Leadership skills Enhancement Training Programme
领导技能提升培训计划
for Costa Cruises Executives
针对歌诗达邮轮高管
Module code: ULMS522
模块代码： ULMS522
Module Title: Strategic Learning, Training and Development
模块名称：战略学习、培训和发展
Module leader name: Dr Tuuli Hakkarainen
模块负责人姓名：Tuuli Hakkarainen 博士
Student name: Isabella Qiu
学生姓名：Isabella Qiu
Student ID number: 201690980
学生证号：201690980
Submission date: 08/11 2024
提交日期：08/11 2024
Word count : 2649
字数 ： 2649
CONTENTS
内容
1. Introduction......................................................................................3
1. 引言......................................................................................3
2. Learning Needs Analysis.................................................................3
2. 学习需求分析.................................................................3
3. Training programme design.............................................................6
3. 培训计划设计.............................................................6
4. Delivery...........................................................................................12
4. 交货...........................................................................................12
5. Evaluation.......................................................................................13
5. 评估.......................................................................................13
6. Conclusion......................................................................................16
6. 结论......................................................................................16
References..........................................................................................18
引用。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。18
1. Introduction
1. 引言
Costa Cruises is the largest cruise company in Europe, offering different destinations and excellent services to guests of different cultures (Costa, 2024). Costa Cruises operates in a fiercely competitive global market, and its executives face challenges in strategic thinking, crisis management, excellent customer service, and leadership skills for sustainable development (Andrade et al., 2021).
歌诗达邮轮是欧洲最大的邮轮公司，为不同文化的客人提供不同的目的地和优质的服务（歌诗达，2024 年）。歌诗达邮轮在竞争激烈的全球市场中运营，其高管在战略思维、危机管理、卓越的客户服务和可持续发展的领导技能方面面临挑战（Andrade 等人，2021 年）。
The goal of this project is to tailor a leadership enhancement training program for executives of Costa Cruises. The two-day training program will focus on developing and enhancing the strategic and operational leadership skills required for executives to effectively manage the complex international cruise business (Armstrong&Taylor, 2020). To address the challenges it faces and enhance its competitive advantage in the cruise industry. This training program will explain the training needs, training program design, training program delivery methods, and evaluation methods for executives of Costa Cruises (Beevers et al., 2020).
该项目的目标是为歌诗达邮轮的高管量身定制领导力提升培训计划。为期两天的培训计划将侧重于发展和提高高管有效管理复杂的国际邮轮业务所需的战略和运营领导技能（Armstrong&Taylor，2020 年）。应对其面临的挑战并增强其在邮轮行业的竞争优势。本培训项目将对歌诗达邮轮高管的培训需求、培训项目设计、培训项目实施方式、评价方法进行解释（Beevers et al.， 2020）。
2. Learning Needs Analysis
2. 学习需求分析
2.1 Analyzing the external environment through PESTLE
2.1 通过 PESTLE 分析外部环境
Understanding the external environment of the Costa Cruises is crucial for assessing organizational learning needs (Baran, 2024). Through PESTLE analysis, a review of the external environment was conducted, and it was determined that the most relevant factors to the leadership challenges faced by executives at Costa Cruises are economic, social, technological, and legal (Whittington et al., 2020).
了解歌诗达邮轮的外部环境对于评估组织学习需求至关重要（Baran，2024 年）。通过 PESTLE 分析，对外部环境进行了审查，并确定与歌诗达邮轮高管面临的领导力挑战最相关的因素是经济、社会、技术和法律（Whittington 等人，2020 年）。
From an economic and technological perspective, the key consideration for Costa Cruises is the competitive market in which the organization operates. Fluctuations in demand and technological advancements have challenged Costa's innovation capabilities (Ramona et al., 2020). From a social and legal perspective, the key considerations for Costa Cruises are higher requirements for crisis management, sustainable development, and environmental responsibility (Corazza et al., 2020).
从经济和技术的角度来看，歌诗达邮轮的主要考虑因素是公司运营所在的竞争市场。需求波动和技术进步对 Costa 的创新能力提出了挑战（Ramona et al.， 2020）。从社会和法律角度来看，歌诗达邮轮的关键考虑因素是对危机管理、可持续发展和环境责任的更高要求（Corazza et al.， 2020）。
According to PESTLE, Costa Cruises is seeking to implement training programs to enhance the leadership skills of executives, in order to strengthen their ability to respond to challenges and maintain their competitive advantage in the cruise industry (Costa, 2024). Gotha executives need to enhance the following leadership skills.
根据 PESTLE 的说法，歌诗达邮轮正在寻求实施培训计划，以提高高管的领导技能，以加强他们应对挑战的能力并保持他们在邮轮行业的竞争优势（歌诗达，2024 年）。Gotha 高管需要提高以下领导技能。
●Strategic decision-making power: Improve the decision-making power of long-term strategies that are consistent with organizational goals and market trends (Andrade et al., 2021).
●战略决策力：提高与组织目标和市场趋势一致的长期战略的决策力（Andrade et al.， 2021）。
●Crisis management: Strengthen leadership skills in managing crises and uncertainties (Collins, 2021).
●危机管理：加强管理危机和不确定性的领导技能（Collins，2021）。
●Emphasize excellent service: Enhance leadership in excellent customer experience and operational efficiency (McClean&Collins, 2019).
●强调卓越服务：增强在卓越客户体验和运营效率方面的领导力（McClean&Collins，2019 年）。
●Sustainable Development Leadership: Strengthen decision-making practices in sustainable development and enhance leadership in continuous innovation to reduce a company's carbon footprint (Hamadamin&Atan, 2019).
●可持续发展领导力：加强可持续发展的决策实践，加强在持续创新方面的领导力，以减少公司的碳足迹（Hamadamin&Atan，2019）。
2.2 Applying LNA framework to identify skill gaps
2.2 应用 LNA 框架来识别技能差距
Understanding the internal environment of the Costa Cruises is equally important for assessing organizational learning needs (Armstrong&Taylor, 2020). The three-layer framework of Applied Learning Needs Analysis (LNA) (Beevers et al., 2020) identifies leadership skill gaps among executives at Costa Cruises. To accurately assess organizational, work, and individual learning needs and design effective training programs for Costa Cruises (Smith, 2004).
了解歌诗达邮轮的内部环境对于评估组织学习需求同样重要（Armstrong&Taylor，2020 年）。应用学习需求分析 （LNA） 的三层框架（Beevers et al.， 2020）确定了歌诗达邮轮高管之间的领导技能差距。准确评估组织、工作和个人学习需求，并为歌诗达邮轮设计有效的培训计划（Smith，2004 年）。
●Firstly, the organizational requirements analysis at the first level
●首先，第一层的组织需求分析
Organizational needs analysis can be conducted through face-to-face interviews with executives. Emphasize organizational needs and their impact on executive learning priorities. Conduct organizational level analysis by reviewing company reports, strategic plans, and key performance indicators (Stewart&Rogers, 2015).
组织需求分析可以通过与高管的面对面访谈来进行。强调组织需求及其对高管学习优先事项的影响。通过审查公司报告、战略计划和关键绩效指标进行组织层面的分析（Stewart&Rogers，2015 年）。
At the same time, discuss with executives the necessity of integrating learning objectives with the strategic goals of Costa Cruises, such as innovation and sustainability (Hamadamin&Atan, 2019).
同时，与高管讨论将学习目标与歌诗达邮轮的战略目标相结合的必要性，例如创新和可持续性（Hamadamin&Atan，2019 年）。
Combined with the results of PESTLE analysis, the key skills that executives at Costa Cruises need to improve are strategic thinking, crisis management, excellent customer service, and sustainability leadership.
结合 PESTLE 分析的结果，歌诗达邮轮高管需要提高的关键技能是战略思维、危机管理、卓越的客户服务和可持续发展领导力。
●Next is the requirement analysis at the team level of the second layer
●接下来是第二层团队层面的需求分析
Conduct team level investigations and consult with team executives. Evaluate department goals, challenges, and skill gaps through team performance data and competency assessments (Madhavan&Venugopalan, 2024). To determine the specific learning needs of executives. Operations, marketing, and human resources require specific leadership skills to support their organizational goals.
进行团队级别的调查并咨询团队高管。通过团队绩效数据和能力评估评估部门目标、挑战和技能差距（Madhavan&Venugopalan，2024 年）。确定高管的具体学习需求。运营、营销和人力资源需要特定的领导技能来支持他们的组织目标。
Team surveys have shown gaps in crisis response, cross-cultural team management, and strategic coordination of departmental goals (Pradhan et al., 2016).
团队调查显示，在危机应对、跨文化团队管理和部门目标的战略协调方面存在差距（Pradhan et al.，2016）。
●Finally, there is the personal needs analysis for the third level
●最后，是第三级的个人需求分析
Observe and evaluate the personal development plan (PDP) of executives in line with the performance management system of Costa Cruises, to clarify skill gaps and development goals, and provide comprehensive insights into the skills that each executive needs to improve. (McClean&Collins, 2019).
根据歌诗达邮轮的绩效管理系统，观察和评估高管的个人发展计划 （PDP），以明确技能差距和发展目标，并针对每位高管需要改进的技能提供全面见解。（麦克莱恩和柯林斯，2019 年）。
The observation results show that the skills of executives at Costa Cruises in strategic decision-making, negotiation, and innovative leadership need to be improved to align with personal and company goals (Armstrong&Fukami, 2009).
观察结果表明，歌诗达邮轮高管在战略决策、谈判和创新领导方面的技能需要提高，以与个人和公司目标保持一致（Armstrong&Fukami，2009 年）。
Based on the analysis of learning needs at the organizational, work, and individual levels mentioned above, LNA proposes that the key learning needs for executives at Costa Cruises are to enhance their leadership in strategic thinking, crisis management, excellent customer service, and sustainable development. This learning objective is in line with the strategic goals of Costa Cruises. Therefore, the proposed executive training program for Costa Cruises will focus on enhancing leadership skills in these four areas.
基于上述对组织、工作和个人层面学习需求的分析，LNA 提出歌诗达邮轮高管的关键学习需求是增强他们在战略思维、危机管理、卓越客户服务和可持续发展方面的领导力。这一学习目标与歌诗达邮轮的战略目标一致。因此，拟议的歌诗达邮轮高管培训计划将侧重于提高这四个领域的领导技能。
3. Training programme design
3. 培训计划设计
3.1. Learning objectives and expected outcomes
3.1. 学习目标和预期成果
Learning Objectives
学习目标
Considering that the core learning requirement identified by LNA above is to enhance the leadership skills of Costa Cruise executives. Therefore, this training aims to enhance the strategic thinking, crisis management, excellent customer service, and leadership skills for sustainable development of Costa executives. To meet the needs of Costa's cruise business objectives (Collins, 2021).
