1、Train the Trainer Skills TrainingFACILITATORS GUIDE1ForwardHilton 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, the
3、y 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 im
5、pact the students behaviours and learning process.Stephanie BurnsArtistry in Training 1996 Hilton International 20002ContentsHow this pack is designedPage 3Aims and ObjectivesPage 4Programme SessionsPage 5Organising Skills Training the Hilton International WayPage 7Stages of Train the Trainer - Skil
6、ls 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 re
7、action and understandingPage 19Measuring changePage 19Measuring tangible business outcomesPage 21Appendices 1-9Page 22-34CertificatePage 35Handouts 1 - Page 36 - 3How this pack is designedThis facilitators guide contains:Appendices, containing the welcome letter, pre-programme work and evaluation fo
8、rms.Handout master sheets for each of the six sessionsOverhead masters for you to copy on to transparency sheetsThe facilitators notes, session by sessionIn the facilitators notes these abbreviations appear:A suggested question to ask the groupBulletsThe expected or possible answers in response.Over
9、head transparency plus its title.Write on a flipchart.HandoutHandout: each one is numbered.Bold TypefaceEmphasize this pointExerciseExerciseExpected time required in minutesSummarySummarise4Aims & ObjectivesThe programme will enable participants toUnderstand how people learnAnalyse tasks in order to
10、 plan effective trainingDesign and carry out effective skills training to meet specified needsCoach trainees on the job to ensure they are working to the required standardCheck the effectiveness of the training they provideFollow-up their training with progress meetings5Programme StructureThe progra
11、mme 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 assignmentDay One/Week
12、OneLearning and TrainingBeginning and Task AnalysisThe Breakdown SectionPreparation and planning for first practice sessionDay Two/Week TwoPractice session 1Checking TrainingPreparation and planning for second practice sessionDay Three/Week ThreePractice session 2Training back at workFollow-up sessi
13、onFirst 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 hours63.The BreakdownDesigning questionsDefining ConsolidationDeve
14、loping 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 trainingFollow
15、ing up training at workProgramme review2 hours7.Follow-up SessionThe first real skills training sessionFeedback and support from facilitatorStrengths and development needs identified7Organising Skills TrainingTHE HILTON INTERNATIONAL WAYCriteria for Selecting Skills TrainersTo be considered as a pos
16、sible 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 skillsFluency in the language spokenA positive att
17、itude, commitment and enthusiasmGood interpersonal skillsPatience and confidenceThe 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 condi
18、date 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 selected, they should
19、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 maintenance of job
20、 skills necessary for meeting performance standards.8The departmental trainer coordinates the skills trainers and makes sure they are carrying out skills training as required.9Each skills trainer reports functionally to the departmental trainer. If a departmental trainer is not in place, then the sk
21、ills 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 employeesAssisting with conducting on-the-job skills trainingEnsuring that skills lists and relevant re
22、cords are completed for any training they undertakeAssisting with setting and monitoring departmental standardsAssisting with the updating of Standard Operating Procedures manualsInforming the department trainer and department head of any training needs they identifyAn Ideal Organisation ChartThe fi
23、gure below shows the ideal structure for ensuring that skills training will be effective within a department. The example taken is a restaurant.NOTE:The number of skills trainers required will depend on:The size of the departmentEmployee turnoverOperational difficultiesLevel of skill of department e
24、mployeesRestaurant ManagerAssistant Restaurant ManagerTraining Manager(Department Trainer)SupervisorSupervisor(Skills Trainer)Waiters(Skills Trainer)10Organising Skills TrainingIt is not the purpose of this section to focus on the organisation of all department training, not merely skills training.
25、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 skills trainers. If such
26、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 real training needs and com
27、piling 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 training techniques.To discuss ne
28、w 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 meetingsDepartmental trainers sho
29、uld 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 departmentTo ensure all training records are up to dateTo brief skills trainers on areas covered at department trainer meetingsTo discuss any new initiatives
30、Department trainers should quality control skills training by regularly assessing each skill trainers training and providing feedback on strengths and development needs.11Standard Operating Procedures ManualsEach department should have a S.O.P. manual in which all tasks are broken down and standards
31、 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 necessary to complete a specific job. On
32、ce 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 coach them. They should only sign
33、 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.12PreparationPromoting the ProgrammeTrain the Trainer - Skills Training requires each participant to be away from their department for one
34、 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 customers being the management team.
35、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 should be as creative as you wish.
36、 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 to ensure quality standards, e
37、xploit 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. PresentationPrepare thoroughly for th
38、e 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:FeaturesAdvantagesBenefitsTo be successful, you must work out the precise details for yourself; here are some guidelines on the features, a
39、dvantages and benefits to help you.13FeaturesDescribe the programme, explaining its content, structure and objectives.Distribute a copy of the programme scheduleExplain the selection criteriaAdvantages of the programmeTrain the Trainer - Skills Training is highly participative and practical.It sets
40、a high standard of skills trainer trainingIt 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 training.BenefitsAny department will benefi
41、t 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 participantsBetter quality standards within the departmentReduction in customer (internal & external) c
42、omplaintsHigher standards will move the business forwardThe 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 these evaluations are completed and filed. T
43、his 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 might respond to the barrier to help break it
44、 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 from better trained employees and higher sta
45、ndards.14Barrier: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 support the participant in getting started wi
46、th 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 your employees development. We only ask a smal
47、l 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 ca
48、nnot learn everything and apply their learning in a shorter time.Barrier:Id like to have more skills trainers but were too busy to allow more than one person off the job at a time.Response:No problem. The programme is for only six people at a time, but we will offer it regularly, so you could send o
49、ne person on each programme. Remember that, the quicker sufficient candidates are trained, the sooner you will see the benefits in improved skills standards.Close the PresentationThis is like closing any sale:Summarise important points that managers have raisedSummarise the main benefitsClarify when
50、 the first programme will be held, and how regularly the programme may be repeated.Issue notification forms.15Preparing the administration detailsCompleting the administration of this programme is essential. You will need to:Select participantsSchedule each sessionInform the participantsIssue the pr
