•  监控表现并采取适当的行动。包括培训、指导或商榷。

Performance to be monitored and appropriateaction to be taken. Examples include training, coaching or counselling.

•  应确定当班时的学习与发展的时间，以提高整体业绩与生产力。

Learning and Development moments during theshift should be identified to help increase overall performance andproductivity.

•  应确定提供员工在其他部门交叉培训的机会。作为他们发展的一部分，餐饮部的所有员工都应到其他餐厅去交叉培训。

Opportunities to provide employees withcross exposure in other departments should be identified. All Food and Beverage employeesshould be exposed to other Food and Beverage outlets as part of theirdevelopment.

•  其它酒店因特殊活动或开业需要协助时，这可视为员工学习的机会，因此鼓励员工参加。

When other hotels require assistance forspecial events or openings, this should be viewed as a learning opportunity foremployees and therefore employees are to be encouraged to participate.

•  希望调到其他部门及/或酒店的员工须首先咨询他们的经理。 经理必须就员工调动的意愿告知人力资源部。 经理在向员工提供关于其是否准备好调动的反馈时必须是透明的。 如果员工有进一步的发展需求，则需要创建个人发展计划。

Employees wishing to transfer to anotherdepartment and/or hotel should first consult their manager. The manager must informHuman Resources of the employee’s interest in transferring. The manager should betransparent in providing feedback to the employee as to their readiness for themove. If the employee has further development needs then a Personal Development Plan isto be created.

•  每月应确定并回顾餐厅中重要职位的继任计划。

A succession plan for key roles in theoutlet should be identified and reviewed on a monthly basis.

•  部门培训需求应通过可测量工具，如顾客满意度调查、品牌审计、在线反馈、内部控制审计、破损率和财务报表等进行确定。

Departmental training needs are to beidentified through measurable tools such as GSS,brand audits, online feedback, internalcontrol audit, breakages and financial reports.