1. Employee Training and Development
CHAPTER 10
Employee Training and Development
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
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

2. Importance of Training
CHAPTER 10
Employee Training and Development
Importance of Training
There are 3 kinds of training:
Job Instruction
Retraining
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.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

3. The Benefits of Training
CHAPTER 10
Employee Training and Development
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.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

4. The Benefits of Training
CHAPTER 10
Employee Training and Development
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.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

5. Problems with Training
CHAPTER 10
Employee Training and Development
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.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

6. Who Will Do the Training?
CHAPTER 10
Employee Training and Development
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.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

7. How Employees Learn Best
CHAPTER 10
Employee Training and Development
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 learning theory.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

8. How Employees Learn Best
CHAPTER 10
Employee Training and Development
How Employees Learn Best
When they are actively involved in the learning process (to do this you must choose the appropriate teaching method).
When training is relevant & practical.
When the training material is organized & presented in small, easy-to-grasp chunks.
When the training is in an informal, quiet, & comfortable setting.
When they have a good trainer.
When they receive feedback on performance, and when they are rewarded.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

9. Teaching methods to promote employee involvement in training.
CHAPTER 10
Employee Training and Development
Figure 10.1
Teaching methods to promote employee involvement in training.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

10. Establishing Plan Content
CHAPTER 10
Employee Training and Development
Establishing Plan Content
Training plans each represent a learnable, teachable segment of the job:
1st Establish performance standards, which provide a ready made structure for a training program.
2nd Write a training objective derived from the performance standards.
3rd Develop standard procedures (list tasks & spell them out).
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11. Developing a Unit-Training Program
CHAPTER 10
Employee Training and Development
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).
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

12. Developing a Unit Training Program
CHAPTER 10
Employee Training and Development
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.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

13. Moving from Plan to Action
CHAPTER 10
Employee Training and Development
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.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

14. Employee Training and Development
CHAPTER 10
Employee Training and Development
Evaluation
Formative evaluation: uses observation, interviews, & surveys to monitor training.
Summative evaluation: measures results when training is complete in five ways:
Reaction
Knowledge
Behavior
Attitudes
Productivity
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

15. Job Instruction Training
CHAPTER 10
Employee Training and Development
Job Instruction Training
Also called on the job training.
Consists of 4 steps:
Prepare the associate for training.
Demonstrate what the associate is to do.
Have the associate do the task.
Follow through.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

16. Employee Training and Development
CHAPTER 10
Employee Training and Development
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:
Observation of the employee's performance.
Conversation between manager & employee focusing on job performance.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

17. Overcoming Obstacles to Learning
CHAPTER 10
Employee Training and Development
Overcoming Obstacles to Learning
Reduce fear with a positive approach (convey confidence in the worker).
Increase motivation:
Emphasize whatever is of value to the learner.
make the program from a series of small successes.
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.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

18. Overcoming Obstacles to Learning
CHAPTER 10
Employee Training and Development
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.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

19. Employee Training and Development
CHAPTER 10
Employee Training and Development
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.”
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

20. Factors in Retaining Employees
CHAPTER 10
Employee Training and Development
Factors in Retaining Employees
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.
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21. Strategies for Retaining Employees
CHAPTER 10
Employee Training and Development
Strategies for Retaining Employees
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.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved