希爾頓集團(tuán)培訓(xùn)師培訓(xùn)課程(全套英文)

1、希爾頓集團(tuán)培訓(xùn)師培訓(xùn)課程（全套英文）HiltonTrain the TrainerSkills TrainingFACILITATOR'S GUIDE何Hi lionForwardHilton International's success as the number one hotel brand name derives from the outstanding quality we offer our customers.This quality is consistent worldwide. Ensuring this quality depends on the t

2、raining available for all staff, and the skills of every trainer.Train the Trainer - Skills Training is a training programme designed for new skills trainers. Training is a learned skill, one of those which learners must practice in order to develop. Consequently, this programme is structured so tha

3、t, as participants learn each topic, they build towards a skill training session. At the end of the programme participants then deliver this session before the rest of the group.Participating is these sessions, together with observing others sessions and both giving and receiving feedback is integra

4、l to the development of each new skills trainer.It is part of Hilton International's commitment to developing allits employees."The single most important element affecting the learningenvironment isyou, the trainer. Specifically, what is important is what you do,how whatyou do is perceived

5、by the students and how these perceptions impact thestudent's behaviours and learning process."Stephanie BurnsArtistry in Training 1996,Hilton International 2000句Hilton1ContentsHow this pack is designed Page 3Aims and Objectives Page 4Programme Sessions Page 5Organising Skills Training the

6、Hilton International Way Page 7Stages of Train the Trainer - Skills Training Page 11 PreparationPage 11Promoting the programme Page 11Preparing the administration details Page 14Preparing yourself Page 15 Implementing the Programme Page 16Opening and closing each session Page 16Training methods Page

7、 16The facilitator's role Page 17Evaluating the Programme Page 19Measuring reaction and understanding Page 19Measuring change Page 19Measuring tangible business outcomes Page 21 Appendices 1-9 Page 2234Certificate Page 35Handouts 1 - Page 36 -的iiiiti m2How this pack is designedThis facilitator&#

8、39;s guide contains:,Appendices, containing the welcome letter, pre-programme work and evaluation forms.,Handout master sheets for each of the six sessions,Overhead masters for you to copy on to transparency sheets , The facilitator's notes, session by sessionIn the facilitator's notes these

9、 abbreviations appear:,A suggested question to ask the groupBullets The expected or possible answers in response. , Overhead transparency plus its title.Write on a flipchart.,Handout Handout: each one is numbered.Bold Typeface Emphasize this pointExercise ExerciseExpected time required in minutes ,S

10、ummary Summarise何Hi ton3Aims & ObjectivesThe programme will enable pa rticipants to ,Understand how people learn,Analyse tasks in order to plan effective training,Design and carry out effective skills training to meet specified needs , Coach trainees on the job to ensure they are working to the

11、required standard , Check the effectiveness of the training they provide,Follow-up their training with progress meetings包ililtnji4Programme StructureThe programme consists of six sessions, divided into one full day and two half days of training runover a three week period. A seventh, practical sessi

12、on will takeplace with individual trainees, wheneach one performs their first 'live' training session. , Welcome letter and pre-programme assignment , Day One/Week One Learning andTrainingBeginning and Task AnalysisThe Breakdown Section,Preparation and planning for first practice session , D

13、ay Two/Week Two Practice session 1Checking Training,Preparation and planning for second practice session , DayThree/Week Three Practice session 2Training back at work,Follow-up session First real skills training session2 hours 1. Learning and TrainingIntroductionsThe role of the skills trainerHow pe

14、ople learnPlanning TrainingChoosing a training topic2 hours 2. Beginning and Task AnalysisInteresting the learnerTask analysis的Hi Itou2 hours 3. The Breakdown45 minsDesigning questionsDefining ConsolidationDeveloping feedback skills3 hours 4. Practise Session 1 and Checking Training20 minsPractise s

15、ession 1Checking trainingPost-work exercise3 hours 5. Practise Session 210 minsRunning a complete skills training sessionPeer and facilitator review2 hours 6. Back at WorkCoaching and corrective trainingFollowing up training at workProgramme review7. Follow-up SessionThe first real skills training s

16、essionFeedback and support from facilitatorStrengths and development needs identified的6Organising Skills TrainingTHE HILTON INTERNATIONAL WAYCriteria for Selecting Skills TrainersTo be considered as a possible skills trainer, an individual's position must be stable. He or she must also have:, Ex

17、cellent technical knowledge of their job, for example a very competent waiter or receptionist;they don't have to be a supervisor., Clear and concise communication skills, Fluency in the language spoken, A positive attitude, commitment and enthusiasm, Good interpersonal skills, Patience and confi

