009麦肯锡-新员工培训手册(英文版)
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新员工入职培训教材英文版
Organization:
Overview of Core Frameworks
Local Training Module For First-year Associates Associate Handbook
FOREWORD AND OBJECTIVE
This Organization Practice(OP) document provides an overview for use in local training sessions for first-year associates. It is part of a “series on functional areas.” The objective of the series is to introduce McKinsey practitioners to the basics in each of our functional areas of expertise. All the documents in the series are comprehensive in nature and describe the current tools and frameworks in that functional area At the end of this document, you can find a section describing a selection of the core documents and handbooks that can give you further details on some of the frameworks descried here. All of these documents are now on PDNet; and hard copies of them can be requested from PDNet Express, which will deliver them in 24 hours The contents of this document have been adapted for local training sessions through “Switching Tracks” — OP’s first-year module videotape, which communicates the basic concepts in a concise and visual way using an actual client — The Scandinavian Railroad Company. It is 40 minutes long and should be presented in 3 short segments. Between these segments, the faculty member runs the attached exercises, adds any commentary he/she considers necessary to clarify the concepts, and provides personal experience on selected topics. A copy of the videotape and moderator’s guide with exercises can be requested from the Firm
Overview of Core Frameworks
Local Training Module For First-year Associates Associate Handbook
FOREWORD AND OBJECTIVE
This Organization Practice(OP) document provides an overview for use in local training sessions for first-year associates. It is part of a “series on functional areas.” The objective of the series is to introduce McKinsey practitioners to the basics in each of our functional areas of expertise. All the documents in the series are comprehensive in nature and describe the current tools and frameworks in that functional area At the end of this document, you can find a section describing a selection of the core documents and handbooks that can give you further details on some of the frameworks descried here. All of these documents are now on PDNet; and hard copies of them can be requested from PDNet Express, which will deliver them in 24 hours The contents of this document have been adapted for local training sessions through “Switching Tracks” — OP’s first-year module videotape, which communicates the basic concepts in a concise and visual way using an actual client — The Scandinavian Railroad Company. It is 40 minutes long and should be presented in 3 short segments. Between these segments, the faculty member runs the attached exercises, adds any commentary he/she considers necessary to clarify the concepts, and provides personal experience on selected topics. A copy of the videotape and moderator’s guide with exercises can be requested from the Firm
新员工入职培训手册英文版
FRONT DESKDear team member,Firstly, a very warm welcome to the Crowne Plaza Shenzhen as part of Front Office Department. Our key to success depends very much on your positive attitude, creative flair and eye to details. We are committed to develop people through knowledge enlarging, skill training and workforce motivation. Your remarkable contribution in Front Office Department will be greatly appreciated.真诚欢迎您加入深圳威尼斯皇冠假日酒店，成为酒店前厅部的成员。
你们积极的工作态度，创造性的思维及细致周到的服务，将是我们取得成功的关键因素。
我们激励员工通过不断的学习和培训，来丰富专业知识，改善服务技巧，提高劳动生产力，最终取得整体前厅部的成功。
I wish you a pleasant and fruitful working experience at Front Office Department.祝愿您在这个团队里工作愉快，并获得宝贵的工作经历。
Yours truly,此致TABLE OF CONTENTS Part 1➢Welcome Letter From Director of Rooms Page 02 ➢Departmental Organization Chart Page 04 Part 2➢ Job description Page05 Part 3➢ Standard Operating Procedures●Register F I T Page 09●Check Out Guest Page 12●Group Check In Page 15●Group Check Out Page 17●PCR Enrollment Page 18●Make a Reservation Page 20●Group Information Check Page 23●Free Room Upgrade Page 25●House Use and Complimentary Room Page 26●Room Change Page 27●Extra Bed Page 29●Late Check Out Page 30●Extension Page 32●Cancellation Page 34●Incognito Call, Screen Call and Do Not Disturb Page 36●Sleep Out Page 38●Authorization Of Entry To Guest Room Page 39●Advance Deposit Page 41●Handling Of Foreign Currency and CompanyCheck as Deposit. Page 45●Account Information For Credit Card Page 46●Account Information For Direct Billing Page 47●Account Information Travel Voucher Page 48●Cash Paid Out, Cash Advance and Rebate Page 50●Cash Float Hand Over and Control Page 53●Drop Safe Page 54●Contingency Report Page 55●Computer System Down Procedure Page 56 Part 4➢ Acknowledgement letter by employee Page 57FRONT OFFICE ORGANIZATION CHARTFOM 前厅部经理1Asst.FOM 前厅部副经理1Asst. Manager CPC Manager