沃尔玛培训体系-3.doc

Chapter 3 Regional Trainer

第3章区域培训員

Supercenter - 购物广场

To the Regional Trainer of Supercenter, the important duty is the management training of stores. Additional, and the modification of the MTP program are essential following up of the MT training.

对于购物广场的区域培训员来说，重要的职责是各个店中管理层的培训，除此以外，还有MT培训的跟进和MTP课程的修改。

1.Training of Management

管理层的培训

1.1Courses

课程

Regional Trainer directs 10 courses of the Management training. Following is the brief of each training program and the specific management:

区域培训员负责10项管理层课程，以下是各个课程所针对的相应管理层及简介：

MTP

SOS Cash Office

BBM UPC/Report

1.1.1LF: Leadership Foundations. Leadership Foundations is the first tier of Wal-Mart

Leadership and Skill Building. Management Associates that supervise others are strongly urged to attend this training. Please note that this course is a prerequisite for Walton Institute.

LF:领导艺术培训是建立沃尔玛领导才能和技巧的第一条纽带，管理层员工非常有必要参与这个培训，应注意LF是上WI课程的先决条件。

Topics covered include

课程内容包括：

People Skills for success as a Wal-Mart manager

作为一个成功的沃尔玛管理层的为人技巧;

Skill development in communication, delegation, empowerment and team building

在与人沟通、授权和团队建设中的技巧培养；

Servant Leadership and how honesty and integrity relate to managing others

公仆领导和评估他人工作的忠诚；

Managing Diversity at Wal-Mart Stores, Inc.

沃尔玛公司中多样化的管理；

Resources for Living

生存的资源；

Effective Coaching

有效的指导。

Please note that this workshop is for three full days. All the trainee will receive a certificate after this training.

整个课程历时3天，完成培训后学员可获得一份毕业证书。

1.1.2 PI/POS: Perpetual Inventory/Point of Sales. This is the basic program of retail

industry. Perpetual Inventory (P.I.) is a system that lets us know how much of each item we have in our store. It does this by keeping track of the merchandise that

comes in and goes out of the store. P.I. also allows us, when necessary, to review and adjust an item’s on-hand. An on-hand is simply the total quantity of an item in the store.

PI/POS：即永久库存/POS补货是零售业的基础课程。永久库存系统通过跟

踪各种商品在商场中的进出，让我们了解商场中各种商品的数量，必要时，这个系统还允许我们观察并调整手头上的商品数量。

Benefits of P.I.

P.I.的优点

Our P.I. system allows us to provide better Customer Service and operate more

efficiently. Some of the benefits of our P.I. system include:

P.I.系统使我们更好地提供顾客服务，更有效地进行商场运作。其优点体现在以下各方面：

An improved In-Stock Position. This leads to more sales and in turn produces more profit and more profit sharing dollars.

保证現貨。在保证销售的同理满足顾客的需求；

Reduced Inventory Levels. This means less markdowns, reduced shrinkage and lower operating and accident costs.

减少库存量。这意味着更少的书面记录、更少的损耗和更少因操作不当

或事故所造成损失；

Improved Customer Service. P.I. allows us more time for Customer Service and merchandising.

提高顾客服务。P.I.系统使我们有更多的时间花在采购和顾客服务上；?Timely and Accurate Information. This assists our Buyers, Distribution Centers and Vendor-Partners in making more informed purchase decisions.

及时和准确的信息。这个系统将帮助我们商場的員工、分销中心和供应

商伙伴达成更正确的采购决定。

In-stock is the most important aspect of Customer Service. Customers Expect to find the items they want. If we do not have an item, the Customer may not be satisfied with their shopping experience and decide to shop somewhere else. 保证

现货是顾客最的方面，顾客总是希望买到他们想要的东西，如果我们不能做

到，他们会不满意并转到其它地方购物。

The way that we reorder merchandise to ensure in-stock is called Point of Sale, or POS Replenishment. It is a method of tracking and ordering merchandise through the registers and your store’s computer system, called the SMART System. This is accomplished through obtaining:

我们通过不断的发出補貨，订单订购商品保证现货的方式，是通过收银台和

商场内的电脑系统跟踪和订购商品的方法就是销售点补货，订貨的准备需要

系统以下信息：

Point of sale data from your scanning registers.

