Presentation on theme: "Chapter 16 Employee Training & Development"— Presentation transcript:
1Chapter 16 Employee Training & Development OrientationTrainingBehavior ModelingLearner Controlled InstructionThe Manager as CoachLeadershipEffective Managers
2Eight Goals of Orientation To explain the company’s history, philosophy, mission, goals, and objectives.To make the employee feel welcome.To let employees know why they have been selected.To ensure that the employee knows what to do & who to ask when unsure.
3Eight Goals of Orientation To explain & show what is expected.To have employees explain & demonstrate each task.To explain various programs & social activities available.To show where everything is kept.
4TrainingMost training programs involve comprehensive step-by-step job learning that utilize job checklists & differing styles of management control.Training programs also tend to emphasize varying types of sales incentives.The efficient approach to training is to analyze the job, break it down into the tasks performed & teach the tasks in the sequence in which they are normally performed.
5TrainingManagement decides how extensive written job instructions should be.Being brief is an asset.If the job tasks can be printed on a pocket-sized card, the employee has a handy reference.Guidelines for a job can be put together & given to the new employee to augment more comprehensive, detailed job instructions.
6Part-time Employees + - Advantages: No need to pay benefits. Flexible schedule.Disadvantages:Lack of continuity.More people to train.Part-time employees tend to be less motivated.+-
7DevelopmentThe objective in training & developing employees is to produce desired behavior—attitudes & skills appropriate for producing food & service that pleases the restaurant’s clientele.Employee development promotes:Problem-solving abilities.Analytical skills.New perceptions.New methodologies.
8DevelopmentEmployee development programs deal with perspectives, attitudes & feelings about the restaurant, the job, the customers & the boss.The the National Restaurant Association Educational Foundation (NRAEF) has developed informative training aids on videotapes & CDs.Five topic areas are currently available: Wait Staff, Back-of-the-House Training, Wine Training, Profits from Produce & How to Implement Video Training.
9Step-by-Step Training Server training can be broken down & taught step by step.It can also be summarized on a card small enough to be carried around in a pocket for easy reference.
10Behavior Modeling Depicts the right way to… Handle personnel. problems.Interview.Evaluate applicants.Make decisions.
11Behavior ModelingEmphasis on interpersonal skills—people handling—has always been of great importance in the restaurant or in any management position, but the move to deemphasize theory & emphasize “how to do” is new.Systematic exposure to models favored by an organization constitutes the training.Audiovisual materials in which an actor or company executive demonstrates the correct or approved techniques for dealing with problems are used by several foodservice companies.
12Learner Controlled Instruction (LCI) … a program in which employees are given job standards to achieve & are asked to reach the standards at their own pace.
13Learner Controlled Instruction (LCI) Many people believe that it is less costly than classroom instruction.LCI accepts that people have different levels of ability.The learner is self-motivated & can proceed from unit to unit at a speed with which he or she is comfortable.Learning resources include books, written policies & practices, as well as experts.
14The Manager as Coach… Trains & motivates. Shows people how to perform. Gives criticism when needed.Stresses the RIGHT WAY.Gives positive feedback.
15Leadership… Transforms problems into challenges. Excites the imagination.Calls on pride.Develops a sense of accomplishment.Provides opportunities to overcome obstacles.
16Characteristics of Effective Managers They continuously try to better past performance & compete with other restaurants.Rather than resting on past laurels, they never let themselves become too comfortable in their job.They are problem solvers & enjoy challenges.They are flexible & adapt to change.They anticipate future problems, rehearsing coming events in their minds.They do not cry over spilled milk or hold trials to place blame for what went wrong.
17Characteristics of Effective Managers They seek responsibility.They handle rejection or temporary failure without becoming unduly discouraged.They are not perfectionists; however, they can act in the absence of complete information & allow others the latitude to reach common goals in their own way.They perceive people as ends, not means.They take responsibility for employees.They build employee independence & initiative.
18Characteristics of Effective Managers They communicate confidence in themselves & the enterprise.They remember that they are the role models & that employees quickly pick up their habits, values, concern for others, & determination to get things done.They have concern & compassion for employee well-being.They lead by example, with consistency & fairness.They aim to motivate employees.
19Subtleties of Supervision Management experts urge that employees be informed of what is important to the manager, the things the manager feels will make the department, manager & employee a success.The employee must know what must be done to spell out success in the manager’s mind.
20Motivation Through Partial Ownership A piece of the action is the term used by some restaurants in encouraging unit managers to acquire, through purchase, a percentage of the store they manage.The incentive of ownership probably attracts a different level of management talent, persons who want to see a direct relationship between their efforts & their personal income.
21Motivation Through Partial Ownership This makes every unit manager a capitalist & a part owner without the risks.Allows persons with enterprise spirit to enjoy it with minimal investment & maximum protection from failure.