培训战略行动计划
THE TRAINING STRATEGY ACTION PLAN
员工的培训及发展对保持企业竞争力是非常重要的。
Training and development of team members is essential in order for a business to remain competitive.
以下部分为培训战略诊断的问题，并逐一提供了行动建议。请参照您的培训战略诊断，找出得分在3.5分或以下的问题。对得分3.5及其以下的问题，请就每个问题参阅“行动建议”，然后完
成本手册最后的“我的培训战略行动计划”。请注意，有图标的地方表示在经营业绩改善项目中，提供有工具来帮助你完成工作。
The following section goes through each of the Training Strategy Audit questions and provides a suggested action. Please refer back to your Training Strategy Audit and identify those questions that you scores at 3.5 or less. Please review the “Suggested Action” for each of these questions and then complete “My Training Strategy Action Plan” at the back of this
workbook. Please note that the symbol indicates that a tool is available within the Business Performance Improvement Program to assist in that area.
培训需求评估TRAINING NEEDS ASSESSMENT
请参照您的培训战略诊断。对得3.5分或更少的问题，请参考下表的“行动建议”。
Please refer to your Training Strategy Audit. For questions where you scored 3.5 or less please refer to the “Suggested Action” in the table below.
培训需要评估TRAINING NEEDS ASSESSMENT
行动建议SUGGESTED ACTION
1.企业系统地、有规律地确定其培训需求
The business systematically and regularly identifies the training needs of the organisation ?定期评估培训战略–参考“战略计划日历”
Implement regular reviews of the training
strategy –refer to “Strategic Planning
Calendar”
2.企业在明确培训需求时，会考虑到总体战略的因素。
When identifying the training needs of the organisation, the overall strategic objectives are taken into consideration ?在准备“企业战略计划”时考虑
Consider during preparation of the “Strategic Business Plan”
3.企业明白为了使培训战略有效，它必须与企业总体目标
一致。
The business understands that in order for the training strategy to be effective it must be aligned to the overall business objectives ?作为“企业战略计划”的一部分进行评估Review as part of the “Strategic Business Plan”
4.营造持续学习的企业文化氛围，并奖励在此方面表现优
秀的员工
The business creates a culture of continuous learning. It rewards those who embrace these principles ?评估回报战略
Review rewards strategy
5.当评估企业的培训需求时，会考虑资源、管理层的决心
和战略方向等方面的因素
When assessing the training needs of the organisation, resources, management commitment and strategic direction are taken into consideration ?在准备“企业战略计划”时进行考虑Consider during preparation of the “Strategic Business Plan”
6.如果企业引入新技术，会确定和评估新的培训需求
If new technology is introduced into the business, new training needs are identified and assessed ?确保员工接受培训以掌握新技术
Ensure that team members receive training in order to implement new technology
培训需要评估TRAINING NEEDS ASSESSMENT
行动建议SUGGESTED ACTION
7.企业认为培训是保持一个生机勃勃的团队的关键因素
The business considers training to be a key factor in
maintaining a motivated team ?参阅“所选的关于培训和学习型组织的文章”
Revie w “Selected Training and Learning
Organisation Articles
8.企业了解所有员工的技能和竞争力，并将其与达到战略
目标所要求的技能和竞争力进行比较
The business knows the skills and competencies or all team members and compares these to the ideal skills and
competencies required to meet the strategic objectives ?确保及时更新员工的个人记录和培训的详情。将你的团队技能作为年度战略性计划过程的一部分进行评估。
Ensure that team member personal records are kept up to date and include details of training
undertaken. Review the skills of your team as
part of your annual strategic planning process
9.企业一旦遇到员工绩效方面的问题，会自动对其是否需
要培训进行评估
When the business experiences team member performance problems it automatically assesses the need for training ?实施“绩效评估”系统
Implement “Performance Appraisal” system
10.企业了解明确个人的培训要求是绩效评估过程中一个不
可或缺的部分
Identifying individual training needs is an integral part of the performance appraisal process ?实施“绩效评估”系统
Implement “Performance Appraisal” system
11.企业有针对每个员工的个人培训计划
Each team member has a personal training plan ?实施“绩效评估”系统
Implement “Performance Appraisal” system
12.企业了解自身技能方面的优势、劣势、机会和威胁
The business knows its’ skill strengths, weakness,
opportunities and threats ?参照“战略需求分析问卷”
Refer back to “Strategic Needs Analysis Questionnaire”
选择培训方式 SELECTING TRAINING METHODS
请参照您的培训战略诊断。对得 3.5分或更少的问题，请参考下表的“行动建议”。Please refer to your Training Strategy Audit. For questions where you scored 3.5 or less please refer to the “Suggested Action” in the table below.
