Week 8 training and development

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Week 8 training and development

  1. 1. Supervision and Training<br />Training and Development<br />
  2. 2. http://www.youtube.com/watch?v=JupQX1OabAA<br />
  3. 3. Typical situation<br />Employee leaves<br />New person brought on board<br />Short of staff, time pressure<br />How will new person know what to do?<br />Who does the training usually?<br />How good a job will they do in training?<br />Is the trainer skilled?<br />
  4. 4. Training =<br />Teaching people how to do their job<br />
  5. 5. Types of Training<br />Job Instruction<br />Retraining<br />Orientation<br />
  6. 6. Why the buddy system is not a good idea?<br />No control over work methods, procedures, services, attitudes, performance standards<br />New person will at best only be as good at these as the person training him/her is<br />Let’s talk about examples<br />
  7. 7. Cost versus Benefits for company<br />Small mistakes can have big impact<br />Reduce turnover <br />Manager will have more time to lead<br />Reduce tensions<br />Consistency of product and service, return guests<br />Lower costs<br />
  8. 8. Benefits to employee<br />Morale, confidence, comfort<br />Satisfaction, security<br />Less stress<br />Reduced accidents<br />Career advancement<br />Cross Training<br />
  9. 9. TRAINING IS AN INVESTMENT<br />
  10. 10. Barriers to training<br />Need someone NOW<br />Time and money<br />Turnover: “just got him trained”<br />Diversity of backgrounds and motivation<br />Some jobs are not very interesting, others are very complex and require more investment (examples:…..)<br />Content: what and how do you want it done<br />
  11. 11. Who is most logical person to do the training?<br />
  12. 12. Keys to Successful Training <br />
  13. 13. 1. Active Involvement<br />
  14. 14. 2. Training is relevant and practical<br />
  15. 15. 3. Organized, small pieces<br />
  16. 16. 4. Informal setting<br />
  17. 17. 5. The trainer!<br />
  18. 18. 6. Feedback and Reward system<br />
  19. 19. Use of video<br />http://www.youtube.com/watch?v=ljHH9Wo69-8<br />
  20. 20. The Training Plan<br />A few examples<br />
  21. 21. Trapp Family Lodge<br />TQM: develop service standards for all jobs:<br />Job analysis<br />Job standards<br />Training program to train job standards<br />Feedback program (customer service feedback: Marketing Metrix – sample)<br />Involve everyone, build from bottom up based on company mission and values<br />
  22. 22. Trapp Family Lodge<br />Discuss with owner to define parameters and buy-in<br />Meet key managers to get buy-in<br />Set goals with senior management<br />Organize staff meetings: overall, by department, by shift – discuss concept<br />Develop job analysis teams: 3 to 4 people by department or shift including managers and line staff<br />
  23. 23. Trapp Family Lodge<br />6. Develop performance standards for each task in job analysis<br />7. Train the Trainer: select one or two staff members (or more) to become department trainers, adjust their job description and pay<br />8. Weekly training sessions<br />9. Daily line-up; standard of the day<br />10. Measure guest satisfaction scores, feedback<br />
  24. 24. Jay Peak Resort – Tram Haus Lodge<br /><ul><li>New hotel to be opened:
  25. 25. Different from re-training efforts at TFL: what are the differences?</li></ul>Orientation for all staff of entire resort<br />New culture, all staff new<br />Training of all new staff members<br />Job descriptions for each position developed by managers<br />
  26. 26. Training Session parameters<br />Select standard you are training on<br />Set objective for training session (i.e. after 1 hour of training housekeeper will know how to make bed according to the job standard)<br />List all tasks involved and standard associated <br />
  27. 27. How do you train?<br />Show and tell<br />Employee does task him/her self<br />Repeat if needed<br />Follow through<br />Group or individual training<br />Location: quiet<br />Training materials are professional and organized<br />
  28. 28. How much training does someone need?<br />Let him or her do the task first to determine level of knowledge<br />Train based on level of existing knowledge<br />Evaluate<br />
  29. 29. Re-Training<br />When would this be needed?<br />Changes in job, tasks (examples)<br />Performance drops<br />Going back to old habits<br />Question: what leadership style would you use in re-training?<br />
  30. 30. Keep in mind, possible obstacles<br />Fear and anxiety<br />Varying levels of intelligence<br />Attitudes<br />Involve all senses: seeing, hearing, feeling, experiencing -> examples?<br />
  31. 31. Turnover <br />Remember the cost of turnover<br />
  32. 32. Training as career development tool<br />http://www.hiltoncampus.com/lit-program.php<br />http://www.starwoodhotels.com/sheraton/careers/recruiting/mgmt_training.html<br />
  33. 33. Case Study<br />
  34. 34. Next Week<br />Performance Evaluation and Appraisals:<br />Theory<br />Practice real examples<br />
  35. 35. Home Work<br />Prepare Case Study 3.3 (page 309) for discussion in class<br />Research and prepare a short (no more than one page) essay about performance review methods in the hospitality industry:<br />Describe method <br />Advantages/disadvantages<br />Why you like or dislike method<br />

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