copyright © 2008 by john wiley & sons, inc. all rights reserved chapter 11 training to...

Copyright © 2008 by John Wiley Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved& Sons, Inc. All rights reserved

CHAPTER 11CHAPTER 11

Training to Performance Training to Performance StandardsStandards


INTRODUCTIONINTRODUCTION

If you go to a good hotel and ask for If you go to a good hotel and ask for something, you get it. If you go to a great something, you get it. If you go to a great hotel, you don’t even have to ask.hotel, you don’t even have to ask.

- - John Collins, Human Resources DirectorJohn Collins, Human Resources Director The Ritz-Carlton Boston Common The Ritz-Carlton Boston Common


TALES FROM THE FIELDTALES FROM THE FIELDIn the weeds…In the weeds…

If a business promotion attracts a large response If a business promotion attracts a large response that the business cannot handle, what is the that the business cannot handle, what is the outcome?outcome?

How effective is advertising and promotion How effective is advertising and promotion compared to a hospitality operation’s ability to compared to a hospitality operation’s ability to “execute”?“execute”?

Is word-of-mouth advertising more effective than Is word-of-mouth advertising more effective than more traditional media outlets, or does there more traditional media outlets, or does there need to be a proper balance between the two?need to be a proper balance between the two?


CHAPTER OVERVIEWCHAPTER OVERVIEW

Training and Training and developmentdevelopment

Benefits of trainingBenefits of training Needs assessmentNeeds assessment Performance Performance

standardsstandards Performance Performance

management cyclemanagement cycle

Performance Performance standardsstandards

Five learning Five learning principlesprinciples

Selecting a training Selecting a training methodmethod

On-the-job and off-On-the-job and off-the-job trainingthe-job training

Evaluating trainingEvaluating training


TRAINING AND DEVELOPMENTTRAINING AND DEVELOPMENT

TRAININGTRAINING: helps : helps employees do their employees do their current jobs more current jobs more effectivelyeffectively

DEVELOPMENTDEVELOPMENT: : helps employees gain helps employees gain knowledge and skills to knowledge and skills to help prepare them to help prepare them to handle handle futurefuture responsibilitiesresponsibilities


THE ULTIMATE GOAL…THE ULTIMATE GOAL…

of of trainingtraining is to focus on an employee’s is to focus on an employee’s present job duties, while present job duties, while development development focuses on the employee’s potential future focuses on the employee’s potential future advancement within the companyadvancement within the company


TRAINING BENEFITS THE TRAINING BENEFITS THE EMPLOYEEEMPLOYEE

Increased job Increased job satisfaction and satisfaction and recognitionrecognition

Moves the employee Moves the employee closer to personal closer to personal goalsgoals

Encourages self-Encourages self-development and self-development and self-confidenceconfidence

Helps the employee Helps the employee become an effective become an effective problem solverproblem solver

Allows employees to Allows employees to become productive become productive more quicklymore quickly

Sustains a positive Sustains a positive attitude toward attitude toward customer servicecustomer service


TRAINING BENEFITS TRAINING BENEFITS MANAGEMENTMANAGEMENT

Improves Improves communication communication between managers between managers and employeesand employees

Improves morale and Improves morale and builds cohesivenessbuilds cohesiveness

Aids in evaluating Aids in evaluating employee employee performanceperformance

Makes policies and Makes policies and procedures viableprocedures viable

Aids in sustaining Aids in sustaining systems and systems and standardsstandards

Helps identify Helps identify employees for employees for promotion or transferpromotion or transfer


TRAINING BENEFITS THE HOSPITALITY TRAINING BENEFITS THE HOSPITALITY ORGANIZATIONORGANIZATION

Leads to improved Leads to improved profitabilityprofitability

Reduces accidents Reduces accidents and safety violationsand safety violations

Helps create a Helps create a positive corporate positive corporate imageimage

Aids in organizational Aids in organizational developmentdevelopment

Helps employees Helps employees adjust to changeadjust to change

Reduces costly Reduces costly employee turnoveremployee turnover


PERFORMANCE MANAGEMENT CYCLEPERFORMANCE MANAGEMENT CYCLE

An ongoing, continuous An ongoing, continuous process of communicating process of communicating and clarifying job and clarifying job responsibilities, priorities, responsibilities, priorities, and performance and performance expectations…expectations…


PERFORMANCE STANDARDSPERFORMANCE STANDARDS

Effective job performance standards serve Effective job performance standards serve two important functions:two important functions:

1) they become targets for employee 1) they become targets for employee efforts, and efforts, and

2) they are the criteria against which job2) they are the criteria against which job success is measured success is measured

For hospitality managers and supervisors, they are indispensableFor hospitality managers and supervisors, they are indispensable


WHAT? HOW? TO WHAT STANDARD?WHAT? HOW? TO WHAT STANDARD?

Effective performance standards must beEffective performance standards must be SpecificSpecific

ObservableObservableMeaningfulMeaningfulMeasurableMeasurable

Some hospitality operation’s job descriptions break each task to be performed down into a performance standard: the what, how, and to what standard eachtask within the job description is to be accomplished

Performance standards are often stated in terms of quality, quantity, timeliness, or cost…


PERFORMANCE STANDARD PERFORMANCE STANDARD EXAMPLEEXAMPLE

Activity:Activity: ANSWER incoming calls ANSWER incoming calls

Performance Standard:Performance Standard: Performance will be Performance will be satisfactory when: satisfactory when:

Telephone is answered in three or fewer rings; employee Telephone is answered in three or fewer rings; employee has a smile on his or her face, and employee uses has a smile on his or her face, and employee uses appropriate address such as “sir” and “ma’am.” appropriate address such as “sir” and “ma’am.”

