希尔顿集团培训师培训课程（全套英文） .doc

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1、Train the Trainer Skills TrainingFACILITATORS GUIDEForwardHilton Internationals 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 training available for all staff, and the

2、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 that, as participants learn each topic, they

3、 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 integral to the development of each new skills

4、trainer. It is part of Hilton Internationals commitment to developing all its employees.The single most important element affecting the learning environment is you, the trainer. Specifically, what is important is what you do, how what you do is perceived by the students and how these perceptions imp

5、act the students behaviours and learning process.Stephanie BurnsArtistry in Training 1996 Hilton International 20001ContentsHow this pack is designedPage 3Aims and ObjectivesPage 4Programme SessionsPage 5Organising Skills Training the Hilton International WayPage 7Stages of Train the Trainer - Skill

6、s TrainingPage 11PreparationPage 11Promoting the programmePage 11Preparing the administration detailsPage 14Preparing yourselfPage 15Implementing the ProgrammePage 16Opening and closing each sessionPage 16Training methodsPage 16The facilitators rolePage 17Evaluating the ProgrammePage 19Measuring rea

7、ction and understandingPage 19Measuring changePage 19Measuring tangible business outcomesPage 21Appendices 1-9Page 22-34CertificatePage 35Handouts 1 - Page 36 - How this pack is designedThis facilitators guide contains: Appendices, containing the welcome letter, pre-programme work and evaluation for

8、ms. Handout master sheets for each of the six sessions Overhead masters for you to copy on to transparency sheets The facilitators notes, session by sessionIn the facilitators notes these abbreviations appear:sA suggested question to ask the groupBulletsThe expected or possible answers in response.O

9、verhead transparency plus its title.Write on a flipchart.HandoutHandout: each one is numbered.Bold TypefaceEmphasize this pointExerciseExerciseExpected time required in minutesSummarySummariseAims & ObjectivesThe programme will enable participants to Understand how people learn Analyse tasks in orde

10、r 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 required standard Check the effectiveness of the training they provide Follow-up their training with progress meetingsProgramme StructureThe

11、 programme consists of six sessions, divided into one full day and two half days of training run over a three week period. A seventh, practical session will take place with individual trainees, when each one performs their first live training session. Welcome letter and pre-programme assignment Day

12、One/Week OneLearning and TrainingBeginning and Task AnalysisThe Breakdown Section Preparation and planning for first practice session Day Two/Week TwoPractice session 1Checking Training Preparation and planning for second practice session Day Three/Week ThreePractice session 2Training back at work F

13、ollow-up sessionFirst real skills training session1.Learning and TrainingIntroductionsThe role of the skills trainerHow people learnPlanning TrainingChoosing a training topic2 hours2.Beginning and Task AnalysisInteresting the learnerTask analysis2 hours3.The BreakdownDesigning questionsDefining Cons

14、olidationDeveloping feedback skills2 hours45 mins4.Practise Session 1 and Checking TrainingPractise session 1Checking trainingPost-work exercise3 hours20 mins5.Practise Session 2Running a complete skills training sessionPeer and facilitator review3 hours10 mins6.Back at WorkCoaching and corrective t

15、rainingFollowing up training at workProgramme review2 hours7.Follow-up SessionThe first real skills training sessionFeedback and support from facilitatorStrengths and development needs identifiedOrganising Skills TrainingTHE HILTON INTERNATIONAL WAYCriteria for Selecting Skills TrainersTo be conside

16、red as a possible skills trainer, an individuals position must be stable. He or she must also have: Excellent technical knowledge of their job, for example a very competent waiter or receptionist; they dont have to be a supervisor. Clear and concise communication skills Fluency in the language spoke

17、n A positive attitude, commitment and enthusiasm Good interpersonal skills Patience and confidence 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 t

18、o be an ideal condidate for the post of departmental trainer. The next stage of their development 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 sel

19、ected, they should have an interview with the training department, to be fully briefed on their 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

