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1、 Content I.Training Overview31.1.The missions and visions of APEX31.2.The responsibilities of Training31.3.The expecting outcome of training3II.The demands analysis based on the corporate strategy32.1.The business objectives of APEX32.2.The training demand analysis4III.The internal and external reso
2、urces for training63.1.The external resources for APEX63.1.1.The system of Scotland national training63.1.2.Introduction of the followingtraining organizations73.1.3.The organization which APEX could chose73.2.The training resources8IV.The sustainabledevelopment of staffs and learning organization84
3、.1.Learning Organization84.2.The Continuousdevelopment94.3.Approachesstrategiesfor continuous Development9V.Training responsibility105.1.The responsibilities of stakeholders in the training115.2.The responsibilities for continuous development12Reference13Table 15Table 26Table 310I. Training Overview
4、1.1. The missions and visions of APEXAPEX mission is to consistently exceed our guests expectations in terms of the products and services we provide to our business and leisure travelers. APEX succeeds only when we meet and exceed the expectations of our customers, owners and shareholders. It has a
5、passion for excellence and will deliver the highest standards of integrity and fairness and it celebrates the diversity of people, ideas and cultures. APEX honors the dignity and value of individuals working as a team. It improves the communities in which its work. It encourages innovation, accept a
6、ccountability and embrace change. It seeks knowledge and growth through learning. Besides, APEX shares a sense of urgency, nimbleness and endeavor to have fun too.1.2. The responsibilities of TrainingSummarizing and refining the corporate culture and management experience isin order to lay a foundat
7、ion on the corporate culture construction. Training to the departmental managers and the general managers about the managerial training are in order to cultivate the excellentmanagerial talented by oversee training and national training. Continual providing training is aimed on the new staffs of the
8、 corporation 1.3. The expecting outcome of trainingOne of the most important benefits of training for an organization is that, it provides skills inside the organization, which reduces overall cost of an organizations operations. By training employees for promoting good customer relations will incre
9、ase customer satisfaction and quality of service.Better training can provide an organization competitive advantage over others in industry.II. The demands analysis based on the corporate strategy2.1. The business objectives of APEXThe overall objective of APEX is to expand Chinese market and open 10
10、 branches in the first step and 100 branches in the second step and 500 ones in the third step.In the first step, the company needs to get to know about the culture, research the market including the consuming habits and so on, finance the capital, select the venues, implement decorating process and
11、recruit and train staffs and operate the branches.In the second step, the company could do some advertisement on large joining website to attract the investors andfranchisees, set up a joining process and examination on the investors, supervise and assist the decorating process and the initiate oper
12、ating process, manage and assist the operating problems.In the third step, except the actions needed in step tow, the company is also required to set up a district management levelas well as a standard examination of service, personal and other management mechanism in order to examine the improper c
13、onduct of its branches and implement the above.2.2. The trainingdemand analysisThe organization in short-term make the staffs know and behave under cultural concept, for examplethe opinion that customer is king by giving them the working principles in order to establish the servicing concept and suc
14、cessful enter into Chinese market. Besides, it is necessary for the staffs to know fundamental living habits, the eating habits, amusement styles and so on and give the appropriate service under these. For the middle term, it would be better for the corporation to learn the culture more specifically
15、 as it plans to enlarge its branches to 100 and cultures vary from places to places even in a country including eating habits, the architecture styles, the amusing facilitates and so on. For example, residence in Sichuan would like to play Majiang and Cantonese get used to eat deserts and tea about
16、100 clock. In the long term, the organization helps staffs grasp and master more delicate culture in order to help itself enlarge its branches further into 500. For example, the high-end delicate local dishes, the more professional massage.The vocationaltraining is given to threejobs training includ
17、ing cook, massager, and receptionist of reception desk. For the massagers, they are taught to grasp the basic traditional Chinese medicine, the treatment of disease and extend life expectance and slow aging speed and keeping fit. They would learn from basic, skillful to professional study in 2 years
18、 study. Cook is trained to make Chinese dishes like the spicy diced chicken,Beijing Duck, Royal Feast of Complete Manchu-Han,noodles with soybean paste from basic, delicate level to royal level in 2 years study. The training for receptionists of reception desk is mainly about Cantonese in those aspe
19、cts Pinyin, Vocabulary, Sentence, and dialogue in three steps basic, daily proficient. The personal training is inspired by individuals interest. As cooks, they take tDouzhir as their personal learning objectives. In terms of the massagers, they would like to know about the combination of Thailand a
20、nd Chinese traditional massage. Receptionists would take their interest in Cantonese History. Table 1Lecture (Massagers)Short-term Middle term Long-term Chinese medicine on pressure slight headache, blood circulationBasic SkillfulProfessional Treatment of diseaseBasic SkillfulProfessional Extend lif
21、e expectance and slow aging speedBasic SkillfulProfessional Keep fit Basic SkillfulProfessional The combination of Thailand and Chinese traditional massageBasic SkillfulProfessional Lecture (cook) Short-term Middle term Long-term The spicy diced chickenBasic Delicate Royal Royal Feast of Complete Ma
22、nchu-HanBasic Delicate Royal Beijing Duck Basic Delicate Royal Noodles with soybean pasteBasic Delicate Royal DouzhirBasic Delicate Royal Lecture (receptionists)Short-term Middle term Long-term Cantonese PinyinBasicDaily ProficientCantonese VocabularyBasicDaily ProficientCantonese Sentence BasicDail
23、y ProficientCantonese Dialogue BasicDaily ProficientCantonese History BasicDaily ProficientIII. The internal and external resources for trainingTable 23.1. The external resources for APEX3.1.1. The system of Scotland national trainingThe employersdeclarethe qualities and abilities of they need to th
24、e sector skills councils and the Sector Skills Councils establish the various certificates according to the requirement of the talented given by the employers and these certificates are given to Awarding Bodies. AwardingBodies give the certificates to the training providers with training abilities a
