【正文】 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. 無論是 任何企業(yè)， 只要在現(xiàn)實績效和 預(yù)期績效之間有差距存在，就應(yīng)該進(jìn)行調(diào)查。 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. 我們將在 本手冊的下一部分 詳細(xì)討論此系統(tǒng)循環(huán)。 Training and development should always be viewed as an investment – rather than a cost. 為達(dá)到經(jīng)營的要求，酒店內(nèi)無論哪個部門和個人都有相當(dāng)數(shù)量的培訓(xùn)和發(fā)展需求。 A vital part of your role as a departmental training coordinator in the business is to generate the best and most effective culture for learning. 這包含要確保 您 手下直接或間接的下屬都獲得合適水平 的支持和挑戰(zhàn)。 DEVELOPMENT FOR THE BUSINESS 管理培訓(xùn)與發(fā)展 18 85 不同的發(fā)展方式 /Different development methods ? 練習(xí) : 思考您可能會使用的發(fā)展他人的方法 并列舉出來 Think about the ways of developing people you might use ? List some down here: 從您的 列舉 中我們可以發(fā)現(xiàn)，您所能使用的許多方法要比實施一個培訓(xùn)課程更為快速、容易和富有成效。 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. 當(dāng)然，僅僅觀摩別人演示或 聽到解釋 并不意味著我們已經(jīng)理解 — 如果是學(xué)習(xí)駕駛的話就太危險了！最終我們需要 形成自己的理解模式 /form our own pattern of understanding。這有可能由外部因素來驅(qū)動，如加薪升職等，但更為常見的內(nèi)心因素，如想更為自信，自我價值實現(xiàn)，好奇心或競爭心理等。 DEVELOPMENT FOR THE BUSINESS 管理培訓(xùn)與發(fā)展 11 85 第二章 Session Two 明確角色與職責(zé) /Roles and Responsibilities 您作為部門培訓(xùn)協(xié)調(diào)員的責(zé)任 Your responsibility as a departmental training coordinator 要在盡可能短的時間內(nèi)，以盡可能少的支出，使培訓(xùn)和發(fā)展活動獲得成功，這 需要 ： Your responsibility as a departmental training coordinator ? 合適的人從事 /the right people doing … ? 合適的工作 /the right thing at … ? 在合適的 時間 /the right time 在本章節(jié)我們將討論： In this section we will look at: ? 您對培訓(xùn)和發(fā)展的責(zé)任 /Your responsibilities for training and development ? 其他員工和責(zé)任 /Other people and responsibilities ? 如何與酒店相關(guān) /How it links with the context of the pany ? 用所學(xué)的知識進(jìn)行 案例分析 /Relating your learning to a case study exercise 在本章節(jié)結(jié)束后，您將能夠： By the end of this section and related exercises you will be able to: ? 描述 部門 培訓(xùn)協(xié)調(diào)員的 角色和職責(zé) ? Describe your role and responsibility as a departmental training coordinator ? 解釋您的 職責(zé)以及為什么這 對酒店經(jīng)營 很重要 ? Explain that responsibility and why it is important to the hotel and the pany 總體而言，培訓(xùn)和發(fā)展的責(zé)任 有以下 5 類 ： Broadly speaking, the responsibilities for training and development fall into 5 main categories: ? 員工 /The individual MANAGING TRAINING amp。 DEVELOPMENT FOR THE BUSINESS 管理培訓(xùn)與發(fā)展 8 85 理解培訓(xùn) 與 發(fā)展 /Understanding training and development 良好的培訓(xùn)和發(fā)展活動包括 作出計劃 /planning以給予 員工 /people機(jī)會學(xué)習(xí)并發(fā)揮他們的 潛力 /potential，最終達(dá)到工作 要求 的 績效 /performance 標(biāo)準(zhǔn)。勞動力成本有很多因素組成，直接成本如 工資 、員工 離職及替 換成本 等。 Evaluation 60 個人學(xué)習(xí) 筆記 /Personal Learning Log 第二部分 — 案例分析 /Section Two – Case Study Exercise 61 案例分析 練習(xí) Case Study Exercises 第三部分 — 回到工作崗位 /Section Three – Backtowork 69 聯(lián)系到 工作崗位的 練習(xí)活動 Backtowork Activities ? 以上所有的內(nèi)容都包含在 學(xué)員手冊 中。 In short, an important part of ing 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 培訓(xùn) 后 你都會記得 一起參加課程的學(xué)員，以便今后建立聯(lián)系。MANAGING TRAINING amp。 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. MANAGING TRAINING amp。 在培訓(xùn)過程中， 您 可能需要 在某些 方面 多花些時間 ，其他地方少花些時間 。 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 — 如員工犯錯誤、顧客不滿意、員工對工作不能盡心盡力等。 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. 良好的培訓(xùn)和發(fā)展可以用 4P 來概括： Good training and development activity is therefore about these four P’s: ? 計劃 /Planning ? 員工 /People ? 潛 力 /Potential ? 績效 /Performance 培訓(xùn)和發(fā)展組織得越好，我們就越有可能獲得最大的好處。 DEVELOPMENT FOR THE BUSINESS 管理培訓(xùn)與發(fā)展 12 85 ? 部門培訓(xùn) 員 和部門培訓(xùn)協(xié)調(diào)員 /The departmental trainer and training coordinator ? 部門經(jīng)理 /The departmental manager ? 酒店高 級管理層 /the senior managers ? 集團(tuán) 總部 — 如區(qū)域培訓(xùn)經(jīng)理或區(qū)域培訓(xùn)總監(jiān) /the pany – represented by the regional training manager and area director of training MANAGING TRAINING amp。 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 selfworth and value, curiosity or petition. 其次，有了學(xué)習(xí)的愿望后，我們一般會試圖開始探明 這個主題 — 以學(xué)習(xí)駕駛為例。這與我們平時所說的“恍然大悟”十分相似，我們突然理解并獲 得對我們先前并不明白事物的 洞察力 。 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，在您推出培訓(xùn)課程之前，先思考一下有否可以使用的替代方案。 This involves ensuring that everyone under your direct and indirect influence has the right degree of challenge and support. A motivating en