Training Never Ends

Training Never Ends

            While I attended college, pursuing my Master’s degree, I taught undergraduates in the hospitality program in primarily freshman and sophomore level courses.  Infrequently I had the opportunity to teach a management course where I would entertain feedback from the upper classmen who were rapidly becoming “experts” in their field.  During the give-and-take of these exchanges one student offered a statement regarding how they looked forward to graduation when they could go to the job and “never have to crack another book”, just work.

            I asked the remainder of the class what their expectations were of the next step in their food service management careers and many, not all, shared the same sentiment of “schools out forever”.  I took a moment for everyone to relax and take a deep breath before I asked them what their expectations of their first day on the job would entail.  They all understood a position in a new company would include some level of training.  I asked in what format you expect that training to exist, to which some replied on-the-job or trail a manager.

            The answer I was pushing for was they could expect to be given some type of “training manual” which is of course a textbook by another name.  As students we understand the tools of education (or training); however, as young adults we might expect no more books when we proceed to the working world and certainly no further education (or training).  The fact remains that in any profession there is an expectation those professionals will continue to “refresh” their learnings and perhaps seek continuing education opportunities to advance.

            So this brings us to the main point of this entry and the title sums it up nicely, training never ends.  Even attentive, hard-working staff need a quick update on the best practices of their position regardless of front or back of the house status.  We developed a sales and service training program for a client which produced a training manual, video, live staff performance evaluations and testing materials to support the entire front of house personnel.  Previously the operator would offer “on the job” and “trail an employee” style training which we know depends upon the skill set and the attitude of the person performing the training.

            Our recommendation was to create a sales and service training program based upon the desired outcomes of ownership and management.  Since a rise in both sales and service were the main objectives we suggested to use a “create the standard, train to the standard, evaluate and re-train” model.  The entire program was developed to occupy the space of a two-week period from first day on the job to the new staff taking their first written exam.  The service staff were given a “live” performance evaluation by a member of management on a rotating basis every 180 days with a review on their hiring anniversary.

            The reasons this program was important to the operator included reducing staff turnover, creating and maintaining an attitude of client service, increasing sales and how to handle customer conflict and offer resolution practices.  The program was initiated during the late summer and early fall and while it’s too early to tell regarding all of the program aspects our client reports a record sales period during their year-ending holiday season sales period.  Even if they hadn’t eclipsed a sales goal they would have still profited from the new level of service and a lower turnover rate, if you are interested in how we can assist you in your operational challenges contact us for a complimentary meeting.