20、 maintenance of job skills necessary for meeting performance standards.The departmental trainer coordinates the skills trainers and makes sure they are carrying out skills training as required.Each skills trainer reports functionally to the departmental trainer. If a departmental trainer is not in p

21、lace, then the skills trainer should report functionally to the training department.Overall scope of the skills trainers jobThe skills trainers responsibilities include: Assisting with departmental induction of new employees Assisting with conducting on-the-job skills training Ensuring that skills l

22、ists and relevant records are completed for any training they undertake 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 identifyAn Ideal O

23、rganisation ChartRestaurant ManagerAssistant Restaurant ManagerTraining Manager(Department Trainer)SupervisorSupervisor(Skills Trainer)Waiters(Skills Trainer)The figure below shows the ideal structure for ensuring that skills training will be effective within a department. The example taken is a res

24、taurant.NOTE:The number of skills trainers required will depend on: The size of the department Employee turnover Operational difficulties Level of skill of department employeesOrganising Skills TrainingIt is not the purpose of this section to focus on the organisation of all department training, not

25、 merely skills training. Department training meetings are included to show how the skills trainers fit into the overall picture.Trainers 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

26、skills trainers. If such regular meetings are not realistic, adapt them, involving skills trainers, as you prefer.The objectives of these meetings are to: Monitor the level of training activity, including skills and off the job training. To guide the department trainers in such areas as identifying

27、real training needs and compiling departmental training plans. To communicate the overall hotel training activities. To develop department trainers in their role. This may include, for example: showing different ways of compiling a departmental training needs analysis, or developing their group trai

28、ning techniques. To discuss new initiatives.Development 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 mee

29、tingsDepartmental trainers should in turn brief their skills trainers on a 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 meeti

30、ngs To discuss any new initiativesDepartment trainers should quality control skills training by regularly assessing each skill trainers training and providing feedback on strengths and development needs.Standard Operating Procedures ManualsEach department should have a S.O.P. manual in which all tas

31、ks are broken down and standards are clearly 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 necessar

32、y to complete a specific job. Once trained, 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 c

33、oach them. They should only sign off when satisfied that the trainee is completing the task to the required standard.It is for this very reason that its important to have standards written down.PreparationPromoting the ProgrammeTrain the Trainer - Skills Training requires each participant to be away

34、 from their department 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 participants workload, in addition to the cost of attending the programme.For this reason, you need to become a salesperson, your custome

35、rs 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 teams interest in the programme and you sho

36、uld 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, such as

37、 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.2. Presen

38、tationPrepare thoroughly for the presentation to the management team because you need their full support for the training to be successful.Its useful to describe the programme in terms of its: Features Advantages BenefitsTo be successful, you must work out the precise details for yourself; here are

39、some guidelines on the features, advantages and benefits to help you.Features 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 - Skills Training is highly

40、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 while conducting their first live training session. This is to ensure each skills trainer achieves the required standard in skills train

41、ing.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 of your department. Increased motivation of participants Better quality standards within the department Re

42、duction 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 facilitators guide is an explanation of the evaluation forms. It is important to ensure

43、 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 to training. Each one contains a way you

44、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 small proportion of each persons working year. In return youll benefit

45、 from better trained employees and higher standards.Barrier:Training doesnt work because nothing changes afterwards.Response:If the training is effective, then a major reason why it doesnt work is that change is not expected when the participant returns to work. This programme is designed to both su

46、pport the participant in getting started with the real training, and to ensure you are involved with their development. Your support and guidance will ensure better skills training occurs from the start.Barrier:Ive no time to get involved with training.Response:Sorry, but you are responsible for you

47、r employees development. We only ask a small investment of your time: to select candidates and guide them in the primary skills training needs within your department.Barrier:Cant you make the programme shorter?Response:No. To become effective skills trainers, each person needs to practice, review their performance and practice again. They cannot learn everything and apply their learning in a shorter time.Barrier: