identify the benefits to be achieved for all parties from carrying out a training and development
needs analysis and planning training and development activities accurately.
练习二: 角色与职责
ACTIVITY TWO: Roles & Responsibilities
描述在您职责范围内下列人群对培训与发展的职责
Describe the responsibilities for training and development in your area of work for the
following groups or individuals:
您自己：
Yourself:
您的上司：
Your direct manager:
您的同事：
Any of your colleagues
您是怎样在职责范围内创建合适的学习文化的?
How have you helped to develop a learning culture within your department or area?
使用下列检查清单来确定职责 Use the checklist below to identify responsibilities:
职责领域/Responsibility Area 负责人/Person(s) Responsible
制定培训与发展计划
Drawing up training and development
plan
与上级或酒店高层沟通该计划
Communicating plan to senior people
和部门成员沟通该计划
Communicating plan within team
识别未来经营需求
Identifying business needs for the
future
识别个人发展需求
Identifying individual development
needs
建立绩效/工作标准
Establishing/agreeing standards of
performance
回顾并更新标准
Reviewing and updating standards
实施绩效评估
Carrying out performance reviews
关注工作表现
Monitoring on job performance
向员工提供反馈
Providing feed back to employees
实施在岗培训
Delivering on-job training
实施脱岗培训
Delivering off- job training
协调培训与发展
Co-ordinating training and
development
行政职责
Responsibility for administration
保存培训记录
Maintaining training records
实施第一层评估
Evaluation level 1
实施第二层评估
Evaluation level 2
与部门内成员沟通
Communication within team
与部门外成员沟通
Communication outside of team
练习 3: 识别需求
ACTIVITY THREE: Identifying Needs
您工作的主要外部影响因素是什么?
What are the main external influencing factors for your part of the business?
问题领域/Question Area 记录/ Notes
经济条件
Economic conditions
新的法规
New legislation
现有法规调整
Changes to existing
legislation
顾客需求/期望
Customer requirements /
expectations
竞争对手的活动
Competitor activity
供应商的活动
Supplier activity
新技术
New technology
使用下列文件作为指导来识别您部门工作的内部影响因素
Use the following as a guide for identifying internal influencing factors within your department or
area:
问题领域/ Question Areas 记录/Notes
回顾之前的计划
Review of previous plan
员 工 意 愿 调 查 / Employee
opinion survey
顾 客 满 意 度 调 查 / Guest
Survey
暗 访 报 告 / Mystery guest
reports
培训评估汇总
Summary of course critiques
from previous activity
事故报告
Accident reports
经营收入计划
Business Revenue Plan
绩效评估
Performance reviews
酒店目标
Hotel goals
酒店预算 — 销售和成本
Hotel budget – sales and costs
继任计划
Succession plan
部门培训回顾
Department training reviews
标准评估结果
Standards Review Results
(if applicable)
离职面谈分析
Exit interview analysis
另外，有否有需要指出的消极因素或重复出现的问题？
In addition, are there any negative indicators or recurring problems in the unit that need to be
addressed?
事件/Issue 记录/Notes
顾客投诉或顾客流失
Customer complaints or loss of
customers
某些部门员工的高离职率
High turnover of staff in particular
areas
员工投诉 / 纪律处分
Grievance / disciplinary situations
未达到的工作标准
Standards of work not being achieved
收入/利润的下降或特别的财务状况
Decrease in revenue / profit or
particular financial trends
其他
(Any others that apply?…)
现在您已经找到了培训与发展需求，现在您可以问自己一个问题：“从哪里开始？”
Now you have a list of training and development needs, and the question that you may
be asking yourself is “where do I start?”
把下列需求进行分类
Use the categories below to categorise the needs…
补救性
- 纠正性/重新培训以准确完成工作 — 未达标准
Remedial
– Corrective training /re-training to put things right – standards not achieved
优先顺序
Priority
需求
Need
强制性/ STATUTORY
-法定的培训职责/Legal obligation to carry out training in these areas
优先顺序
Priority
需求
Need
必要性/Obligatory
— 有义务完成，无论如何都要完成，如：入职培训，工作技能培训等
Obliged to do this, and we would do it anyway .: induction, job skills training, etc.
优先顺序
Priority
需求
Need
发展性/ Developmental
— 使部门和个人的潜力发挥至最大
Maximise potential of individual and teams
优先顺序
Priority
需求
Need
在此阶段您需要把自己的想法和发现与上司进行讨论以获得任何影响目前绩效和未来
期望因素的更多信息。
At this point in the process you need to discuss your thoughts and findings with your manger to
obtain further information on the units current performance and future expectations together with
any factors that may influence this.
练习 4： 制定计划
ACTIVITY FOUR: Making a Plan
现在要把所有的需求进行分类和优先排序，您可以着手制定计划。
Now that needs are categorised and prioritised, you are ready to start to write your plan…
先从目标开始；考虑一下培训和发展活动的目标…除非您知道您的目标是什么，否则您怎么
会知道，自己已经达到了目标！
Start with the objectives; consider what the objectives of the training or development activity
should be… unless you know where you are going, you won’t 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 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 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 development 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 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,
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 it’s time to put things into action!
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 展 目 标
Development Method
发 展 方 式
Delegates
学 员
Responsibility
责 任
Target
Completion
目标完成情况
Review Method
回顾方式
Page ……… (of ……..)
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 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 thoughts about this meeting here
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 records：
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：
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
Type of Development
学习目标
Learning Objectives
经营目标
Business Objectives
评估方式
Evaluation Methods
评估日期
Date you plan to
measure
反应
REATION
学习
LEARNING
工作行为
BEHAVIOR
经营结果
RESULTS
练习八：回顾个人学习要点
ACTIVITY EIGHT: Reviewing your Personal Learning
记录下您本次培训的个人所得以及相关练习
Record your key learning from the workshop and related activities in here
您自己未来的发展计划
What plans for your own future development do you have？
MANAGING TRAINING & DEVELOPMENT
COURSE CRITIQUE
As a result of the training course attended today:
I’ve learned
I’ve realised
I’m disappointed
I’m surprised
I can develop by
Any other comments:
Date: Name (optional):