Reception Manager大堂副理行政楼层经理接待经理Mr. Oliver Zhao Mr. Lee Kwan TaeMs. Annie CaiMr. Steven Wang 11Ms. Betty Zhao Mr. Johnson Zhu4FD Senior SupervisorSenior Supervisor Senior Supervisor 高级接待主管礼宾部高级主管车队高级主管111GRO Supervisor BC Supervisor GSC Supervisor Concierge Supervisor客户关系主管商务中心主管客户服务中心主管礼宾部主管1111Senior GRO FD Asst. Supervisor BC Asst. Supervisor GSC Asst. Supervisor Asst. Supervisor 高级客户关系主任接待副主管商务中心副主管客户服务中心副主管礼宾部副主管22132GRO FD Agent BC Clerk GSC Clerk Bellman & Door girl Driver 客户关系主任接待员商务中心文员客户服务中心文员行李生&门童司机101221015101Guest Service Center Manager客户服务中心经理Ms. Sandra Huang1Mr. David YangChief Concierge礼宾司JOB DESCRIPTIONJOB TITLE: Front Desk AgentAREA/DEPARTMENT: Rooms Division / Front OfficeREPORTS TO: Front Desk Supervisor / Reception Manager POSITIONS SUPERVISED: NilJOB SCOPE: Under the general direction of the ReceptionManager or his / her delegate and within thelimits of established InterContinental HotelsGroup brand and local policies andprocedures, responsible for all activitiesrelevant to the Front Desk such as thereception, check in / out, rooming of all Hotelguests, foreign exchange, responsible foraccounting and collection of all revenuesand monies, assists them with inquiries.Promotes the desired work culture aroundthe five core values of Trust, Integrity,Respect, One Team and Service of theInterContinental Hotels Group and the brandethos.TESTIMONIAL: I have read and received a copy of the description and fully understand that violation of any of the stated responsibilities and duties is grounded for disciplinary action.Signature: ……………………………………………………………………………………………Date: ………………….SUBJECT : REGISTER FITWhen the guest approach FD counter, the following checking in procedure should be processed.当客人来到前台时，根据以下程序登记入住。
企业新员工培训手册(英文版)
企业新员工培训手册(英 文版)
路漫漫其修远兮, 吾将上下而求索
2020年4月5日星期日
FOREWORD AND OBJECTIVE
•This Organization Practice(OP) document provides an overview for use in local training sessions for first-year associates. It is part of a “series on functional areas.” The objective of the series is to introduce McKinsey practitioners to the basics in each of our functional areas of expertise. All the documents in the series are comprehensive in nature and describe the current tools and frameworks in that functional area
•This document focuses on one vertex of this triangular relationship. It would be wrong, however, to believe that you can achieve the impact we seek by focusing on one vertex. We need to consider all three in every study.
•At the end of this document, you can find a section describing a selection of the core documents and handbooks that can give you further details on some of the frameworks descried here. All of these documents are now on PDNet; and hard copies of them can be requested from PDNet Express, which will deliver them in 24 hours
路漫漫其修远兮, 吾将上下而求索
2020年4月5日星期日
FOREWORD AND OBJECTIVE
•This Organization Practice(OP) document provides an overview for use in local training sessions for first-year associates. It is part of a “series on functional areas.” The objective of the series is to introduce McKinsey practitioners to the basics in each of our functional areas of expertise. All the documents in the series are comprehensive in nature and describe the current tools and frameworks in that functional area
•This document focuses on one vertex of this triangular relationship. It would be wrong, however, to believe that you can achieve the impact we seek by focusing on one vertex. We need to consider all three in every study.
•At the end of this document, you can find a section describing a selection of the core documents and handbooks that can give you further details on some of the frameworks descried here. All of these documents are now on PDNet; and hard copies of them can be requested from PDNet Express, which will deliver them in 24 hours
麦肯锡新员工培训手册
Today
ORGANIZATIONAL WORK GROWING IN IMPORTANCE
McKinsey’s engagement mix Percent of time Evolving marketplace Quickening pace of strategic adaptation Durable competitive advantage often rooted in unique organizational capabilities Evolving players Many businesses acquiring in-house strategic capability Making change happen remains the “neglected art”
McKinsey’s mission is to have lasting and substantial impact on our clients. To succeed, we need to work all three of the critical elements: choose the best strategy, develop world-class operations, align the organization. These three elements both reinforce and constrain each other. The best strategy is only relevant if it is operationally and organizationally feasible. The optimal organizational design depends upon the strategic requirement and the operational methods of the client. This document focuses on one vertex of this triangular relationship. It would be wrong, however, to believe that you can achieve the impact we seek by focusing on one vertex. We need to consider all three in every study.
麦肯锡-新员工培训手册
These three elements both reinforce and constrain each other. The best strategy is only relevant if it is operationally and organizationally feasible. The optimal organizational design depends upon the strategic requirement and the operational methods of the client.
2021/6/19
3
McKinsey’s mission is to have lasting and substantial impact on our clients.
To succeed, we need to work all three of the critical elements: choose the best strategy, develop world-class operations, align the organization.
At the end of this document, you can find a section describing a selection of the core documents and handbooks that can give you further details on some of the frameworks descried here. All of these documents are now on PDNet; and hard copies of them can be requested from PDNet Express, which will deliver them in 24 hours
2021/6/19
3
McKinsey’s mission is to have lasting and substantial impact on our clients.
To succeed, we need to work all three of the critical elements: choose the best strategy, develop world-class operations, align the organization.
At the end of this document, you can find a section describing a selection of the core documents and handbooks that can give you further details on some of the frameworks descried here. All of these documents are now on PDNet; and hard copies of them can be requested from PDNet Express, which will deliver them in 24 hours
新员工培训必备手册(英文版)
•The contents of this document have been adapted for local training sessions through “Switching Tracks” — OP’s first-year module videotape, which communicates the basic concepts in a concise and visual way using an actual client — The Scandinavian Railroad Company. It is 40 minutes long and should be presented in 3 short segments. Between these segments, the faculty member runs the attached exercises, adds any commentary he/she considers necessary to clarify the concepts, and provides personal experience on selected topics. A copy of the videotape and moderator’s guide with exercises can be requested from the Firm
•This document focuses on one vertex of this triangular relationship. It would be wrong, however, to believe that you can achieve the impact we seek by focusing on one vertex. We need to consider all three in every study.
•This document focuses on one vertex of this triangular relationship. It would be wrong, however, to believe that you can achieve the impact we seek by focusing on one vertex. We need to consider all three in every study.
麦肯锡-新员工培训手册
2020/7/29
3 OUT OF 4 STRATEGIES THAT FAIL DO SO BECAUSE OF THE ORGANIZATION’S INABILITY TO EXECUTE
Percent
McKinsey recommendations f0 responses
Crafting the answer
77
Evolving players • Many businesses acquiring in-house strategic capability • Making change happen remains the “neglected art”
Helping implement
2020/7/29
McKinsey’s mission is to have lasting and substantial impact on our clients. To succeed, we need to work all three of the critical elements: choose the best strategy, develop world-class operations, align the organization. These three elements both reinforce and constrain each other. The best strategy is only relevant if it is operationally and organizationally feasible. The optimal organizational design depends upon the strategic requirement and the operational methods of the client. This document focuses on one vertex of this triangular relationship. It would be wrong, however, to believe that you can achieve the impact we seek by focusing on one vertex. We need to consider all three in every study.
3 OUT OF 4 STRATEGIES THAT FAIL DO SO BECAUSE OF THE ORGANIZATION’S INABILITY TO EXECUTE
Percent
McKinsey recommendations f0 responses
Crafting the answer
77
Evolving players • Many businesses acquiring in-house strategic capability • Making change happen remains the “neglected art”
Helping implement
2020/7/29
McKinsey’s mission is to have lasting and substantial impact on our clients. To succeed, we need to work all three of the critical elements: choose the best strategy, develop world-class operations, align the organization. These three elements both reinforce and constrain each other. The best strategy is only relevant if it is operationally and organizationally feasible. The optimal organizational design depends upon the strategic requirement and the operational methods of the client. This document focuses on one vertex of this triangular relationship. It would be wrong, however, to believe that you can achieve the impact we seek by focusing on one vertex. We need to consider all three in every study.
企业新员工培训手册英文版
The contents of this document have been adapted for local training sessions through “Switching Tracks” — OP’s first-year module videotape, which communicates the basic concepts in a concise and visual way using an actual client — The Scandinavian Railroad Company. It is 40 minutes long and should be presented in 3 short segments. Between these segments, the faculty member runs the attached exercises, adds any commentary he/she considers necessary to clarify the concepts, and provides personal experience on selected topics. A copy of the videotape and moderator’s guide with exercises can be requested from the Firm
McKinsey’s mission is to have lasting and substantial impact on our clients.
To succeed, we need to work all three of the critical elements: choose the best strategy, develop world-class operations, align the organization.