18、dence, The respect of other staff members.They must also have completed this Hilton International Train the Trainer - Skills Training Programme.Future PotentialIn the future we would expect a skills trainer to be an ideal condidate for the post of departmental trainer. The next stage of their develo

19、pment would be to get involved in off-the-job training with groups of 6-8 people.How skills trainers are selectedThe Department Head in liaison with the training department should select individuals. Once selected, they should have an interview with the training department, to be fully briefed on th

20、eir role and tasks.Role and Responsibilities of the Skills TrainerSkills trainers assist with training of new employees and retraining of existing employees. The position is concerned with the development and maintenance of job skills necessary for meeting performance standards.The departmental trai

21、ner coordinates the skills trainers and makes sure they are carrying out skills training as required.包Fliltc m7Each skills trainer reports functionally to the departmental trainer.If a departmental trainer is not inplace, then the skills trainer should report functionally to the training department.

22、 Overall scope of the skills trainer's jobThe skills trainer's responsibilities include:,Assisting with departmental induction of new employees,Assisting with conducting on-the-job skills training,Ensuring that skills lists and relevant records are completed for any training they undertake ,

23、 Assisting with setting and monitoring departmental standards,Assisting with the updating of Standard Operating Procedures manuals,Informing the department trainer and department head of any training needs they identify An Ideal Organisation ChartThe figure below shows the ideal structure for ensuri

24、ng that skills training will be effective within a department. The example taken is a restaurant.Restaurant ManagerTraining Manager Assistant Restaurant Manager(Department Trainer)Supervisor Supervisor(Skills Trainer)NOTE: Waiters (Skills Trainer)The number of skills trainers required will depend on

25、:,The size of the department,Employee turnover,Operational difficulties,Level of skill of department employees何llillon8Organising Skills TrainingIt is not the purpose of this section to focus on the organisation of all department training, not merely skills training. Department training meetings are

26、 included to show how the skills trainers fit into the overall picture.Trainer's meetingsThe training manager should hold monthly meetings with all department trainers, who in turn should cascade the agenda with a monthly meeting for their own skills trainers. If such regular meetings are not re

27、alistic, adapt them, involving skills trainers, as you prefer.The objectives of these meetings are to:, Monitor the level of training activity, including skills and offthe job training. , To guide the department trainers in such areas as identifying real training needs and compilingdepartmental trai

28、ning plans., To communicate the overall hotel training activities., To develop department trainers in their role. This may include,for example: showing differentways of compiling a departmental training needs analysis, or developing their group trainingtechniques., To discuss new initiatives.Develop

29、ment of their training skills is a priority for all trainers.To achieve this, the training manager should quality control training by regularly sitting in on the training events and giving the trainers clear feedback and support.Skills trainers meetingsDepartmental trainers should in turn brief thei

30、r skills trainers ona regular basis. The objectives of these meetings are:, To monitor the level of skills training in the department,To ensure all training records are up to date,To brief skills trainers on areas covered at department trainer meetings,To discuss any new initiativesDepartment traine

31、rs should quality control skills training by regularly assessing each skill trainer's training and providing feedback on strengths and development needs.何Hi Eni9Standard Operating Procedures ManualsEach department should have a S.O.P. manual in which all tasks are broken down and standards are c

32、learly stated, possibly with the help of photos or diagrams. It should be updated regularly. The manual should be referred to at all times when training staff, and they should be encouraged to use it for themselves.A skills checklist lists all the skills necessary to complete a specific job. Once tr

33、ained, the trainee and skills trainer sign off a particular skill.Once the trainee is competently carrying out the task in the workplace, the skills trainer will sign off for a second time.If the individual is not performing to standard, the skills trainer will coach them. They should only sign off

34、when satisfied that the trainee is completing the task to the required standard. It is for this very reason that it's important to have standards written down.何lliltnn10PreparationPromoting the ProgrammeTrain the Trainer - Skills Training requires each participant to be away from their departmen

35、t for one full day and two half days over three weeks. This will require their supervisor or manager to organise other employees to cover the participant's workload, in addition to the cost of attending the programme.For this reason, you need to become a 'salesperson', your 'customer

36、s' being the management team. You must persuade them to invest time and money in employees, so promoting the programme is your first objective.Programme promotion is in two stages:,Promotion,Presentation1. PromotionThis step involves gaining the management team's interest in the programme an

37、d you should be as creative as you wish. For example, you might consider designing flyers or distributing advertisement teasers before making your presentation.If you know that managers are already aware of the need for systematic training of skills trainers, or that they are aware of a broader need

38、, such as to ensure quality standards, exploit this in your promotion. However if you know that training has a low profile, you might benefit by first gaining the commitment of your General Manager and then visiting your internal customers to gain an insight into their training needs and priorities.

