1. CHAPTER 10 Employee Training and Development Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Overview Importance of Training Who Will Do the Training How Employees Learn Best Developing a Job Training Program Retraining Overcoming Obstacles to Learning Turnover & Retention

2. CHAPTER 10 Employee Training and Development Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Importance of Training: Teaching People How to Do Their Jobs There are 3 kinds of training: 1.Job Instruction 2.Retraining 3.Orientation The big sister, big brother, or buddy system is when a old hand shows a newcomer the ropes. When good training is absent there is likely to be an atmosphere of tension, crisis, & conflict because nobody knows what to do.

3. CHAPTER 10 Employee Training and Development Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved The Benefits of Training It would give you more time to lead. You would have less absenteeism and less turnover. It would reduce tensions between you and your associates. It would be much easier to maintain consistency of product and service. You would have lower costs. Trained personnel would give you happier guests, and more of them. Training your associates can help your own career.

4. CHAPTER 10 Employee Training and Development Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved The Benefits of Training It can eliminate the five reasons why people do poor work. Trained employees do not always have to be asking how to do things. Training can reduce employee tension. Training can boost employee morale and job satisfaction. It can reduce accidents and injuries. Training can give people a chance to advance.

5. CHAPTER 10 Employee Training and Development Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Problems with Training The biggest problem is urgent need; you need this person so bad that you don’t have time to properly train them. The second critical problem is training time: your time and the employee’s time. A third problem is turnover – people leave just as you get them trained. The short-term associate is a training problem in many ways. The diversity of employees can be a training problem. The complexity of jobs containing up to 200 or 300 different tasks can be a problem. The final problem is not knowing exactly what you want your people to do and how.

6. CHAPTER 10 Employee Training and Development Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Who Will Do the Training? The magic apron method: people train themselves the easiest ways to get the job done, & what will keep them from getting into trouble. The person that is leaving trains: teaches shortcuts & ways of breaking the rules. Big sister, big brother, or buddy method: passes on bad habits & may resent new person as a competitor. The logical person to train new workers is you, the supervisor.

7. CHAPTER 10 Employee Training and Development Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved How Employees Learn Best Learning is the acquisition of skills, knowledge, or attitudes. The adult learning theory is a field of research that examines how adults learn. A number of the following tips come from the adult leaning theory.

8. CHAPTER 10 Employee Training and Development Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved How Employees Learn Best 1.When they are actively involved in the learning process (to do this you must choose the appropriate teaching method). 2.When training is relevant & practical. 3.When the training material is organized & presented in small, easy-to-grasp chunks. 4.When the training is in an informal, quiet, & comfortable setting. 5.When they have a good trainer. 6.When they receive feedback on performance, and when they are rewarded.

9. CHAPTER 10 Employee Training and Development Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Figure 10.1 Teaching methods to promote employee involvement in training.

10. CHAPTER 10 Employee Training and Development Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Figure 10.2 Characteristics of a good trainer.

11. CHAPTER 10 Employee Training and Development Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Developing a Unit Training Program Training plans each represent a learnable, teachable segment of the job: 1 st Establish performance standards, which provide a ready made structure for a training program. 2 nd Write a training objective derived from the performance standards. 3 rd Develop standard procedures (list tasks & spell them out).

12. CHAPTER 10 Employee Training and Development Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Developing a Unit Training Program The unit is taught in several sessions. The training plan should provide checkpoints to measure progress. The method of training should include 2 elements: Showing & telling the trainee what to do and how to do it. Having the trainee do it (right). This is known as job instruction training. The closer the training method, setup & materials are to the on- the-job situation, the better the training. The location of the training should be a quiet place free of interruptions. One-on-one training generally works best. However, group presentations have certain advantages (general information).

13. CHAPTER 10 Employee Training and Development Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Developing a Unit Training Program Your training materials should include the same equipment & supplies that will be used on the job, & they should all be on hand & ready before the training starts. Developing a written training plan helps you to think out all the aspects of the training & to orient everything to the new employee & the details of the job.

14. CHAPTER 10 Employee Training and Development Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Moving from Plan to Action Training people with some experience begins with a pretest. Experienced associates should end up meeting the same standards as people whom you train from scratch. Once the training process is complete EVALUATE.

15. CHAPTER 10 Employee Training and Development Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Evaluation Formative evaluation: uses observation, interviews, & surveys to monitor training. Summative evaluation: measures results when training is complete in five ways: 1.Reaction 2.Knowledge 3.Behavior 4.Attitudes 5.Productivity

16. CHAPTER 10 Employee Training and Development Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Job Instruction Training Also called on the job training. Consists of 4 steps: 1.Prepare the associate for training. 2.Demonstrate what the associate is to do. 3.Have the associate do the task. 4.Follow through.

17. CHAPTER 10 Employee Training and Development Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Figure 10.6 Learning flow in job instruction training.

18. CHAPTER 10 Employee Training and Development Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Retraining Needed when changes are made that affect the job, employees performance drops below par, when the worker has not mastered a particular technique, or your people themselves may ask for it. A positive one-on-one approach to retraining is referred to a coaching. Coaching is a 2 part process: 1.Observation of the employees performance. 2.Conversation between manager & employee focusing on job performance.

19. CHAPTER 10 Employee Training and Development Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Overcoming Obstacles to Learning Reduce fear with a positive approach (convey confidence in the worker). Increase motivation: 1.Emphasize whatever is of value to the learner. 2.make the program from a series of small successes. 3.build in incentives & rewards. Adjust teaching to learners level. Laziness, indifference, resistance may mean a problem worker. Approach training from the learner’s point of view. Keep it simple, concrete, practical, & real.

20. CHAPTER 10 Employee Training and Development Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Overcoming Obstacles to Learning Sometimes the training program is the problem. If it is abstract, academic, impersonal, or unrealistic, it will not get across. Sometimes the instructor causes the learning problems. Trainers need to know the job well enough to teach it. They need to be good communicators, able to use words other people will understand, sensitive enough to see when they are not getting through.

21. CHAPTER 10 Employee Training and Development Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Turnover & Retention Turnover is the rate of employee separations in a company. Many hospitality operations have a labor turnover of more than 100%. Retention is the term given to keeping employees from “jumping ship.”

22. CHAPTER 10 Employee Training and Development Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Turnover & Retention In study by the Hay Group over a ½ million employees in 300 companies were asked about important retention factors, the top 10 were: Career Growth, learning & development. Exciting & challenging work. Meaningful work. Great people to work with. Being part of a team. Having a good boss. Recognition of work well done. Autonomy & a sense of control over work. Flexible work hours. Fair pay & benefits.

23. CHAPTER 10 Employee Training and Development Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Turnover & Retention Strategies for improving retention: Hold 50/50 meetings. Practice management by wandering around. Work side by side with employees. Conduct exit interviews. Use other methods to listen (i.e. suggestion systems). Recognize a job well done.