Training….what can I do?

Replies to This Discussion

Permalink Reply by Stoligirl on April 4, 2008 at 10:23pm

Hi Andy

I'm new to FohBoh and passionate about training. I'm not sure if I would strive for training to be 'perfect' though. It's through the imperfections that we apply those lessons learned, and in the people business, that's the kind of training that challenges us to become leaders. Consider how much we learn from those whose leadership style we dislike the most. Sadly, it happens often. The AD that focuses only on numbers, the KM with the short fuse, the GM that seeks refuge in the office, rather than on Expo, or the Service Manager that avoids table visits...You know the scenarios. Trainers fail when they no longer hold themselves accountable to the same standards they are supposed to be adhering to.

As for the good trainers, it's not enough to follow the training program that is in place. They must understand how to use it as a guideline, and connect with the trainee individually. A good trainer is constantly learning from new associates, and hopefully applying lessons learned along the way. For instance, if the first trainee had their hands in their pockets on day four, and the next trainee has their hands in their pockets on day two, hopefully by the third trainee, they will have that talk about expectations and non-verbal body language before they grill their first item, or greet the first guest.

The kind of training I would like to see is always from the guest's perspective. We make it the same way every time, for the guest. We clean it this way every time, for the guest. We answer the phone with a smile, quote accurate wait times, garnish our drinks, package To Go items correctly,,,,FOR THE GUEST. Operationally consistent, but understanding the role of empowering our associates to develop themselves. They have an opportunity to make a connection with each one of our guests, which is why we should treat our associates with the same respect as we treat our guests.

Permalink Reply by Tracy Redmond on April 5, 2008 at 1:55pm

First, I've accepted the fact that it is never going to be "perfect". Training is and should be an ongoing process for the trainee and trainer and that's why I love it and continuously developing myself and others! I know that one of my faults is to see and focus on the 20 things that are going wrong or should be better instead of the hundreds of things that are going right. I'm against silent approval of the opportunities but have learned that it is crucial to celebrate the positives so that situations aren't seen in a purely negative light which is hard to get out from under.
Second, I agree with you about the importance of the definitions or expectations being clear but people are not always given the tools or coaching in order to achieve them and then there isn't always the accountability if they don't.
I've also been able to get a lot more buy in now that I relate the importance of training procedures to the bottom line.

Permalink Reply by Amanda Vroom on April 11, 2008 at 7:18am

Training is job security in my world! Without the inconsistecies, issues, and questions, I wouldn't be gainfully employeed or sometimes seen as a hero for knowing the answer.

Training is the age old battle..do it well, change it, improve it, and do it all over again the next day. We are constantly struggling to educate our trainers on ways to execute the program, use the tools, and educate their peers. Has anyone considered another thought...maybe theprogram is good, but not good enough....we have!

I am currently looking to add supplemental materials to our currently hourly associate training so we are able to sucessfully train topics like:
KDS
NPS
Mystery Shops
Food Safety

Our goal is that with the supplemental materials that we are going to intergrate into the training that our new associates will be more knowledgable, come out of training with a higher learning curve, and our TEAM will be stronger, not weaker for the new associates working the shift.

I wonder if the field will see this as an improvement, a hassle, or totally just ignore our efforts. This ties into the gen y thing a little.... traditional methods of training aren't practical anymore. If they were, our company would still be doing 'blue books' for FOH or BOH.

Permalink Reply by Ben Edtl on July 10, 2008 at 6:00pm

Not a bad question Andy.

I think training is a combination of communicating information and coaching. Training a front or back house employee isn't rocket science. My opinion is that most of the 'training' problems that occur (high cost, missed sales, time & effort, letdowns like turnover, etc.) relate to poor communication of training information. Training information defined as product, policy and procedure information.

That's the bulk of the training process - getting your staff to understand those three, very important things. I bet that most of us are pretty good coaches, there's just so much information that has to be absorbed by the employee. And inconsistencies happen when people get information from other people (especially co-workers) who have discovered their own way of doing things. Freedom of expression is critical in the hospitality business, but not in every instance.

Permalink Reply by Paul Paz on July 10, 2008 at 9:55pm

One dilemma is not paying a premium to those that train. In most other industries, being elevated to a trainer status includes a notable reward in remuneration.

My experience over the years has enjoyed restaurant trainer perks that might include a free shift meal, $2 more per hour WHEN TRAINING and as little as 50-cents more per hour while training with no free meals.

I find it demeaning that an employer would entrust me to elevate a new hired staff members sales by many thousands of dollars and only find 50-cents worth of value in sharing my skills with a junior member. Moreover, a free meal: I can often get that as a shift-leader or diving into "waiter-bait" (aka dead food).

Owners often say, “If you don’t train you don’t get the better shifts!” So you take a person who has no desire to train (or the skills) and hold them hostage with their work schedule! That just sours a good employee and chases them into the eager arms of your competition who would love to have their service-sales skills adding to their bottom line… without making them train any one.

Paul www.WaitersWorld.com

Permalink Reply by Robert Lile on July 10, 2008 at 10:38pm

Your are right! Trainers have to want to train. They have to have the ability to do the training. I would not be a trainer if it did not reward me so well. It makes me want to do the job and give it everything I have got and make we want to continue to learn so I can continue to earn.

If the trainers are not compensated well, why would they want to do it. I really enjoy my job but lets be real. Money makes the hours, the headaches, the weeks on the road away from home and family worth it.

Rob

Permalink Reply by Robert Lile on July 10, 2008 at 10:23pm

Great Topic!

I like the definitions you have found. As a trainer myself and opening stores all over the US and Canada I understand what you are talking about. It is more than just the training content but the trainer. You have to have a positive attitude, lots of patience and the ability to explain every aspect from not just "what" they have to do but "why" you want them to do it that way. When a new hire understands the "what" and the "why" they will execute the "what" faster and accurately and not question the "why" later.

The training aspect of any company must involve everyone from the top level CEO down to the trainer. Everyone must execute the companies ideals the same way and reinforce that training long after. When everyone does this your work flow is the same at every location. Your company will produce its product and build a business on that reputation.

As a trainer I am told that "I" represent what my company stands for. I am responsible for every single detail down to every ingredient on every product we produce. It has to be that way and I have the backing from all upper level management to impart our "way" to all trainees however it needs to be done. The trainee has the responsibility to acquire that knowledge and execute it.

One thing that I have found is that the ability to talk to trainees in their language, not meaning a foreign language but at the level they understand. You can't use a bunch of 15 letter words to someone who may only have a 10th grade education and you also don't want to talk down to them like you think they are stupid or something. That will just offend them. You have to get the know them. understand what their background in the field is. Observe there skills in action and work with that to build their knowledge up. I also find you have to make it fun, make it so they will be enthusiastic about the task at hand.

If you wanted to tell the boss what you think, then do it. Write a proposal and set an appointment to discuss your thoughts. Any good manager will make the time and listen. If you think that training is poorly executed, write a training manual if it does not exist. If it does exist, is it being used? Is it up to date? These are questions you should be asking.

In closing if you see something that needs improvement, take action, even if you are not the one responsible. This will show your team mates that you care and your boss will see your intentions are to improve your company. I hope some of this will help you in your goal!

Rob

Permalink Reply by Mark D. Dion on July 12, 2008 at 6:07pm

Andy this is what I’d lay out to my boss:

While there is no perfect model for training it’s the trainer’s responsibility to communicate and receive feedback from the trainee’s to determine the level of competencies retained. That’s called transfer of learning.

Transfer of learning (TL) is a trainer’s benchmark for excellence. TL mandates are: on-the-job application; from all stakeholders; with specific strategies implemented before, during and after the training. To obtain TL for your participants there are key strategies that have to be in place.

The key strategies can be summarized by their processes.
• Performance Improvement
• Instructional Design
• Implementation based on learning style
• Implemented by qualified trainers
• Evaluation for Total Learning
• Assessment of Implementation

The first three key strategies are implemented before the training. The fourth strategy takes place during the training and the final two after the training.

There are equivalencies within the first two strategies and these are expressed in the following table:

Performance Improvement Process (PI)............................................................Instructional Design Process (ID)
• Obtain and maintain stakeholder agreement
• Consider the institutional context (Who is the recipient?)
• Conduct a performance needs assessment
(Desired performance vs. actual performance
identifies the gaps)..............................................................................................................Analysis
Find root causes (The 5 Whys?)
Select interventions.............................................................................................................Design
................................................................................................................................................Development
Implement interventions....................................................................................................Implementation
Monitor and evaluate performance..................................................................................Evaluation

From these two processes an implementation of training should be compiled in the form of: a master reference manual; participant guide (syllabus, schedule, pre-test, exercises, performance checklists); trainer guide (outline, lesson plans, post-test, answers, training exercises, checklists, evaluation tools) supporting audiovisuals (PowerPoint presentations, posters, training aids, flip charts suggestions); simulations (role play, games, illustrations, etc.) All of this should be authored using a variety of learning approaches to meet differing styles of learning. (For learning styles adopt one model, either: Kolb, Rose, MBTI or DISC.)