25、nd qualities and the training providers train the students in order to help them to acquire the skills. The qualified students could work for the employers after graduation. Regulatory body has responsibilities to supervise the Sector Skills Councils and Awarding Bodies and these two also have their
26、 responsibilities to supervise the Regulatory body in return. Besides Regulatory body has power to authorizefunding of Funding Body, which gives its fund to Training Providers.3.1.2. Introduction of the followingtraining organizationsInvestors In People sets out a level of good practice for the trai
27、ning and development of people to achieve business goals and it based on 4 principles commitment, planning, action and evaluation. Investors In People Standard is its approach, providing framework and Helping organizations to improve performance and realize objectives, which includes plan, do and re
28、view. Plan is to develop strategies in order to improve the performance of the organization and Do focus on Taking action to improve the performance of the organization and Review aim to evaluate the impact on the performance of the organizationModern Apprenticeships are to offer people aged over 16
29、 the chance of paid employment linked with the opportunity to train for jobs at craft, technician and management level. The learners want to be capable of achieving a Scottish Vocational Qualification at Level 3 or above and start a career or become mature employees.Get Ready for work is a training
30、programme for young people aged 16-18 who want to develop skills and equip themselves for the world of work The training includes life skills (e.g. housing, health or managing money), core skills - reading, writing, number work, and problem solving and working with others, vocational skills (e.g. un
31、derstanding filing systems, time-keeping and health and safety requirements), personal skills (identifying your strengths, working on areas which you find more difficult, building up your self-confidence and making betterdecisions about your future), work tasters and work placements, cv skills and i
32、nterview techniques.3.1.3. The organization which APEX could choseThe organization could Improve Earnings, Productivity and Profitability, Customer Satisfaction-customer focused, Motivation, Reduce Costs and Wastage, Enhance Quality-Excellence Model, IS9000, Competitive Advantage Through Improved Pe
33、rformance, Public Recognition-attracting high quality job applicants and customersby cooperating Investors In People as the organization is aimed at corporate training and it has excellent standard including plan, do and review. In this way, APEX would have larger possibility to complete its objecti
34、ve as soon as possible.Modern Apprenticeships have advantages in proceeding without having to study full-time, being paid, Opportunities across a wide range of industries. Firstly, the staffs could study part-time, which has no special impact the hotel operation. Besides, the service is being paid s
35、o the tuition of it would be limited. Ultimately, the hotel service contains catering, indoors designing and so on, which suitable for the training with wide industries. Besides, this training focus on the skills development and it therefore provides opportunities for corporation development.Trainin
36、g for Work is formal training provided by company placements, which aimed more on the jobs and could better help the company accomplish its objectives. Besides, it provides training allowance reducing the cost for training. Next it could geta full time job in the company, which reduce the negative i
37、nfluence on the corporation performance3.2. The training resourcesIn order to accomplish this training, the company should input training capital 1532000pounds and input relevant human resources. The allocation of training capital is shown below.Course development 200,000 poundsEquipment input 100,0
38、00 poundsThe income of training staffs 1000,000 poundsThe external courses 12,000 poundsThe management staffs salaries 220,000 poundsIV. The sustainabledevelopment of staffs and learning organization4.1. Learning OrganizationOrganizations are where people continually expand their capacity to create
39、the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free and where people are continually learning to see the whole together.Its benefits include providing the sustainablecompetitive ability than the companiescompetitors, the i
40、mprovement of corporate performance, and organizational learning.4.2. The ContinuousdevelopmentFor the organization, the management of learningon an ongoing basis through the promotion of learning as an integral part of work itself. For the individual, it means self-directed, lifelong learning, with
41、 a strong element of self-direction and self-management.It helps that everyone in the organization understand and share ownership of operational goals and immediate goals exist and are understood by everyone. Newdevelopments are promoted and change is constructive. Managers are frequently to be hear
42、d discussing learning with their subordinates and colleagues. Time is found by all the team to work on individual members problems. Reference documents are available to all without difficulties and are used. Colleagues use each other as a resource. Members of teams do not just swap information but t
43、ackle problems and create opportunities. Team members shareresponsibility for success or failure and not dependent upon one or more leaders. Individuals learn while they work and enjoy both.4.3. Approachesstrategiesfor continuous DevelopmentThe activities are considered in more detail are side-by-si
44、de training, work experience, structured self-development programme, formal training, competence assessment. Side-by-side training is generally a one-to-one training activity and involves a number of differentactivities from coaching and mentoring on-the-jobtraining. In many case, a more experienced
45、 colleagues take the roles of trainer and help the learner to develop new skills or knowledge under the trainers supervision. Work experience take those forms job rotation, secondments in order to help employees better understand thee work. Secondments generally involve the temporarytransfer of an e
46、mployee either from one department to another or from one organization to another. Structuredself-development programme are generally focused on personal development like interpersonal skills or managementskills in order to identify the individual training needs and then planning how these needs wil
47、l be met. Formal training is that employees would be sent on a course or asked to complete qualification in order for them to be taught specific skill or give them specific knowledge. Competenceassessment is more focused on the employees ability to do something. Employees may be assessed against com
48、petencies to identify there training needs exist according to organizations own competencies framework or NVQs and SVQs.V. Training responsibilityTable 3Senior management senior management Training specialistsLine managers Supervisors Individuals TNATNATNATNATNADelivering Programmes Designing strategyDelivering programmed Delivering ProgrammesProviding support for learner when back in the workplaceDesigning annual planFacilitated learning with individual and groupsFacilitated le