收银台扫描器的销售点数据

Point of sale data from your scanning registers.

收货的信息

Last year’s sales data.

去年的销售数据

Maximum shelf quantity.

最大的货架量

On-hand information you supply.

現貨存量

The Store Replenishment System at the Home Office uses all information to

calculate suggested orders. The POS Replenishment System uses data from your

store to calculate suggested orders. This creates orders that are customized to your store’s rate of sale. The detail content would be discussed in the PI/POS program.

总部电脑系统运用所有的这些信息计算建议訂单，商场同事审核完成真正适合商场销售的订单。以上的内容都会在PI/POS课程上做详细的介绍。

1.1.3 Rec/Inv: Receive/Invoice. It is a half day class. The brief is the procedure of

receiving and the working procedure of invoice office. The receiving procedure

includes the categories of receiving, the checking points of receiving and the

management of receiving invoice. Additional, the Invoice includes the categories of invoice work, the checking points of invoice, the checking points of finance and the check of Fresh.

Rec/Inv：Receive/Invoice,收货及票据，半天的课程。主要内容是收货程序和票据办公室工作流程。收货程序包括商场的收货种类、收货查验要点、收货

部票据处理方案。票据方面包括票据部工作种类、票据部核查要点、财务核查要点和鲜食盘点。

1.1.4WFI/PTS: Walton Food Institute/Profit Through Sanitation.

WFI/PTS：沃尔顿食品学院。

It is a management training program that focus on the Fresh Department, including the Produce, Seafood, Meat, Deli. and Bakery. The class length is two days. It

provides the fundamental tools for use in the management of the Wal-Mart food

business, including the Gross Margin Report, Cost Inventory, and the basic

operations of Fresh Departments.

针对鲜食部门，包括果蔬、海鲜、肉类、熟食和面包房而设的一项管理课程。

历时两天。该课程为沃尔玛食品业提供基础的管理工具，包括利润总额报告、开销目录清单和鲜食部门的基本运作。

1.1.5Managing Profit: One day course.

即利润管理，一天的课程。

It provides tools and techniques to increase profitability in the store by using key

financial tools, including the Sales and Purchase and SWAS Recap reports, as well as the P&L and Journal.

该课程通过运用基本的财务手段为提高商场利润提供工具和技术，包括销

售、购买、“店中店”更新报告、P&L和分类帐等等。

1.1.6BBM: Building Better Merchant.

即成功商人之道。

Wal-Mart always emphasizes much on the authorization of the daily management.

Through the training of retail industry operation skill to the Supervisor/DM, it

could fully indicate the best part of the SWAS.

沃尔玛一直强调对日常管理得授权，通過对楼面主管/经理在零售商业运技巧

得培训，可以充分体现出店中店文化的精髓。

The brief of this course is:

这门课程主要讲授

Feature’s selling

商品特卖

Competition/advertisement/clearance

竞争/广告/清仓

Store within a store

店中店

Cross merchandising

交叉陈列

1.1.7SOS: Shrinkage Overview Seminar. One day course.

SOS：即损耗分析课程，一天的课程。

It provide tools and techniques to prevent shrinkage, by learning how to implement operational controls, analyzing key reports in the UPC Office, Claims, Receiving, floors and Front-End, and how to conduct pre and post inventory activities and

reviews. At the same time, the trainer from Loss Prevention will share the

information about the control point of store stealing from inside and outside and

some examples analysis. It aims to increase the loss controlling skill of the

management.

课程让学员通过学习如何运用营运控制，分析UPC办公室、索赔办、收货

部、楼面和前台、票据办和防损各部门的损耗控制点，为防止损耗提供工具和技术。同时，防损部的同事会分享商场内外盗得控制点和案例分析，提高管理层的损耗控制技巧。

1.1.8 Cash Office: Cash Office is the chief department to handling the all the cash

floating of the stores. In Wal-Mart, DGM is authorized to sign on varieties of

exception from Cash Office report.

现金办：现金办是处理商场全部现金流动的重要职能部门，在沃尔玛商场，副总被授权签署各类现金办报告监督异常情况。

The Brief

主要讲授：

Daily work of the Cash Office

现金办日常工作

Pick/Set/Spot check/Deposit

提取/设袋/盘点/存款

Cash Fund Transfer

基金转移

Shortage/Overage/handling of fake money

超短帐/伪钞的处理

Cash Office report

现金办报告

1.1.9UPC/Report: UPC office in store is the important department to in charge of the

operation system maintain. A great deal of data deposal could only accomplish

under the perfect and advanced hardware and software. And it also ensures to help

and supervise the store operation.

UPC/報告:商品UPC办公室是负责系统维护的重要部门。大量的数据处理只

有在完善、先进的硬件设备和复杂精确的软件支持下才能对楼面运作起帮

助和监督作用。

This one day long class is about:

这门为期一天的课程主要讲授：

The brief of the HOST/SMART/POS/GDS system

HOST0/SMART/POS/GDS系统简介

The processing of all kind of changing price in the system

各类价格变化在系统内的实现方式

The record of merchandise floating status

商品流动状态的记录

The handling of system exception

系统例外情况处理

The manners of how to use all operation reports 各项营运报告的使用方法

1.1.10MTP: Management Trainee Program.

即管理人员计划

The MTP in 2000 focuses on the DM and above, all the fresh graduated university

students and all the new hired supervisor and above. It is a 12 weeks training

program. On weekly basis, the trainee will have training in all departments of the

Supercenter to learn the working procedure and the relevant knowledge. All

trainees will have to finish the assignment besides completing the stipulated

training.

2000年的MTP课程是针对所有DM级以上、应界毕业生及所有新招的主管级

以上员工所实施的12周的培训。学员都将按周在沃尔玛商场所有的部门进

行培训，学习该部门的工作流程和相关的知识。除了完成课程中规定的培

训内容外，还要完成每课作业。

It is not until the management has worked in current position for at least 6 months

that he/she had the chance to attend the required programs. Furthermore, the

programs are not compulsory for all the management. Some programs, which are

very special, for example, the WFI/PTS, are focus only on the DM of the Fresh

Department. On the other hand, some programs is required for all management (C

Grade and above), LF, etc.

所有的管理层都应在其岗位上工作满6个月内，会受到相应的培训，另外，

以上课程并不是对于所有的管理层都是必修的，一些十分专业的课程，如

WFI/PTS只是针对鲜食部门的經理，但如LF等一些课程，则是所有主管以上

管理层都要上的课程。

1.2 Monthly Report

月报

The store Training Coordinator should hand in the monthly training report to the Regional trainer of Home Office. The deadline is 25th, the monthly report includes:

每月店里的培训协调员都会将各店本月的培训情况汇总给总部的区域培训员，月报的内容截止到每月的25号，其内容包括：

The completed training and the planned training

本月所上的课程及完成比例

The completed training and the planned training

已完成的培训、计划将进行的培训

MTMR(Monthly Training Management Report)

各店的MTMR(每月管理层培训报告)

Collection and analysis of the MTP program of DGM

副总的MTP营运课程作业的汇报和分析（附MTMR图例和解释）

1.3 Management training of new store

新店的管理层培训

As a leader in retail industry, Wal-Mart also can not stop its expansion speed in China.

Every year, company is to establish new stores in different places. To help the management of the new stores to understand the culture、policy and their new job in Wal-Mart quickly, they will be train in Shenzhen Home Office. And the Regional Trainer will follow up their training.

沃尔玛作为零售业的巨子，它在中国前进的步伐也是势不可挡的，每年公司都将在不同地方筹备新店。为了使新店的管理层更快地理解沃尔玛的文化、政策，更快地熟悉新的工作，新店管理层将到深圳总部培训，区域培训员将跟进他们的培训。

Furthermore, Regional Trainer also dedicates to train the trainer. Because of the fast

development of the new stores, chances of transfer or promotion are getting more and more to the new stores’ associate. It is obvious that foster the management trainer of new stores to be the successful trainer is very necessary. It can not only assure the in time training of the new management, also save the cost for the company.

除此以外，区域培训员也致力于培训培训员，因为新店的发展越来越快，店中的人员转职和升职机会也越来越多，发展各新店的管理层培训员，使新店的高级管理层成为优秀的培训员，既能保证新店管理层的培训到位，也为公司节省了一些人力和物力。

Train the Trainer is the teaching material to train the management trainer, it aims to help them to be an excellent trainer; to make their training more efficient; to teach them how to understand their students and ensure that their student know what they are taught.

培训培训员是培训培训员的教材，它的目的是帮助被培训的人员成为一个出色的培训员；使他们的培训更有效；教会他们如何读懂学员，并确保学员们能领会所教的

内容。

2.Follow up the MT

见习管理人員培调的跟进

Wal-Mart in China has conducted the Management Trainee (MT) Plan from 1998. It is Regional Trainer’s work to follow up the training of all the MT, and to feed back the

training information in time. As the member of the MT increases, it is impossible for the Regional Trainer oneself to do this work. So the following up of MT training has been transferred to the Training Coordinator in each store. And the brief duties include:

中国沃尔玛从1998年开始实行见习管理人员（MT）计划，由区域培训员跟进MT 的培训，并及时做信息的反馈。由于现在MT人数越来越多，只由区域培训员来跟进是不可能的，因此区域培训员已将MT跟进工作逐渐转给各个店里的培训协调员，其主要任务包括：

Weekly Review

每周回顾

To all the MT in Operations, the store’s GM and DGM will have a Weekly Review with them. The purpose is to listen to their requests and suggestions from operations. All

these will be collected by the Training Coordinator and feed back to Regional Trainer.

They will be handled properly.

对于所有营运的MT，每个星期店里的经理及副总都将与他们做一个每周回顾，目的是了解他们在营运中的需求，对店中营运的意见和建议。所有的意见和建议都将由店中的培训协调员反馈给区域培训员做妥善的处理。

Monthly Review

每月回顾

This review focuses on the FMT. The Regional Trainer conducts the review and aim to know the questions that have happened to the FMT during the past one-month training.

And Regional Trainer also listens to their suggestions and opinions to the job. 针对所有的FMT所做的一月一次的回顾，由区域培训员主持，目的是了解FMT在过去一个月中的培训所遇到的问题，以及他们对工作的建议和意见。

3.Operation Guide

營运指南

We introduce 5 operational guide from USA for the sake of the standard operation of China Wal-Mart. It includes Front-End Guide, Receiving & Invoice Guide, Merchandise System Guide, Claim Guide and Accounting Guide. Every guides cover the detail explanation of all the working procedure, duty and content.

为了使各间中国沃尔玛商店的营运更符合标准备，我們从美国引进了各种营运指南，分別是前台指南、收貨票据指南、商品系统指南、索赔指南和現金房指南。每个指南都对该部分所有的工作程序、职责和內容作了非常详细的解释。

According to the requests and the actually situation of China Wal-Mart, we modify

properly to these five guides. The guides have been used in many Wal-Mart stores and got

a good result. But some are not. The training team is to promote these guides. Furthermore,

we follow up the operation result and do some modification according to these information fed back from stores.

根据中国沃尔玛的需求和实际情况，我們对个五个指南进行了适当的修改。現在这些指南已在各个店中运行，应该说有些店已经很好地实施这些指南，并取得了一定的效果，但也有一些店仍沿用旧的营运指南。培训组現在正着手推广这些指南的使用，同時，我們还将跟进指南使用結果的信息反馈，并及時根据结果对指南进行修改。

4.The modification of MTP

MTP课程修改

MTP, that is Management Trainee Program, is the training material for the MT plan

conducted in 1998. After several years of practices, collecting notions and advice from all part and cooperate with the operations, we have revised the MTP in several places. The MTP in 2000 focuses on the DM and above, all the fresh graduated university students and all the new hired supervisor and above. It is a 12 weeks training program. Of course, there are still many shortages in the MTP, and we will keep hard work to make it a better training program.

MTP，即见习管理人员课程，是1998年开始实施的MT计划的培训教材，通过几年的实践，收集了多方的意见和建议，以及配合营运的需要，我们對MTP课程做了不少的修改，2000年的MTP课程是针对所有經理级以上、应界毕业生及所有新招的主管级以上员工所实施的12周的培训，当然，我们的MTP课程还有许多不足之处，我们将不断努力，使之成为更优秀的培训课程。

Sam's - 山姆会员店

The belief duty for the Sam’s Regional Trainer is same to the Supercenter’s. It is to train the management in Sam’s、to follow up the new store management training plan and MT training and the design and modification of the MIT program.

与购物广场的区域培训员一样，山姆的区域培训员的主要职责也是各个山姆会员店的管理层培训，除此以外，还包括新店的培训计划、MT培训的跟进和MIT课程的设计。

1.Training of Management

管理层培训

1.1Courses

课程

The Regional Trainer in Sam’s directs the 7 management courses. It includes:

区域培训员负责6项管理层培训课程。分别是：

LF is same to the Supercenter’s, and here skip it. The management above DM shou ld attend all the rest management courses step by step.

管理课程LF是与购物广场的一样，在这里就不再介绍了。山姆其余的管理课程是所有经理级以上管理层都必须逐步参与所有的课程。

1.1.1 Receiving Class: It is about the duty and the procedure of receiving, it covers the

four functions of receiving department.

收货管理课程：这是关于收货职责、收货流程和程序的课程，它的内容含盖

收货部的四个部门。

1.1.2Operations Class: It is briefly focus on the operations and the procedure of

Front-End, it includes the aspect of the standard of operations and the customer

service.

营运管理课程：主要是针对前台运作和程序的营运课程，内容包括运作标

准、会员服务等方面。

1.1.3Sales Clas s: The brief content is about the department’s duty, the procedure of

work as well as how to develop the club member, to increase the income from

members and the share of market.

市场管理课程：主要内容包括各部门职责、工作程序以及讨论如何发展会员、

提高会员收入以及提高市场份额等。

1.1.4Merchandising Class: It is about the basic management theory of merchandise.

商品管理课程：这是关于阐述商品基本管理理论的课程。

1.1.5Fresh/PTS: It is same to the WFI/PTS of Supercenter.

Fresh/PTS：与购物广场的WFI/PTS课程一样。

1.1.6Shrink: It is the program on how to prevent the shrinkage.

防损：讨论如何防止损耗的课程。

1.2Monthly Report

月报

The Training Coordinator in Sam’s Club is to report the training outline of this month to the Regional Trainer. The content of the report is same with the Supercenter’s report.

与购物广场的情况相同，山姆会员店的培训协调员每月也要将本店的培训概况汇报给山姆区域培训员。月报内容一样。

2.Management Training of the new store

新店的管理层培训

As the high development speed of the company, Sam’s Club is not limited in Shenzhen.

For the sake of the favoring development of the new stores, the previous training is of vital importance. So the chief duty of the Regional Trainer is:

随着公司的高速发展，山姆会员店也不再局限在深圳了，新店的顺利运作，之前的培训是至关重要的，因此区域培训员的主要任务包括：

All the management above DM are to attend the MIT program and the Regional Trainer will follow up their training.

所有的经理级别以上的管理层都要走MIT课程，区域培训员将跟进他们的培训情况；

Arrange the On Job Tr aining (OJT) of the store’s management.

安排新店管理层的在职培训；

Management Training to the new Sam’s

给新店管理层上山姆的管理课程。

3.Follow up MT

见习管理人員培调的跟进

The following up of MT is also one of the Regional Trainer’s work. It includes:

与购物广场相同，MT的跟进也是区域培训员的工作之一其主要工作包括：

Weekly Review: All the MT will attend the operations training one by one according to certain procedure. Their Coach will conduct a weekly review and listen to their

problems and suggestions happened in their area. All these will be handled and replied properly.

每周回顾：所有的MT将按照一定的顺序在各个区域培训，每一周的教练都会与他们做一个回顾，听取他们对所在区域内工作的问题、意见及建议，并给予相应的处理和回答。

Evaluation: The Sponsor of each area will give the evaluation to the MT and feed back the results to the Training Coordinator and their Coaches. And all these will be

collected and report to the Regional Trainer.

评估：由各个区域的员工指导给MT作评估，并把其结果反馈给培训协调员和他们的教练，汇总给区域培训员。

Monthly Review: Regional Trainer will conduct a monthly review to all the FMT. The aim is to find out the problems that have happened to the FMT during the past-month.

Of course, Regional Trainer will listen to their opinions and advice to the job.

每月回顾：与购物广场相同，山姆针对所有的FMT也做一月一次的回顾，由区域培训员主持，目的是为了了解FMT在过去一个月中的培训所遇到的问题，以及他们对工作的建议和意见。

Test: All the MT will have a test after a area training to examine the training results.

测试：MT在走完一个区域的培训后将接受一次考核，检验MT在这个区域内培训所掌握的情况。

4.MIT program

见习管理人員课程

The Sam’s MT will attend the 12 weeks train program, and that is the 12 weeks MIT program. MIT, Management in Training, is the training material for the MT plan conducted in 1998. MIT is also a management training program, following is the chief introduction of this program in China.

山姆的MT所走的培训相对应的是12周的MIT课程，所走的培训课程则是12周的MIT课程，MIT，即见习管理人员课程，是1998年开始实施的MT计划的培训教材。MIT课程也同时是山姆的管理层培训课程，以下是对这个课程的简单介绍：

To a fresh, developing an understanding of the club is critical to run an effective business. It is important that you gain a comprehension of general merchandising, safety and procedures within each area of the club. This knowledge will enable you to drive increased sales and profits. The MT will follow a planned training schedule in Receiving Area, Front-End, Sales Area, Human Resources Department, Fresh Area and Floor. 对于一个新

人，全面了解会员店的运作对于掌握会员店的有效经营是非常重要的。也就是说，

你有必要全面了解商品的一般知识，以及各部门的安全与运作程序。这些知识有助

于你促进销售和提高利润。所有的MT将按计划安排的顺序到收货区域、前台营运

区域、市场区域、人力资源部、鲜食区域和楼面培训。

After several years of practices, collecting notions and advice from all parts and cooperate with the operations, we have revise the MIT in several places. The MIT in 2000 focuses on the DM and above, all the fresh graduated university students and all the new hired supervisor and above. It is a 12 weeks training program. Of course, there are still many shortages in the MIT, and we will keep hard work to make it a better training program. 同样通过几年的实践，收集了多方的意见和建议，以及配合营运的需要，我们对MIT课程做了不少的修改，与MTP课程一样，2000年的MIT课程是针对所有經理

级以上、应界毕业生及所有新招的主管级以上员工所实施的12周的培训，当然，我

们的MIT课程还有许多不是之处，我们将不断努力，使之成为更优秀的培训课程。

Above is the outline of the Regional Trainer’s work. There is a detail expatiation about the Regional Train in Field Trainer Guide. 以上是对区域培训员工作的简单描绘，关于区域培训员职责的具体阐述，在Field Trainer Guide中有详细的说明。