OPGA Golf Operations Learning Program 2009 Opga
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The document describes a golf operations trainee program that aims to provide structured learning opportunities for new golf operations staff. The goals of the program are to provide skills, insight, and tools to establish successful training programs and support new staff. A structured learning environment can improve customer service and provide flexible staffing options for clubs. The program benefits trainees through feedback, accelerated training, and development, while also benefiting pros by allowing them to share ideas and enhance their contributions. The document also advertises additional resources on developing and implementing a successful trainee program.
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Canadians spend more time online than any other country, viewing the most web content per visitor. Social networking is also very popular in Canada, which has the highest rates of social networking participation and time spent on social networks. A brand is defined not by its logo or identity but by the feelings people have about it. Effective branding in the digital age requires engaging with people on social networks and online communities.
In House Service Excel Training Mod 1 Ccd
The document discusses developing effective in-house service excellence training. It recommends following a 4-step process: 1) Identify service needs and expectations by understanding the performance gaps through questions and defining SMART expectations. 2) Assess current service performance. 3) Identify reasons for performance gaps and options for interventions. 4) Select, develop, implement and monitor interventions to maintain improved performance. Traditional training focuses too much on skills and knowledge but 80% of performance is related to the work environment.
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In House Service Excel Training Mod 5
This document provides steps for developing effective in-house service excellence training. It outlines identifying service needs and expectations, assessing performance gaps, identifying reasons for gaps and intervention options. Proper implementation requires planning, execution with attention to details using checklists, and support with champions. Performance must be monitored against valid metrics to ensure goals are met as the workplace environment changes.
Int In House Service Excel Training Mod 4
This document outlines the steps for developing effective in-house service excellence training, including identifying service needs and expectations, assessing performance gaps, identifying reasons for gaps, and selecting and developing interventions to address the gaps. Interventions should be selected based on four criteria: appropriateness to close performance gaps, affordability, feasibility given time and resources, and acceptability to the organization and employees. Developing interventions requires designing, creating, and verifying each one. The document recommends additional reading on performance success models that can inform training program development.
Int In House Service Excel Training Mod 3
This document discusses identifying reasons for performance gaps and options for interventions in service excellence training. It identifies three key factors that can contribute to performance gaps - environmental, skill/knowledge, and emotional/political. Environmental factors include changing market conditions and organizational changes. Skill/knowledge factors relate to a lack of competency. Emotional/political factors affect motivation and can stem from a negative workplace atmosphere. The document emphasizes that properly identifying the specific performance gap factors is important for selecting relevant intervention options, and that interventions should not be limited to traditional methods.
Int In House Service Excel Training Mod 2
This document outlines steps for assessing service performance gaps as part of developing in-house service excellence training. Step 2 involves determining the current performance using metrics like memberships, sales, complaints and surveys. It also involves collecting supplementary quantitative data through observation, surveys and interviews to understand expectations and compare to standards. The performance gap is then analyzed based on its magnitude within the organization, its value in terms of revenues/profits/costs, and the urgency to resolve it based on organizational consequences.
Int In House Service Excel Training Design A Program
The document discusses designing a training program using the ADDIE model of instructional design, which includes the steps of analyze, design, develop, implement, and evaluate. It also discusses concepts related to transferring training from the classroom to job performance. Specifically, it addresses inhibitors to transfer of training such as organizational climate factors, training design factors, and individual learner characteristics. The document emphasizes that training programs should only be provided when there is an identified performance gap and should include resources, incentives, and support to maximize the transfer of training from the classroom to job.
Golf Course Customer Service Training
This document discusses the importance of customer service excellence. It provides definitions of customer service, discusses how perception impacts customer experience, and identifies elements that can improve or hinder customer service like managing expectations, the customer experience, recovery from mistakes, teamwork, continuous improvement, and dealing with difficult customers. The document encourages staff to think about how they can better serve customers through small acts and reinventing their approach on a regular basis without spending money. It concludes by asking if attendees now have a shared understanding of customer service and ideas to implement better service at their club.