39、2. PresentationPrepare thoroughly for the presentation to the management team because you need their full support for the training to be successful.It's useful to describe the programme in terms of its:,Features,Advantages,BenefitsTo be successful, you must work out the precise details for yours

40、elf; here are some guidelines on the features, advantages and benefits to help you.何Hilton11Features,Describe the programme, explaining its content, structure and objectives.,Distribute a copy of the programme schedule,Explain the selection criteriaAdvantages of the programme,Train the Trainer - Ski

41、lls Training is highly participative and practical., It sets a high standard of skills trainer training, It includes a follow-up session in which each participant is observed and critiqued whileconducting their first live training session. This is to ensure each skills trainer achieves therequired s

42、tandard in skills training.Benefits, Any department will benefit from the improved skills training available to all employees. , Each participant will have a personal action plan adapted to their own needs and the needs ofyour department., Increased motivation of participants, Better quality standar

43、ds within the department, Reduction in customer (internal & external) complaints, Higher standards will move the business forward, The training has been fully evaluated and produces tangible results.Note: In the administration section of this facilitator's guide is an explanation of the eval

44、uation forms. It is important to ensure these evaluations are completed and filed. This information will provide you with powerful case studies to support your list of benefits and advantages. After this, be prepared to answer objections or barriers.Below are five barriers that managers often give t

45、o training. Each one contains a way you might respond to the barrier to help break it down. Be aware of barriers you might expect within your hotel. Barrier:"Two days of training is too much."Response: "Yes, it does sound a lot, but it is spread over three weeks and it is a smallpropo

46、rtion of each person's working year. In return you'll benefit from bettertrained employees and higher standards."何Hi Eni12Barrier: "Training doesn't work because nothing changes afterwards.Response: "If the training is effective, then a major reason why it doesn't work

47、 is thatchange is not expected when the participant returns to work. This programme isdesigned to both support the participant in getting started with the real training,and to ensure you are involved with their development. Your support andguidance will ensure better skills training occurs from the

48、start."Barrier: "I've no time to get involved with training."Response: "Sorry, but you are responsible for your employees development. We only ask asmall investment of your time: to select candidates and guide them in the primaryskills training needs within your department.&q

49、uot;Barrier: "Can't you make the programme shorter?"Response: "No. To become effective skills trainers, each person needs to practice, reviewtheir performance and practice again. They cannot learn everything and applytheir learning in a shorter time."Barrier: "I'd li

50、ke to have more skills trainers but we're too busy to allow more than oneperson off the job at a time."Response: "No problem. The programme is for only six people at a time, but we will offerit regularly, so you could send one person on each programme. Remember that,the quicker suffici

51、ent candidates are trained, the sooner you will see the benefitsin improved skills standards."Close the PresentationThis is like closing any sale:Summarise important points that managers have raisedSummarise the main benefitsClarify when the first programme will be held, and how regularly the p

52、rogramme may be repeated. Issue notification forms.的Hi Itou13Preparing the administration detailsCompleting the administration of this programme is essential. You will need to: , Select participants, Schedule each session, Inform the participants, Issue the pre/post programme assignment, Plan for a

53、number of general matters1. Selecting participantsThe programme is designed to accommodate six participants.Candidates could be any employees with the right attitude to become a skills trainer. They need technically sound skills, attention to detail and a good personality: one with enthusiasm and pa

54、tience. They may hold a supervisory position. They should have been in their current position long enough to be thoroughly familiar with the appropriate standards and procedures.2. Scheduling the sessionsPlan the programme to run at a time that best suits the needs of the hotel. It must be run as on

55、e full day and two half days spread over three weeks. It is important to follow the sequence of sessions to allow participants to build their skills in a logical order.3. Informing participantsAt least one month in advance, send each participant:,A welcome letter with all the necessary information a

56、bout the programme (Appendix 3) , The programme schedule (Appendix 1),The pre-programme work (Appendix 2),A list of other participantsThe month gap between invitation and programme allows line managers to plan for their absence and for you to answer any questions or doubts.4. Other things to do in a

57、dvance,Draw up an attendance log (Appendix 4),Book the training or conference room,Book a syndicate room包Fliltc m14,Order tea/coffee and refreshments,Order equipment if necessary. The flipchart and overhead projectorare all that the programmerequires, though you may need equipment and/or other resou

58、rces for your demonstrations. , 4 or 5 days before the programme, check that participants are still able to attend. , Photocopy and hole-punch handouts,Prepare name cards, participants' files, paper and pencilsBefore each session, checkThe main room: is it spotless? Are there enough chairs arranged as you want them? Is there enough light, a waste-paper bin, spare pens, pencils, and sharpeners?Flipchart: are there sufficient marker pens and flipchart paper? Is it the correct height and position? Do you need more than one flipchart?Over