Implementation by qualified trainers is the linchpin of the process. Qualified trainers are “grown” through a structured development process with clear criteria (e.g. trainers who do one-on-one, advanced trainers who are certified to do storewide training and master trainers who train the advanced trainers.) To do this well you need to develop supporting materials: crew trainer and train-the-trainer courses. This must be coupled with Johari (a.k.a. 360°) window feedback. For continuing success and improvement of the training cycle there must be opportunities for the trainer to conduct training while being observed, coached and provided meaningful feedback. That means the master trainers peer review each other. Master trainers coach advanced trainers, advanced trainers coach trainers.

The last strategy is often the most ignored, gaining participant feedback and applying it to the performance improvement/instructional design process. Kilpatrick’s four-level evaluation model still stands as the best practice. Implement the model by gathering anonymous, in-situ, and supervisory feedback. Apply the feedback where appropriate. Feedback is the golden nugget of the process, not to use it is fools gold.

Permalink Reply by Robert Lile on July 13, 2008 at 2:50pm

Can you specify your response? I am interested in what you think.

Permalink Reply by Bryan Corum on July 14, 2008 at 11:48am

I agree with Jeffrey that effective execution is dependent on leadership, but you can build a 'Coaching Culture' that encourages informal leadership and in fact every organization has that; the question becomes 'Is this informal leadership taking your people in the direction they need for Customer and Employee Retention?' You must have buy-in from a majority of your Team Members or a 'Coaching Culture' is not happening. My experience is that it really starts with a good hiring decision. We all know how much easier Training and Coaching become with a 'good' hire vs. a 'not-so-good' hire. Below is a bit of a Training piece that I use to differentiate Training and Coaching and to help with buy-in from both formal and informal Trainers. I think it is relevant to this discussion.

Training – To Make Proficient with specialized instruction and practice.
Coaching – Helping people to achieve their goals through encouragement, questions, and focused listening.
Trainer – teaches actively; tells, shows, advises.
Coach – supports, observes and facilitates from a distance.
Training teaches skills.
Coaching offers direction to someone who has the skills.
A Trainer is responsible for others learning.
A Coach transfers that responsibility to the learner.
A Trainer will give answers.
A Coach will give encouragement and ask questions to help someone find their own answers.
A Trainer informs.
A Coach inspires.

As you see, there is a difference between Training & Coaching. Training must take place first for Coaching to be effective and Coaching must take place for Training to be effective.

Training without Coaching = Dependence
Coaching without Training = Inspired Chaos
Training + Coaching = Competence and Trust

Permalink Reply by Mark D. Dion on July 15, 2008 at 12:35pm

Bryan, great job on delineating the difference between a coach and trainer. Training concerns the "nuts and bolts" of business, while coaching mentors independence and finesse.

As for the quality of talent, isn't a training module on coaching worth the time invested in the MIT grooming phase before you let them loose on the floor alone?

Is anyone using a peer review system for coaching with success?

One last question: Has anyone out here used Hersey's or Blanchard's Situational Leader model and applied it to coaching? If so I'd like to hear from you.

Permalink Reply by Bryan Corum on July 15, 2008 at 11:17pm

Hi Mark,

My experience is that (whether true or not) most front line management personnel perceive a greater sense of urgency towards task orientation than leadership analysis. I have tried simply identifying key strengths using a program similar to the Situational Leadership you refer to, just to bring management attention to the fact that you will communicate differently with different people and encourage that on-the-run adaptation. With much repetition it did seem to make a difference as people at least started recognizing the need for adaptation, but based on the individual Team Members strengths and temperament traits, more so than the specific situation.

I realize that in some ways the term 'situational leadership' is a misnomer as it also encourages differentiating competence and commitment by individual, but for most Customer Service oriented food and beverage operations the complexities within the model are a turn-off. My suggestion for front line management has always been to MAKE A GOOD HIRE FIRST and then don't overanalyze; (most won't or don't take the time to do that anyway). Keep it fairly simple by recognizing each individuals basic communication style and adapting your leadership style to fit that. This may seem simplistic, but with the pace of the business and the consistent turnover I have had better success with this basic approach than with models and analysis perceived as too complex.

I know I'm on a soapbox and I apologize but as I said before, the training module on 'Training and Coaching' (which I included a piece of in previous reply) is an effective yet basic introduction to some of these other ideas we are talking about. I promise my next reply will be shorter.

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