选择培训方式SELECTING TRAINING METHODS
行动建议SUGGESTED ACTION
13.企业综合利用内外部培训资源
The business utilises both internal and external training resources ?发展本地培训课程，培养内部培训能力Explore local training courses and develop internal training competencies
14.企业有培训预算
The business has a training budget ?作为“企业战略计划”的一部分进行评估Review as part of the “Strategic Business Plan”
15.企业了解内部和外部培训的利弊
The business understands the advantages and disadvantages of external and internal training ?回顾“所选择的有关培训的文章”
Review “Selected Training Articles”
16.企业不断挖掘新的培训课程和资源，以保持员工竞争力
优势
The business is always seeking new training courses and
resources to ensure that the skills of team members remain competitve ?确保人力资源经理积极挖掘新的培训课程。
将企业列入当地培训机构的通讯录
Ensure that the Human Resource Manager
actively seeks new training courses. Add the
business to the mailing list of local training
institutions
17.员工主动提出他们对培训的要求
Team members have input in deciding their own training requirements ?实施“绩效评估”系统
Implement “Performance Appraisal” system
18.企业为员工提供广泛的培训内容，既有技术方面的，也
有行为方面的
The business provides a broad base of training to team
members, both technical and behavioural ?评估培训战略，确保员工接受足够的培训Review training strategy and ensure team
members receive adequate training
模块: Module: 行政管理Administration 流程: Process: 安全Security 系统: System: 现金管理 Cash Handling 系统执行人 System Champion: 经理Manager 目标 Objectives: ?按照正确的程序以确保正确、精确地管理所有现金 To follow the correct procedure to ensure that all handling of cash is carried out accurately and diligently 程序 Procedure: ?当收到50元和100元面额的钞票时，员工应该口述“收到50元”或“收到100元”。 When receiving ￥50 & ￥100 notes, the team member must say “check ￥50” or check “￥100”. ?所有已付款的金额都应该记入帐目。 The amount tendered must always be keyed into the till. ?总是给客户一张收据 Always give the customer a receipt. ?应避免在各种帐目间挪用现金。好的管理应是准确地为每种帐目计划金额和按要求命名储备金。如果你不得不挪用现金，必须从另一种帐目中“买出”，例如，从一种帐 目中”买入”50元面额钞票, 就需要从另一个帐目卖出5张10元面额的钞票。 Swapping money between tills should be avoided. Good management practices include accurately planning the amount and required denomination of the float for each till. If you do have to swap monies then the money must be “bought” from one till to another e.g. a ￥50 note from one till will be exchanged with 5 x ￥10 notes from the other till. ?确保在已锁的抽屉或保险柜内存放有零钞 Spare change must be kept in either a locked drawer or in the safe