考虑到 LNA 上述确定的核心学习要求是提高歌诗达邮轮高管的领导技能。因此，本次培训旨在提高 Costa 高管的战略思维、危机管理、卓越的客户服务和可持续发展的领导技能。满足歌诗达邮轮业务目标的需求（Collins，2021 年）。
Expected results
预期结果
At the end of the two-day training course, executives from Costa Cruises will have
在为期两天的培训课程结束时，歌诗达邮轮的高管们将
●Higher strategic thinking, crisis management, and decision-making abilities (Andrade et al., 2021).
●更高的战略思维、危机管理和决策能力 （Andrade et al.， 2021）。
●The ability to develop stronger strategies for excellent customer service and effective leadership of multicultural teams (Collins, 2021).
●为卓越的客户服务和有效领导多元文化团队制定更强大战略的能力（Collins，2021 年）。
●More adaptable to lead sustainable development work. Enable the company to achieve sustainable growth in the cruise industry (Hamadamin&Atan, 2019).
●更适应领导可持续发展工作。使公司能够在邮轮业实现可持续增长（Hamadamin&Atan，2019 年）。
3.2 Training Plan Outline
3.2 训练计划大纲
The two-day training program will be designed to meet the specific needs of Costa executives. The training course will start in January. These courses adopt teaching and experiential learning methods to enhance learning transfer. And feedback will be collected during and after the planning period to evaluate its effectiveness and impact (Moon et al., 2017).
为期两天的培训计划旨在满足 Costa 高管的特定需求。培训课程将于 1 月开始。这些课程采用教学和体验式学习方法，以促进学习迁移。并将在规划期间和之后收集反馈，以评估其有效性和影响（Moon et al.， 2017）。
Training Topic: Costa Cruise Executive Leadership Enhancement Training
培训主题：歌诗达邮轮高管领导力提升培训
Duration: 2 days
时间： 2 天
Target audience: Costa Cruise executives (directors, senior managers, operations managers)
目标受众：歌诗达邮轮高管（董事、高级经理、运营经理）
Location: Specialized training facilities on Costa Cruises
地点：歌诗达邮轮上的专业培训设施
Day 1: Enhance strategic leadership and decision-making skills
第 1 天：提高战略领导和决策技能
Purpose: To enhance strategic decision-making and crisis management, aligning executives' actions with Costa's long-term goals (Hamadamin&Atan, 2019).
目的：加强战略决策和危机管理，使高管的行动与 Costa 的长期目标保持一致（Hamadamin&Atan，2019 年）。
●9:00-11:00 AM keynote speech - "Leading the Future of Cruise Leadership"
●上午 9：00-11：00 主题演讲 - “引领邮轮领导力的未来”
The keynote speaker is an experienced leader from high-risk industries, such as emergency response, who will provide insights into decision-making and crisis response.
主旨演讲者是来自高风险行业（如应急响应）的经验丰富的领导者，他们将提供对决策和危机响应的见解。
The content includes making decisions in unpredictable environments. The importance of agility in leadership. Aligning business objectives with customer satisfaction and operational efficiency (McClean&Collins, 2019).
内容包括在不可预测的环境中做出决策。敏捷性在领导力中的重要性。使业务目标与客户满意度和运营效率保持一致（McClean&Collins，2019 年）。
The keynote speech helps executives gain an external perspective and recognize the value of cross industry leadership principles.
主题演讲有助于高管获得外部视角并认识到跨行业领导原则的价值。
● 11:00 AM -12:00 AM Workshop - "Strategic Decision Making: Simulation Practice"
● 11：00 AM -12：00 AM 工作坊 - “战略决策：模拟实践”
Activity requirement: Executives must make decisions in real-life scenarios where information is incomplete, simulating situations during navigation (e.g
活动要求：高管必须在信息不完整的现实生活中做出决策，模拟导航过程中的情况（例如
For example, sudden changes in weather. Tool: Interactive simulation software that simulates maritime scenes.
例如，天气的突然变化。工具：模拟海洋场景的交互式模拟软件。
The content includes: using risk assessment and quick decision-making. Promote cooperation between departments to solve complex problems. Practice balancing customer safety, experience, and business objectives (Aureli et al., 2017).
内容包括：使用风险评估和快速决策。促进部门间合作以解决复杂问题。练习平衡客户安全、体验和业务目标（Aureli 等人，2017 年）。
Simulation exercises ensure that executives experience practical training in making high-risk decisions within a limited time frame, enhancing strategic thinking.
模拟演习确保高管在有限的时间内体验做出高风险决策的实践培训，从而增强战略思维。
●1:30-3:30 PM "Crisis Management and Communication Skills" Workshop
●下午 1：30-3：30 “危机管理与沟通技巧” 工作坊
The focus is on responding to emergencies and managing communication with guests and staff.
重点是应对紧急情况以及管理与客人和员工的沟通。
The exercises include role-playing exercises and simulating crises (such as medical emergencies). Executives practice introducing situations to staff, keeping guests informed, and managing public relations. Emphasize clear, calm, and empathetic communication (Andrade et al., 2021).
这些练习包括角色扮演练习和模拟危机（例如医疗紧急情况）。高管们练习向员工介绍情况、让客人了解情况以及管理公共关系。强调清晰、冷静和善解人意的沟通（Andrade 等人，2021 年）。
Simulation exercises ensure that executives learn the importance of effective crisis communication and maintaining transparency, which can help in
模拟练习可确保高管了解有效危机沟通和保持透明度的重要性，这有助于
Maintain trust in challenging situations.
在充满挑战的情况下保持信任。
●3:30-5:00 PM: Reflection Exercise - "Leadership Compass"
●下午 3：30-5：00：反思练习 - “领导力指南针”
The seminar content includes: executives reflecting on their personal leadership styles and areas for improvement. They identified specific strengths and areas for development, particularly in decision-making and crisis management (Aureli et al., 2017). You can have brief one-on-one tutoring with a counselor to discuss personal leadership goals.
研讨会内容包括：高管们反思他们的个人领导风格和需要改进的领域。他们确定了具体的优势和发展领域，特别是在决策和危机管理方面（Aureli et al.， 2017）。您可以与辅导员进行简短的一对一辅导，讨论个人领导目标。
The seminar helped executives clarify their leadership strengths and how to develop to more effectively meet the requirements of their roles (Hamadamin&Atan, 2019).
该研讨会帮助高管们阐明了他们的领导优势以及如何发展以更有效地满足他们的角色要求（Hamadamin&Atan，2019 年）。
Day 2: Enhancing Customer Experience and Sustainable Development Leadership
第 2 天：提升客户体验和可持续发展领导力
Goal: Enhance leadership in excellent customer service and sustainable development.
目标：加强在卓越客户服务和可持续发展方面的领导地位。
●9:00-11:00 AM Workshop - "Cultivating an Excellent Customer Service Culture"
●9：00-11：00 AM 工作坊 - “培养卓越的客户服务文化”
Meeting content: Understanding customer expectations in the cruise industry. Create a culture that prioritizes guest experience.
会议内容：了解邮轮行业的客户期望。营造一种优先考虑住客体验的文化。
The activities include cultivating customer-centric leadership. Prioritize customer satisfaction and excellent service (Dachner et al., 2021).
这些活动包括培养以客户为中心的领导力。优先考虑客户满意度和优质服务（Dachner 等人，2021 年）。
The event helps executives learn actionable steps, cultivate an excellent customer service culture, and collaborate with Costa Cruises
该活动帮助高管学习可行的步骤，培养卓越的客户服务文化，并与歌诗达邮轮合作
The mission of providing unforgettable experiences is consistent.
提供难忘体验的使命是始终如一的。
●11:00-12:00 AM Workshop - "Leading Multicultural Teams"
●11：00-12：00 AM 工作坊 - “领导多元文化团队”
The focus of the interactive seminar is to understand the cultural differences between crew members and guests. Customize leadership styles according to different team needs. Enhance the cultural intelligence and inclusiveness of executives to improve cross-cultural conflict resolution and communication.
互动研讨会的重点是了解船员和客人之间的文化差异。根据不同的团队需求定制领导风格。提高高管的文化智慧和包容性，以改善跨文化冲突的解决和沟通。
The interactive seminar ensures that executives can gain a deeper understanding of how to create an inclusive environment that respects cultural diversity. The environment (Pradhan et al., 2016) is crucial in the international cruise environment.
互动式研讨会确保高管们能够更深入地了解如何创造一个尊重文化多样性的包容性环境。环境（Pradhan et al.， 2016）在国际邮轮环境中至关重要。
●1:30-3:30 PM Roundtable Discussion - "Sustainable Development Leadership"
●下午 1：30-3：30 圆桌讨论 - “可持续发展领导力”
Seminar: Experts in the maritime industry discuss adapting to industry changes, technological advancements, and sustainability.
研讨会：海事行业的专家讨论适应行业变化、技术进步和可持续性。
The content includes cultivating leadership skills in sustainable development and corporate responsibility. Adopting new technologies to manage sustainable operations on cruise ships. Balancing profit and environmental responsibility (Madhavan&Venugopalan, 2024).
内容包括培养可持续发展和企业责任方面的领导技能。采用新技术来管理游轮的可持续运营。平衡利润和环境责任（Madhavan&Venugopalan，2024 年）。
The seminar helps executives understand the strategic importance of adaptability and sustainability in driving Costa Cruises forward (Ren et al., 2023).
该研讨会帮助高管了解适应性和可持续性在推动歌诗达邮轮前进方面的战略重要性（任 等人，2023 年）。
●3:30-5:00 PM final session - "Developing Your Leadership Vision"
●下午 3：30-5：00 决赛 - “发展你的领导愿景”
The theme is: Defining the Personal Leadership Vision for Costa Cruises.
主题是：定义歌诗达邮轮的个人领导愿景。
The content includes: executives drafting a vision statement emphasizing how they will apply the insights gained from the training.
内容包括：高管起草愿景声明，强调他们将如何应用从培训中获得的见解。
Discuss commitments to cultivate stronger teams, enhance customer experience, and support company development (Hamadamin&Atan, 2019). The discussion ensured that the executives left with a clear and personalized leadership vision aligned with Costa Cruises' values.
讨论培养更强大团队、增强客户体验和支持公司发展的承诺（Hamadamin&Atan，2019 年）。讨论确保高管们在离开时拥有与歌诗达邮轮价值观相一致的清晰和个性化的领导愿景。
4. How to deliver
4. 如何交付
4.1 Delivery Preparation
4.1 交货准备
The key to an effective training program is to provide learners with positive experiences. This requires ensuring that the designed activities are the most appropriate methods to meet learning needs (Armstrong&Fukami, 2009).
有效培训计划的关键是为学习者提供积极的体验。这需要确保设计的活动是满足学习需求的最合适的方法（Armstrong&Fukami，2009）。
All training materials, such as case studies, role-playing scripts, and learning guides, will be developed based on Costa's operational environment and leadership challenges (Stewart&Rogers, 2015).
所有培训材料，如案例研究、角色扮演脚本和学习指南，都将根据 Costa 的运营环境和领导挑战进行开发（Stewart&Rogers，2015 年）。
4.2 Delivery Method
4.2 送货方式
The program will be personally taught by experienced trainers in leadership development and the cruise industry. Integrating experiential learning, case studies, role-playing, and interactive workshops (Waples&Brock Baskin, 2021). To ensure the practicality of the training, Costa specific scenarios will be used (Moon et al., 2017).
该计划将由领导力发展和邮轮行业经验丰富的培训师亲自授课。整合体验式学习、案例研究、角色扮演和互动研讨会（Waples&Brock Baskin，2021 年）。为了确保培训的实用性，将使用 Costa 特定的场景（Moon et al.， 2017）。
●Lectures and seminars: Interactive seminars will promote collaboration and critical thinking among students.
●讲座和研讨会：互动式研讨会将促进学生之间的协作和批判性思维。
●Case studies and scenario simulations: A case study on Costa will help students apply theory to practice.
●案例研究和情景模拟：关于Costa的案例研究将帮助学生将理论应用于实践。
●Role playing and simulation: These activities will simulate customer service challenges, crisis response scenarios, and cross-cultural team dynamics.
●角色扮演和模拟：这些活动将模拟客户服务挑战、危机应对场景和跨文化团队动态。
● Peer learning: Students will participate in group discussions and peer learning, sharing best practices and insights.
● 同伴学习：学生将参与小组讨论和同伴学习，分享最佳实践和见解。
5. Evaluation Evaluation
5. 评估评估
Evaluating the training program is crucial for determining whether the goals have been achieved and whether it provides value to the Costa Cruises (Ren et al., 2023). Feedback will be collected during and after the planning period to evaluate its effectiveness and financial returns.
评估培训计划对于确定目标是否已实现以及它是否为歌诗达邮轮提供价值至关重要（任 等人，2023 年）。在规划期间和之后，将收集反馈，以评估其有效性和财务回报。
5.1 Evaluating Training Effectiveness Using Kirkpatrick Model
5.1 使用 Kirkpatrick 模型评估训练效果
Considering Costa's desire to evaluate the leadership's strategic adaptability, crisis management skills, diversity management, and sustainable decision-making. Kirkpatrick's four level assessment model (response, learning, behavior, outcome) aligns well with these objectives, providing a balanced approach to evaluate both immediate and long-term effects (Albizu et al., 2019).
考虑到 Costa 希望评估领导层的战略适应性、危机管理技能、多元化管理和可持续决策。Kirkpatrick 的四级评估模型（反应、学习、行为、结果）与这些目标非常吻合，提供了一种平衡的方法来评估即时和长期影响（Albizu 等人，2019 年）。
Applying Kirkpatrick's model to Costa's project
将 Kirkpatrick 的模型应用于 Costa 的项目
Reaction (Level 1): Evaluate participants' immediate reactions, such as their relevance to the course and their role (Rajeev et al., 2009). After the training survey and feedback form, the questions are as follows:
反应（1 级）：评估参与者的即时反应，例如它们与课程的相关性及其角色（Rajeev et al.， 2009）。在培训调查和反馈表之后，问题如下：
Is the content relevant and applicable?
内容是否相关且适用？
Which meeting is most useful and why?
哪个会议最有用，为什么？
Learning (Level 2): Evaluate the knowledge and skills acquired during the training period, whether they are effective, and whether key objectives have been achieved. Evaluate through pre - and post training quizzes and role-playing exercises:
学习（2 级）：评估在培训期间获得的知识和技能，它们是否有效，以及是否实现了关键目标。通过训练前和训练后的测验和角色扮演练习进行评估：
Understand PESTLE analysis and strategic adaptability.
了解 PESTLE 分析和战略适应性。
Understand the crisis management framework and be familiar with sustainable leadership practices.
了解危机管理框架并熟悉可持续领导实践。
Behavior (Level 3): Observe changes in on-the-job behavior to indicate whether participants are applying new skills in practical scenarios.
行为（级别 3）：观察工作行为的变化，以表明参与者是否在实际场景中应用新技能。
Conduct interviews with participants 3-6 months after the training to evaluate:
培训后 3-6 个月对参与者进行访谈，以评估：
Skill application, such as using PESTLE in strategy meetings.
技能应用，例如在战略会议中使用 PESTLE。
The effectiveness of crisis response behavior and the adoption of sustainable practices in leadership decision-making.
危机应对行为的有效性和在领导决策中采用可持续实践。
Result (Level 4): Evaluate the impact of training on broader organizational goals. Track key performance indicators that align with Costa's goals, such as:
结果（级别 4）：评估培训对更广泛的组织目标的影响。跟踪与 Costa 目标一致的关键绩效指标，例如：
Reduce response time during crises.
缩短危机期间的响应时间。
Improve customer satisfaction and performance, and increase the use of sustainable practices.
提高客户满意度和绩效，并增加可持续实践的使用。
This level captures the return on investment of training from the perspective of organizational outcomes, which is crucial for long-term strategic consistency (Baran, 2024).
这个级别从组织结果的角度捕捉了培训的投资回报，这对于长期战略一致性至关重要（Baran，2024 年）。
5.2 Use Phillips' return on investment (ROI) to evaluate the financial return on training.
5.2 使用 Phillips 的投资回报率 （ROI） 来评估培训的财务回报。
Compare the quantitative benefits of training with its costs to evaluate the financial return of training (Baran, 2024).
将培训的定量收益与其成本进行比较，以评估培训的财务回报（Baran，2024 年）。
Due to the need for complex data collection and analysis, the specific costs and financial returns may not be fully quantifiable. But qualitative and semi quantitative cost-benefit analysis can help Costa evaluate the return on investment of the plan.
由于需要复杂的数据收集和分析，具体成本和财务回报可能无法完全量化。但定性和半定量成本效益分析可以帮助 Costa 评估该计划的投资回报。
●The types of costs include
●费用类型包括
Trainer fees: fees paid to external trainers, including any professional consultants in sustainable development and crisis management
培训师费用：支付给外部培训师的费用，包括可持续发展和危机管理方面的任何专业顾问
Materials: Development of training materials and digital resources.
材料：开发培训材料和数字资源。
Venue and accommodation: The cost includes venue rental, food, and accommodation.
场地和住宿：费用包括场地租金、食物和住宿。
Administrative support: Administrative personnel coordinate, manage, and track the costs of training logistics (Smith, 2004)
行政支持：行政人员协调、管理和跟踪培训后勤的成本（Smith，2004 年）
●The types of income include
●收入类型包括
Improve efficiency: Make faster and wiser decisions in crises, shorten response times, and improve outcomes (Baran, 2024, P56).
提高效率：在危机中做出更快、更明智的决策，缩短响应时间，并改善结果（Baran，2024，第 56 页）。
Customer satisfaction: Improving customer attention and crisis management may lead to higher customer retention rates and positive reviews.
客户满意度： 提高买家关注度和危机管理可能会提高买家保留率和好评。
Sustainable Development Impact: Measurable reduction in environmental footprint due to leaders' commitment to sustainable practices (Hamadamin&Atan, 2019).
可持续发展影响：由于领导者对可持续实践的承诺，环境足迹显著减少（Hamadamin&Atan，2019 年）。
Future oriented leadership: providing leaders with adaptability and enhancing their ability to tackle future challenges.
面向未来的领导力：为领导者提供适应性，增强他们应对未来挑战的能力。
●Calculate ROI (Return on Investment)
●计算 ROI（投资回报率）
Although precise monetary investment returns may be challenging, the general formula for calculating investment returns can be applied to qualitative results:
尽管精确的货币投资回报可能具有挑战性，但计算投资回报的一般公式可以应用于定性结果：
× 100
By using proxy indicators of benefits (such as increased productivity), Costa can qualitatively estimate the return on investment by attributing a certain percentage of these benefits to training outcomes (Baran, 2024).
通过使用收益的代理指标（例如提高生产力），Costa 可以通过将这些收益的一定比例归因于培训结果来定性估计投资回报率（Baran，2024 年）。
Summary of Evaluation Plan
评估计划摘要
Costa Cruises can apply Kirkpatrick's model by first collecting feedback from participants. The follow-up feedback after six months will confirm whether the leader is using the new skills. Tracking key performance indicators such as customer satisfaction and response time will help measure long-term impact (Pradhan et al., 2016). Qualitative cost-benefit analysis provides a practical method for evaluating ROI (Baran, 2024).
歌诗达邮轮公司可以通过首先收集参与者的反馈来应用 Kirkpatrick 的模型。六个月后的后续反馈将确认领导者是否正在使用新技能。跟踪客户满意度和响应时间等关键绩效指标将有助于衡量长期影响（Pradhan et al.， 2016）。定性成本效益分析提供了一种评估投资回报率的实用方法（Baran，2024 年）。
This structured approach enables Costa to adjust future training based on results, ensuring continuous improvement and alignment with strategic objectives.
这种结构化的方法使 Costa 能够根据结果调整未来的培训，确保持续改进并与战略目标保持一致。
6. Conclusion
6. 总结
This leadership enhancement training program tailored for executives of Costa Cruises aims to address the challenges faced by the company. A two-day training program is feasible and practical. By focusing on enhancing leadership skills in strategic thinking, crisis management, excellent customer service, and sustainable development (Pradhan et al., 2016), this program will provide executives of Costa Cruises with the strategic and operational leadership skills needed to effectively manage complex international cruise business in a competitive global environment. The design, delivery, and evaluation model of this plan ensures that it will have a measurable impact on the leadership performance and business outcomes of Costa Cruises.
这项专为歌诗达邮轮高管量身定制的领导力提升培训计划旨在应对公司面临的挑战。为期两天的培训计划是可行且实用的。通过专注于提高战略思维、危机管理、卓越客户服务和可持续发展方面的领导技能（Pradhan et al.， 2016），该计划将为歌诗达邮轮的高管提供在竞争激烈的全球环境中有效管理复杂的国际邮轮业务所需的战略和运营领导技能。该计划的设计、交付和评估模型确保它将对歌诗达邮轮的领导绩效和业务成果产生可衡量的影响。
References
引用
Albizu, E.,Rekaldee, I.,Landeta, J. and Fernández-Ferrín,P., 2019.
Albizu， E.，Rekaldee， I.，Landeta， J. 和 Fernández-Ferrín，P.，2019 年。
Analysis of executive coaching effectiveness: A study from the coachee perspective.Cuadernos de gestión, 19 (2), pp.33-52.
高管教练有效性分析：从受训者的角度进行的研究。Cuadernos de gestión，第 19 卷第 2 期，第 33-52 页。
Andrade, M.J., Costa, J.P. and Jiménez-Morales, E. (2021) ‘Challenges for european tourist-city-ports: Strategies for a sustainable coexistence in the cruise post-COVID context’, Land, 10(11), pp. 1269-. Available at: https://doi.org/10.3390/land10111269.
Andrade， M.J.、Costa， J.P. 和 Jiménez-Morales， E. （2021） “欧洲旅游城市港口面临的挑战：后 COVID 邮轮背景下可持续共存的战略”，Land，10（11），第 1269 页-。网址：https://doi.org/10.3390/land10111269。
Armstrong, M. and Taylor, S. (2020) Armstrong’s handbook of human resource management practice / Michael Armstrong with Stephen Taylor. 15th ed. London, United Kingdom ; KoganPage.
Armstrong， M. 和 Taylor， S. （2020） 阿姆斯特朗人力资源管理实践手册 / Michael Armstrong 与 Stephen Taylor。第 15 版，英国伦敦;科根佩奇。
Armstrong, S. J. and Fukami, C. V., 2009. The SAGE Handbook of Management Learning, Education and Development. London: SAGE Publications Ltd. Available at: <https://doi.org/10.4135/9780857021038> [Accessed 7 Nov 2024].
阿姆斯特朗，SJ 和 Fukami，CV，2009 年。 SAGE 管理学习、教育和发展手册。伦敦：SAGE Publications Ltd. 网址：<https：//doi.org/10.4135/9780857021038> [2024 年 11 月 7 日访问]。
Aureli, S. et al. (2017) ‘Sustainability disclosure and a legitimacy crisis: Insights from two major cruise companies’, EUROPEAN JOURNAL OF TOURISM RESEARCH, 17, pp. 149–163. Available at: https://doi.org/10.54055/ejtr.v17i.299.
Aureli， S. et al. （2017） “可持续性披露和合法性危机：来自两家主要邮轮公司的见解”，《欧洲旅游研究杂志》，第 17 期，第 149-163 页。网址：https://doi.org/10.54055/ejtr.v17i.299。
Baran,S., 2024. An Intervention in the Human Resource Department, General Administrative Division, in the Ministry of National Security on the Effectiveness of Return of Investments (ROI) From Training.Global Journal of Human Resource Management, 12 (3), pp.56-124.
巴兰，S.，2024 年。 国家安全部总行政司人力资源司对培训投资回报 （ROI） 有效性的干预。全球人力资源管理杂志 （Global Journal of Human Resource Management），第 12 卷第 3 期，第 56-124 页。
Beevers, K. et al. (2020) Learning and development practice in the workplace Kathy Beevers, Andrew Rea, David Hayden. Fourth edition. London: KoganPage.
Beevers， K. et al. （2020） 工作场所的学习和发展实践 Kathy Beevers、Andrew Rea、David Hayden。第四版。伦敦：KoganPage。
Collins, C. J., 2021.Expanding the resource based view model of strategic human resource management. International journal of human resource management, 32 (2), pp.331-358.
柯林斯 C. J.，2021 年。扩展战略人力资源管理的基于资源的视图模型。国际人力资源管理杂志 （International Journal of Human Resource Management），第 32 卷第 2 期，第 331-358 页。
Costa Cruises, 2024. About us. Available at:
歌诗达邮轮，2024 年。 A回合我们。 可在以下网址获得：
https://www.costacruises.co.uk/sustainability/about-us/the-company.html [Accessed 6 Nov 2024].
https://www.costacruises.co.uk/sustainability/about-us/the-company.html[2024 年 11 月 6 日访问]。
Corazza, L. et al. (2020) ‘Sustainability reporting after the Costa Concordia disaster: a multi-theory study on legitimacy, impression management and image restoration’, ACCOUNTING AUDITING & ACCOUNTABILITY JOURNAL, 33(8), pp. 1909–1941. Available at: https://doi.org/10.1108/AAAJ-05-2018-3488.
Corazza， L. et al. （2020） 'Costa Concordia灾难后的可持续性报告：关于合法性、印象管理和图像恢复的多理论研究'，《会计审计与问责杂志》，第33卷第8期，第1909-1941页。见：https://doi.org/10.1108/AAAJ-05-2018-3488。
Dachner, A.M., Ellingson, J.E., Noe, R.A. and Saxton, B.M., 2021. The future of employee development. Human Resource Management Review, 31(2), p.100732.