McKinsey’s mission is to have lasting and substantial impact on our clients.
To succeed, we need to work all three of the critical elements: choose the best strategy, develop world-class operations, align the organization.
麦肯锡新员工培训手册
The contents of this document have been adapted for local training sessions through “Switching Tracks” — OP’s first-year module videotape, which communicates the basic concepts in a concise and visual way using an actual client — The Scandinavian Railroad Company. It is 40 minutes long and should be presented in 3 short segments. Between these segments, the faculty member runs the attached exercises, adds any commentary he/she considers necessary to clarify the concepts, and provides personal experience on selected topics. A copy of the videotape and moderator’s guide with exercises can be requested from the Firm
change
Source: Survey of 23 MGMs across the Firm 2020/5/27
23
10 years ago
Crafting the answer
77
Evolving players • Many businesses acquiring in-house strategic capability • Making change happen remains the “neglected art”
change
Source: Survey of 23 MGMs across the Firm 2020/5/27
23
10 years ago
Crafting the answer
77
Evolving players • Many businesses acquiring in-house strategic capability • Making change happen remains the “neglected art”
Mck教材insey-新员工培训手册(内有全部麦肯锡的工具跟计划介绍)英文
This document seeks to answer 4 questions
SECTION 1 Why do associates need to consider organizational issues in every engagement? SECTION 2 What frameworks do we use to help our clients improve organizational performance? SECTION 3 What role does an associate play in organization work? SECTION 4 Where can an associate find out more?
Organization:
Overview of Core Frameworks
Local Training Module For First-year Associates Associate Handbook
FOREWORD AND OBJECTIVE
This Organization Practice(OP) document provides an overview for use in local training sessions for first-year associates. It is part of a “series on functional areas.” The objective of the series is to introduce McKinsey practitioners to the basics in each of our functional areas of expertise. All the documents in the series are comprehensive in nature and describe the current tools and frameworks in that functional area
麦肯锡新员工训手册
At the end of this document, you can find a section describing a selection of the core documents and handbooks that can give you further details on some of the frameworks descried here. All of these documents are now on PDNet; and hard copies of them can be requested from PDNet Express, which will deliver them in 24 hours
Organization:
Overview of Core Frameworks
Local Training Module For First-year Associates Associate Handbook eshuba
2020/3/2
FOREWORD AND OBJECTIVE
This Organization Practice(OP) document provides an overview for use in local training sessions for first-year associates. It is part of a “series on functional areas.” The objective of the series is to introduce McKinsey practitioners to the basics in each of our functional areas of expertise. All the documents in the series are comprehensive in nature and describe the current tools and frameworks in that functional area
Organization:
Overview of Core Frameworks
Local Training Module For First-year Associates Associate Handbook eshuba
2020/3/2
FOREWORD AND OBJECTIVE
This Organization Practice(OP) document provides an overview for use in local training sessions for first-year associates. It is part of a “series on functional areas.” The objective of the series is to introduce McKinsey practitioners to the basics in each of our functional areas of expertise. All the documents in the series are comprehensive in nature and describe the current tools and frameworks in that functional area
[实用参考]新员工英文培训手册(内有全部麦肯锡的工具和方法介绍)
![[实用参考]新员工英文培训手册(内有全部麦肯锡的工具和方法介绍)](https://img.taocdn.com/s3/m/0b164561fe4733687e21aa3d.png)
This document focuses on one vertex of this triangular relationship. It would be wrong, however, to believe that you can achieve the impact we seek by focusing on one vertex. We need to consider all threesion is to have lasting and substantial impact on our clients.
To succeed, we need to work all three of the critical elements: choose the best strategy, develop world-class operations, align the organization.
These three elements both reinforce and constrain each other. The best strategy is only relevant if it is operationally and organizationally feasible. The optimal organizational design depends upon the strategic requirement and the operational methods of the client.
This document seeks to answer 4 questions
SECTION 1 Why do associates need to consider organizational issues in every engagement? SECTION 2 What frameworks do we use to help our clients improve organizational performance? SECTION 3 What role does an associate play in organization work? SECTION 4 Where can an associate find out more?
To succeed, we need to work all three of the critical elements: choose the best strategy, develop world-class operations, align the organization.
These three elements both reinforce and constrain each other. The best strategy is only relevant if it is operationally and organizationally feasible. The optimal organizational design depends upon the strategic requirement and the operational methods of the client.
This document seeks to answer 4 questions
SECTION 1 Why do associates need to consider organizational issues in every engagement? SECTION 2 What frameworks do we use to help our clients improve organizational performance? SECTION 3 What role does an associate play in organization work? SECTION 4 Where can an associate find out more?