模块：Module: 行政管理Administration 流程：Process: 邮件和快递 Mail and Couriers 系统：System: 如何安排一份快递 How to Arrange a Courier 系统执行人：System Champion: 接待员Receptionist 目标： Objectives: 依正确程序安排一份快递 To follow the correct procedures to arrange a courier 确保所有包裹都传送到正确的地方 To ensure that all packages are delivered to the correct address 确保所有包裹都传送给正确的人 To ensure that all packages are delivered to the correct person 程序： Procedure: 与送信人确认适当的联系方式和详细地址 Confirm with the sender the appropriate contact and address details 在客户/顾客/供应商数据库中确认详细资料 Confirm details with client/customer/supplier database 将文档放入合适规格的信封或包裹中，确保内容的安全。 Place documents in appropriately sized envelope or package ensuring that the contents are secure 同与企业有往来账户的快递商联系 Contact the courier service for which the business has a trading account
管理咨询35种经典工具 全书三分钟快速阅读版 本书系统地介绍了在日常管理活动当中，经常用到的35种经典工具，这些工具包括公司战略分析与战备管理、战略决策、人力资源管理等多个方面，每种工具首先介绍工具的来源和使用方法，然后结合经典案例进一步进行了说明。 PEST分析法是进行外环境分析的常用工具，从政治、法律、经济、社会、文化和技术的角度，分析环境变化对于企业影响的一种方法。 波特五力量分析主要用于产业环境中对于是产业竞争的性质的该产业中所具有的潜在利润的分析。是由波特教授提出的“五种力量模型”，即潜在竞争对手、现有企业之间的竞争、替代品的威胁、供方的讨价还价能力和买方的讨价还价能力。 行业竞争结构分析使企业管理者可以从定性和定量两个方面分析行业竞争结构和竞争状况，以达到以下两个目的：分析确定五力中影响企业成败的关键因素；企业高层管理者从与这一集团相关的各因素中找出需要立即对付或处理的威胁，以便及时采取行动。 利益相关者分析用于分析与企业利益相关的所有个人和组织，帮助企业在战略制定时分清重大利益相关者对于战略影响。 生命周期理论也是判断产业竞争状况的一个最为普遍采用的模型。模型的基础就是认为市场的不同状态即市场处于从开发到成熟的什么阶段从根本上影响竞争条件和企业的行为。 SWOT分析将企业外部环境的机会（O）与威胁（T），内部环境的优势（W）与劣势（S）罗列在一张十字形图表中加以对照，可以一目了然地看出企业的环境情况，又可以从内部环境条件的相互联系中作出更深入的分析评价。 战略地位和行动评估矩阵是战略方向选择的工具，在SWTO分析的基础上，通过确定两组具体反映客房外部的量化指标，更加准确地进行战略的选择和定位。 雷达图是对企业财务能力分析的重要工具，从动态和静态两个方面分析企业的财务状况。 价值链分析的核心是将客户的所有资源、价值活动与客户的战略目标紧密连接起来，以价值增值为目的，形成了一个简明而清晰的结构框架，帮助客户清晰认识客户中相关各链条的重要意义。
管理咨询及人力资源咨询常用的132项工具.doc 1 战略框架 2 战略实施模型 3 波特价值链分析 4 战略管理过程 5 洛克希德法 6 组织变革的战略类型 7 决策树 8 基础统计技术 9 蒙特卡罗模拟技术 10 阿姆科公司事前测感技术 11 希布纳的预测七原则 12 组织决策的卡耐基模式 13 阿尔布雷克特组织政治分析 14 赋权分析矩阵 15 马斯洛的人类需求五层次理论 16 赫茨伯格的双因素理论 17 奥德费ERG理论 18 麦克利兰成就激励理论 19 波特和劳勒的综合激励模型 20 期权的六要素法 21 弗鲁姆期望理论
22 亚当斯公平理论 23 斯金纳强化理论 24 埃德温洛克目标设置理论 25 股权陷阱规避法 26 工作分析信息的种类 27 工作分析的步骤 28 因素比较法 29 因素计点法 30 分类法 31 排序法 32 问卷法 33 访谈法 34 工作日志法 35 实践法 36 结构化面试法 37 丰田公司选拔计划 38 岗位评价的权重系数确定法 39 管理评价中心法 40 内部选拔的方法 第一页第二页第三页第四页 41 外部选拔的方法 42 员工的投入与收益分析法
43 格兰丘纳斯的上下级关系理论 44 效率\设备\岗位\比例定员法 45 平衡记分法 46 胜任特征模型 47 明尼苏达多相个性测验 48 艾森格人格测验 49 卡特尔16种因素测验 50 比奈-西蒙智力测验 51 罗夏墨迹测验 52 勒温的场论 53 卡兹的组织寿命学说 54 库克创造力曲线 55 默里与摩根的主题统觉测验 56 皮亚尔故事测验 57 科尔伯格两难故事测验 58 中松义郎的目标一致理论 59 赫茨伯格工作丰富化模型 60 比德返转原理 61 冲击晋升模式分析 62 蔓藤晋升模式分析 63 旅行保险公司工作丰富模型 64 TRW五合一