Dachner， AM， Ellingson， JE， Noe， RA 和 Saxton， BM，2021 年。员工发展的未来。人力资源管理评论，31（2），第 100732 页。
Hamadamin,H.H. and Atan,T., 2019. The impact of strategic human resource management practices on competitive advantage sustainability: The mediation of human capital development and employee commitment. Sustainability, 11(20), p.5782.
Hamadamin，H.H. 和 Atan，T.，2019 年。战略人力资源管理实践对竞争优势可持续性的影响：人力资本发展和员工承诺的中介。可持续性，11（20），第 5782 页。
Madhavan, V. and Venugopalan, M.,2024. Formal learning and organizational performance: the interplay of goal setting and flexible learning practices in attaining goal congruence. Benchmarking : an international journal, 31 (3), pp.955-989.
Madhavan， V. 和 Venugopalan， M.，2024 年。正式学习和组织绩效：目标设定和灵活的学习实践在实现目标一致性方面的相互作用。基准测试：国际期刊，31 （3），第 955-989 页。
McClean, E. and Collins, C.J., 2019. Expanding the concept of fit in strategic human resource management: An examination of the relationship between human resource practices and charismatic leadership on organizational outcomes. Human Resource Management, 58(2), pp.187-202.
麦克莱恩，E. 和柯林斯，CJ，2019 年。扩展战略人力资源管理中的契合概念：研究人力资源实践与魅力型领导对组织成果的关系。人力资源管理，58（2），第 187-202 页。
Moon, H., Ruona, W. and Valentine, T.,2017.Organizational strategic learning capability: exploring the dimensions. European journal of training and development, 41 (3), pp.222-240.
Moon， H.， Ruona， W. 和 Valentine， T.，2017.组织战略学习能力：探索维度。 《欧洲培训与发展杂志 （European Journal of Training and Development）》，第 41 卷第 3 期，第 222-240 页。
Pradhan,R., Jena,L.K. and Panigrahy,N.P., 2016. Learning and development practices in international context: conceptual introspection towards bringing the best work place strategies.Strategic HR review, 15 (4), pp.180-186.
Pradhan，R.、Jena，LK 和 Panigrahy，NP，2016 年。国际背景下的学习和发展实践：为带来最佳工作场所策略进行概念性反省。战略人力资源评论，15 （4），第 180-186 页。
Rajeev, P., Madan, M. S. and Jayarajan, K., 2009. Revisiting Kirkpatrick's model – an evaluation of an academic training course.Current science (Bangalore), 96 (2), pp.272-276.
Rajeev， P.， Madan， MS 和 Jayarajan， K.，2009 年。重新审视 Kirkpatrick 的模型 – 对学术培训课程的评估。当代科学（班加罗尔），96 （2），第 272-276 页。
Ramoa, C.E.d.A., Flores, L.C.d.S. and Herle, F.B. (2020), "Environmental sustainability: a strategic value in guiding cruise industry management", Journal of Hospitality and Tourism Insights, Vol. 3 No. 2, pp. 229-251. https://doi.org/10.1108/JHTI-01-2019-0006
Ramoa， C.E.D.A.， Flores， L.C.d.S. 和 Herle， F.B. （2020），“环境可持续性：指导邮轮业管理的战略价值”，《酒店与旅游洞察杂志》，第 3 卷第 2 期，第 229-251 页。https://doi.org/10.1108/JHTI-01-2019-0006
Ren, S., Cooke, F. L., Stahl, G. K., Fan, D. and Timming, A. R.,2023. Advancing the sustainability agenda through strategic human resource management: Insights and suggestions for future research.Human resource management, 62 (3), pp.251-265.
任，S.，库克，F. L.， 斯塔尔， G. K.， 范， D.和 Timming， A. R.，2023 年。 通过战略性人力资源管理推进可持续发展议程：对未来研究的见解和建议。人力资源管理，62 （3），第 251-265 页。
Smith, I., 2004. Continuing professional development and workplace learning 8: human resource development - the return on the investment.
史密斯，I.，2004 年。 持续专业发展和职场学习 8：人力资源开发 - 投资回报。
Library management, 25 (4/5), pp.232-234.
图书馆管理，25 （4/5），第 232-234 页。
Stewart, J. and Rogers, P. (eds) (2015) Developing people and organisations / edited by Jim Stewart and Patricia Rogers. London: Chartered Institute of Personnel and Development.
Stewart， J. 和 Rogers， P. （eds） （2015） 发展人员和组织 / 由 Jim Stewart 和 Patricia Rogers 编辑。伦敦：英国特许人事与发展协会。
Waples, E.P. and Brock Baskin, M.E. (2021) ‘Not Your Parents’ Organization? Human Resource Development Practices for Sustainable Flex Work Environments’, Advances in developing human resources, 23(2), pp. 153–170. Available at: https://doi.org/10.1177/1523422320982933.
Waples， EP 和 Brock Baskin， ME （2021） “不是你的父母”组织？可持续弹性工作环境的人力资源开发实践“，《开发人力资源的进展》，第 23 卷第 2 期，第 153-170 页。网址：https://doi.org/10.1177/1523422320982933。
Whittington,R., Regner,P., Angwin,D., Johnson,G. and Scholes,K., 2020. Exploring Strategy. 12th Edn. Harlow: Pearson Education Limited.
Whittington， Regner， P.， Angwin， D.， Johnson， G. 和 Scholes，K.，2020 年。 探索战略。第 12 版。Harlow：培生教育有限公司。