☆麦肯锡新员工培训手册(英文)
This document seeks to answer 4 questions
SECTION 1 Why do associates need to consider organizational issues in every engagement? SECTION 2 What frameworks do we use to help our clients improve organizational performance? SECTION 3 What role does an associate play in organization work? SECTION 4 Where can an associate find out more?
McKinsey’s mission is to have lasting and substantial impact on our clients. To succeed, we need to work all three of the critical elements: choose the best strategy, develop world-class operations, align the organization. These three elements both reinforce and constrain each other. The best strategy is only relevant if it is operationally and organizationally feasible. The optimal organizational design depends upon the strategic requirement and the operational methods of the client. This document focuses on one vertex of this triangular relationship. It would be wrong, however, to believe that you can achieve the impact we seek by focusing on one vertex. We need to consider all three in every study.
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These three elements both reinforce and constrain each other. The best strategy is only relevant if it is operationally and organizationally feasible. The optimal organizational design depends upon the strategic requirement and the operational methods of the client.
This document seeks to answer 4 questions
SECTION 1 Why do associates need to consider organizational issues in every engagement? SECTION 2 What frameworks do we use to help our clients improve organizational performance? SECTION 3 What role does an associate play in organization work? SECTION 4 Where can an associate find out more?
At the end of this document, you can find a section describing a selection of the core documents and handbooks that can give you further details on some of the frameworks descried here. All of these documents are now on PDNet; and hard copies of them can be requested from PDNet Express, which will deliver them in 24 hours
The contents of this document have been adapted for local training sessions through “Switching Tracks” — OP’s first-year module videotape, which communicates the basic concepts in a concise and visual way using an actual client — The Scandinavian Railroad Company. It is 40 minutes long and should be presented in 3 short segments. Between these segments, the faculty member runs the attached exercises, adds any commentary he/she considers necessary to clarify the concepts, and provides personal experience on selected topics. A copy of the videotape and moderator’s guide with exercises can be requested from the Firm
McKinsey’s mission is to have lasting and substantial impact on our clients.
To succeed, we need to work all three of the critical elements: choose td-class operations, align the organization.
Organization:
Overview of Core Frameworks
Local Training Module For First-year Associates Associate Handbook
FOREWORD AND OBJECTIVE
This Organization Practice(OP) document provides an overview for use in local training sessions for first-year associates. It is part of a “series on functional areas.” The objective of the series is to introduce McKinsey practitioners to the basics in each of our functional areas of expertise. All the documents in the series are comprehensive in nature and describe the current tools and frameworks in that functional area
This document focuses on one vertex of this triangular relationship. It would be wrong, however, to believe that you can achieve the impact we seek by focusing on one vertex. We need to consider all three in every study.
This document seeks to answer 4 questions
SECTION 1 Why do associates need to consider organizational issues in every engagement? SECTION 2 What frameworks do we use to help our clients improve organizational performance? SECTION 3 What role does an associate play in organization work? SECTION 4 Where can an associate find out more?
At the end of this document, you can find a section describing a selection of the core documents and handbooks that can give you further details on some of the frameworks descried here. All of these documents are now on PDNet; and hard copies of them can be requested from PDNet Express, which will deliver them in 24 hours
The contents of this document have been adapted for local training sessions through “Switching Tracks” — OP’s first-year module videotape, which communicates the basic concepts in a concise and visual way using an actual client — The Scandinavian Railroad Company. It is 40 minutes long and should be presented in 3 short segments. Between these segments, the faculty member runs the attached exercises, adds any commentary he/she considers necessary to clarify the concepts, and provides personal experience on selected topics. A copy of the videotape and moderator’s guide with exercises can be requested from the Firm
McKinsey’s mission is to have lasting and substantial impact on our clients.
To succeed, we need to work all three of the critical elements: choose td-class operations, align the organization.
Organization:
Overview of Core Frameworks
Local Training Module For First-year Associates Associate Handbook
FOREWORD AND OBJECTIVE
This Organization Practice(OP) document provides an overview for use in local training sessions for first-year associates. It is part of a “series on functional areas.” The objective of the series is to introduce McKinsey practitioners to the basics in each of our functional areas of expertise. All the documents in the series are comprehensive in nature and describe the current tools and frameworks in that functional area
This document focuses on one vertex of this triangular relationship. It would be wrong, however, to believe that you can achieve the impact we seek by focusing on one vertex. We need to consider all three in every study.