Employee does not leave callers on hold for longer than Employee does not leave callers on hold for longer than 30 seconds without acknowledging they are still waiting 30 seconds without acknowledging they are still waiting

Information provided to callers is correct and complete Information provided to callers is correct and complete Customer complaints do not exceed 2 per annual rating Customer complaints do not exceed 2 per annual rating

period period


MEASURABLE STANDARDSMEASURABLE STANDARDS

Provide for a Provide for a rangerange of of acceptable performance acceptable performance

There should be several There should be several

levels of performance so levels of performance so that excellent performers that excellent performers can be differentiated from can be differentiated from satisfactory performers, satisfactory performers, poor performers, and so poor performers, and so forthforth


SETTING A RANGE OF SETTING A RANGE OF BEHAVIORSBEHAVIORS

Some organizations may choose to set a range Some organizations may choose to set a range of behaviors as follows:of behaviors as follows:

Excellent performanceExcellent performance: Answered in 1 ring or less: Answered in 1 ring or less Good performanceGood performance: Answered in 1 to 2 rings: Answered in 1 to 2 rings Satisfactory performanceSatisfactory performance: Answered in 2 to 3 rings: Answered in 2 to 3 rings Marginal performanceMarginal performance: Answered in 4 to 5 rings: Answered in 4 to 5 rings Poor performancePoor performance: Answered in 5 or more rings: Answered in 5 or more rings


NEEDS ASSESSMENTNEEDS ASSESSMENT

Conducting a needs assessment helps to diagnose Conducting a needs assessment helps to diagnose current and future challenges that the organization current and future challenges that the organization might face, and then it helps to determine ways to meet might face, and then it helps to determine ways to meet those challenges through training and development those challenges through training and development

An important step because it ensures that money An important step because it ensures that money devoted to training and development produces the devoted to training and development produces the desired resultsdesired results


FACING CHALLENGESFACING CHALLENGES

INTERNAL INTERNAL challengeschallenges may may include learning to include learning to operate new operate new equipment, or equipment, or learning a newer and learning a newer and more productive way more productive way to accomplish a taskto accomplish a task

EXTERNAL EXTERNAL challengeschallenges often often result when new result when new federal, state, or local federal, state, or local laws and ordinances laws and ordinances are enacted and thus are enacted and thus force the operator to force the operator to conduct business conduct business differentlydifferently

Hospitality organizations face both internal and external challenges


APPROACHES TO NEEDS ASSESSMENTAPPROACHES TO NEEDS ASSESSMENT

ObservationObservation Task identificationTask identification Employee surveysEmployee surveys Exit interviewsExit interviews

Needs assessment is not only a valid diagnostic tool that helps a company to identify training needs, it also helps to reveal shortcomings that can be traced to other management activities like ineffective job placement, ineffective orientation programs, or ineffective recruiting


FIVE LEARNING PRINCIPLESFIVE LEARNING PRINCIPLES

1) Repetition1) Repetition

2) Participation2) Participation

3) Relevance3) Relevance

4) Transference4) Transference

5) Feedback5) Feedback


FACTORS TO CONSIDER WHEN FACTORS TO CONSIDER WHEN CHOOSING A TRAINING METHODCHOOSING A TRAINING METHOD

Cost-effectivenessCost-effectiveness Desired training contentDesired training content FacilityFacility Trainee and trainer preferencesTrainee and trainer preferences Learning principlesLearning principles

With annual revenue of $1.2 billion, and more than 112 restaurants and27,000 employees nationwide, the Cheesecake Factory spends an averageof $2,000 on training per hourly worker each year

Workforce Management, April 24, 2006, p. 1, 22-29


TRAINING METHODSTRAINING METHODS

On-the-job training On-the-job training (OJT) and job rotation (OJT) and job rotation are delivered directly are delivered directly to the employee while to the employee while on the jobon the job

Off-the-job training Off-the-job training methods include methods include lectures, video lectures, video presentations, presentations, computer-based computer-based training, role-playing, training, role-playing, case studies, case studies, simulation exercises, simulation exercises, and self-studyand self-study


METHODS Repetition Participation Relevance Transference Feedback

ON-THE-JOBOJTCross TrainingInternships

YesSometimes Sometimes

Yes Yes Yes

Yes Yes Yes

YesSometimesSometimes

Sometimes NoSometimes

OFF-THE-JOBLectureVideoE-LearningRole playingCase StudySelf-study

No No YesSometimesSometimes Yes

No NoSometimes Yes Yes Yes

No No YesSometimesSometimesSometimes

Sometimes YesSometimes NoSometimesSometimes

No NoSometimesSometimesSometimesSometimes

DIFFERENT TRAINING TECHNIQUES UTILIZE VARIOUS LEARNING PRINCIPLES


EVALUATE TRAININGEVALUATE TRAINING

The reactions of the trainee: fill out an The reactions of the trainee: fill out an evaluation formevaluation form

The knowledge or learning acquired through the The knowledge or learning acquired through the training process: give a pre- and a post-testtraining process: give a pre- and a post-test

Changes in employee behavior as a result of Changes in employee behavior as a result of training training

Measurable results or improvements in the Measurable results or improvements in the individuals or the hospitality business overall: individuals or the hospitality business overall: examples include lowered turnover, fewer guest examples include lowered turnover, fewer guest complaints, fewer accidentscomplaints, fewer accidents


SUMMARYSUMMARY

Training and Training and developmentdevelopment

Benefits of trainingBenefits of training Needs assessmentNeeds assessment Performance Performance

standardsstandards Performance Performance

management cyclemanagement cycle

Performance Performance standardsstandards

Five learning Five learning principlesprinciples

Selecting a training Selecting a training methodmethod

On-the-job and off-On-the-job and off-the-job trainingthe-job training

Evaluating trainingEvaluating training

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