Onboarding Millennials 2009 Opga
This document discusses strategies for onboarding and retaining Generation Y or Millennial employees in seasonal industries. It addresses common myths about this generation, including that they are rebellious risk-takers when in reality they are conservative and look for new learning opportunities. Additionally, Gen Y employees are productive though they set their own priorities and choose their own tools, and they thrive in team environments. The document provides tips for motivating and managing Gen Y such as giving them a sense of ownership over meaningful work, mentoring, and offering flexible schedules and frequent lateral career moves.
Millennials In The Workforce
Hiring and Managing a Multigenerational Workforce in These Economic Times
The talent attraction process just became a lot more complicated as employees in all sectors are being let go. The anomaly is that in spite of labour pool surpluses, attracting and hiring the right people may be even more difficult. The first challenge facing employers is how to attract and select quality candidates given the sheer volume of job seekers using every means possible to be their resume in front of you.
Once you have hired them, the second challenge is how do you manage them? While there has been a lot of coverage on how employers are struggling with how to deal with the “millennials” – the latest generation to enter the workforce – there is also the challenge of how to manage them as well as others within the multigenerational workforce.
Join Mark Thompson of Clubjobs.ca, and McKinley Solutions to gain some insights on how identify the serious candidates that can bring value to your organization amount the mountains of those that don’t. In addition you will gain new perspective on the values and attitudes about work and life of the different generations as well as how to manage and motivate them.
In House Service Excel Training Ss 08 10 15
The “how-to’s” of developing a training program for your staff to meet your club’s needs. McKinley Solutions will provide you with the tools you need to ensure your team “hits the ground running” and consistently deliver results that are in line with your core values and standards for service excellence!
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OPGA Golf Operations Learning Program 2009 Opga
- 1. OPGA Golf Operations Trainee Program
- 2. Trainee Program Goals To provide learning opportunities for new golf operations staff that have demonstrated a passion for the job and desire to learn To provide more structure for the training and development of new golf operations staff McKinley Solutions Inc. © 2009
- 3. Trainee Program Objectives To provide golf pros with the skills, insight and tools to establish a successful training program. To support new golf operations staff - both young and old - in a structured learning program. McKinley Solutions Inc. © 2009
- 4. Why Develop an Golf Operations Trainee Program? A structured learning is a way to better engage new staff Better trained staff with improve customer service and provide more flexible and effective staffing options. McKinley Solutions Inc. © 2009
- 5. Clubs Benefit An environment that fosters personal and professional growth Identification, development and engagement of new operations staff Sharing & leveraging strategic knowledge and skill throughout the club McKinley Solutions Inc. © 2009
- 6. Trainees Benefit Positive and constructive feedback on personal learning & development areas Accelerated training Increased self-awareness and self-discipline McKinley Solutions Inc. © 2009
- 7. Pros Benefit Structured method to share ideas, try new skills and take risks Identification of opportunities to enhance personal contribution to better service and revenue for the club McKinley Solutions Inc. © 2009
- 8. Where do I go from here? McKinley Solutions Inc. © 2009
- 9. Training Workshop Manual McKinley Solutions Inc. © 2009
- 10. Workbook Highlights • Personal reflection doc • Planning the meetings • Topics to discuss • Giving Feedback McKinley Solutions Inc. © 2009
- 11. Workbook Highlights • Sample trainee reflection doc • Sample learning plan • Learning program log • Meeting log and action plan McKinley Solutions Inc. © 2009
- 12. Training Program McKinley Solutions Inc. © 2009
- 13. Mark R. Thompson w: www.clubjobs.ca w: www.mckinleysolutions.com e: mark@clubjobs.ca t: 866-604-6823 X222 www.slideshare.net/clubjobs www.twitter.com/clubjobs www.delicious.com/clubjobs.ca www.flickr.com/photos/clubjobs.ca www.linkedin.com/in/markrthompson McKinley Solutions Inc. © 2009