tartisan onboarding and leadership development programme

Executive Summary

Tartisan is now a key player in the food and beverage sector with evident success in the artisan and

specialist food segment. The Tartisan experience is a unique one, both in terms of the suppliers it

deals with and the customers in serves. Moreover, the employees who deliver and facilitate this

unique experience are vital components of Tartisan past, current and future success. As a SME,

Tartisan is not unusual in not having a dedicated learning and development specialist until now. Many

SME’s lack the resources to commit to L&D. This often leads to unstructured informal training

initiatives that fail to align strategically with the organisational objectives. Without appropriately

directed continuous learning strategies at both the organisation level and the individual level

organisations will rapidly fall behind1 (). Tartisan’s strategic objectives are to expand and be

visionary, address the trend towards premiumisation of coffee and the third wave of coffee house

experience. This growth and expansion results in immediate and ongoing learning needs. These can

be best addressed through an evidence based systematically designed L&D Strategy. The proposed

L&D activities are strong aligned to Tartisan’s strategic objectives – these are timely as Ireland is

primed for Baristas of this calibre hosting the World Coffee Champions in 2016.

Tartisan philosophy on L&D is learner focused, experiential and informed by tenants of learning

theory. Learning outcomes have a high emphasis on developing human capital to achieve

organisational goals. Herein, specific attention is given to the competencies required for a Tartisan

Barista of first class standard, to deliver the first class Tartisan experience. A complete Tartisan

Barista Onboarding Programme.’ is outlined. A competency model detailing the competencies

required to become a ‘Tartisan Barista of Brilliance,’ with subsequent learning outcomes and

programme content is proposed. The ‘Tartisan Coffee Been Competency Model forms the kernel of

this programme. Methods of evaluating the onboarding program are confirmed with a view to

ensuring Return on Investment (ROI) and Return on Expectations (ROE) for Tartisan as a result of the

programme. Tentative ideas for the design of a Tartisan Management Development Programme are

proposed informed by a well-researched and actively used competency model for the food and

beverage sector in the US. Tartisan could become the first of its service type to endorse such a

complete competency framework here, modified for the Irish context and Tartisan needs. Examples of

learning outcomes are included.

This proposal highlights not only the potential but the evidenced value that L&D can provide, in both

human capital and significant competitive advantage, to address present needs but also emergent

strategic need in the future.

Table of Contents1 McCracken and Garavan (2015)

2

Executive Summary...................................................................................................................3

Introduction................................................................................................................................5

Section 1 – Learning and Development Strategy.......................................................................5

Value of Learning and Development.....................................................................................5

Philosophy on Learning & Development...............................................................................8

Section 2 - Tartisan Barista Onboarding Programmeme.........................................................10

Why use an onboarding programme?...................................................................................10

‘Coffee Bean’ Competency Model for Tartisan Baristas.....................................................11

Learning Outcomes for the Barista Onboarding Programme...............................................13

Overview of Content of Tartisan Barista Onboarding Programme Week 1 and 2...............24

Evaluation of Onboarding Strategy......................................................................................26

Section 3 - Management Development Programme Suggestions............................................27

Sample Learning Outcomes for Management Development Programme............................31

Conclusion................................................................................................................................32

Recommendations....................................................................................................................32

References................................................................................................................................33

Appendices...............................................................................................................................35

Appendix 1...........................................................................................................................35

3

IntroductionLearning is a relatively permanent change in behaviour brought about by practice or experience2. The

following proposed Learning and Development Strategy for Tartisan outlines how such learning can

improve individual and organisational performance by developing employee capability for sustainable

success3. An evidence based, systematically developed Learning and Development Strategy is

proposed. This can be clearly evaluated in terms of Return on Investment (RoI) and Return on

Expectations (RoE). Specifically, the value of Learning and Development to Tartisan in terms of

reaching its strategic objectives, and the philosophy of Learning and Development that may be

appropriate for Tartisan to adopt will be considered. An outline of an onboarding programme me for

the newly hired Baristas will be proposed for future discussion. A proposed management development

framework will be outlined, inclusive of management competencies appropriate to Tartisan and a

possible development framework. Management competencies have proven a vital variable in

organisations successfully achieving their objectives. Moreover, many of Tartisan’s competitors

promote themselves based on the Learning and Development opportunities they provide to their staff,

including Donnybrook Fair and WholeWheat Foods. In its entirety, the overall value of Learning and

Development to Tartisan will be outlined. A proposed future for this function will be strongly aligned

with the organisational strategy to ensure that Tartisan can deliver and expand the ‘Tartisan

experience’

Section 1 – Learning and Development StrategyValue of Learning and Development Tartisan’s established strategic direction involves4 huge change and substantial challenges for the

organisation. This will result in significant learning needs. The ‘Tartisan Learning and Development

Strategy’ articulates the workforce capabilities, skills and competencies required to successfully

achieve the organisation’s strategic goals. It also outlines how these can be developed, to ensure that

future growth is sustainable and that Tartisan’s organisational strategy is successful5.

Having considered the organisation, the industry and the macro environment, Tartisan operates in a

relatively stable environment. According to the Central Statistics Office, personal consumption in

2015 rose by 3.5%. In particular, spending for the Coffee Shops and Cafés segment for the Island of

Ireland is forecast to grow by 2.5% annually and will reach €371 million by 2018. Growth of 2.0% is

forecast for the Republic of Ireland and 1.9% for Northern Ireland 6. The expansion’s ‘classical’7

strategy aims to position Tartisan in markets where they can develop advantage of this growth. 2 Lachman, S. J. (1997)3 CIPD (2015)4 7 new stores, 5 more planned, the addition of in-house coffee and tea dock and new food options and expansion to the UK within 18 months5 CIPD, 20156 Bord Bia Irish Food Service Channel Report, 20147 Reeves, Haanaes and Sinha, 2015

4

Tartisan’s advantage is based on differentiation and superior capabilities in terms of customer service.

Consumers need to connect with artisan food and while an organisation’s tradition can be a strong

selling point, effective communication with the consumer on the unique characteristics of the products

is essential8. Both the specialist and artisan food sector is characterised by premium products,

commanding a premium price. Therefore, success in this tapping into this required connection could

be a source of significant and sustainable competitive advantage for Tartisan. With 37 new Tartisan

Baristas joining and further expansion on the horizon, differentiation necessitates offering customers

an overall experience that is sufficiently valuable and distinctive, uniquely and valuable addressing a

specific customer preference, a niche segment –‘The Tartisan Experience.’

The ‘visionary’9 strategy of beating the trend towards the ‘Premiumisation’ and the ‘third wave’ of

coffee is timely. Tartisan envisage that this trend is on the rise, recognising the mushrooming of ‘third

wave’ coffee outlets in Dublin and elsewhere. Such outlets keep with Tartisan principles of first class

customer service characterised by ‘a certain traditionalism, wide-smiled hospitality, locally sourced

food, an emphasis on sociality and community’10 . ‘Premiumisation’ of coffee within the Coffee Shop

and Café Segment is driven by higher consumer awareness of different brewing techniques, such as

filter and French press11. Furthermore, Teagasc12 has specifically highlighted beverages as a product

opportunity for the artisan food sector. Ireland is currently primed to receive highly skilled baristas, as

it hosts the Coffee Association of Europe World Championships’ in Dublin in 2016. Tartisan needs to

build its capacity and capabilities to address these trends and make the Tartisan vision a reality.

Figure 1 Key Trends in Coffee Shop and Cafe Segment

8 Hinchion, M. (2014)9 Reeves et al, 201510 Gray, D. 201411 Bord Bia Irish Food Service Channel Report, 201412 Hinchion, M. (2014)

5

For Tartisan to deliver on its strategy it requires a skilled workforce that can operationalise it. There is

a need to emphasise the organisation’s strongest corporate resource - its people and their long term

effectiveness13. In keeping with the definition of artisan, Tartisan provides local and international

products that are unique, with a distinct taste and flavour, giving the organisation its own persona14.

This unique persona is the embodiment of Tartisan, its suppliers and its customers. Delivering a

unique first class customer service and experience across the business requires employees that deliver

superior customer service. Learning and Development can provide Human Capital capable of

delivering first class customer service within this environment. Tartisan staff and ‘The Tartisan

experience’ should be hard to replicate (inimitable, non-substitutional) meaningfully differentiated

(rare) and relevant to customers (valuable)15. Moreover, Learning and Development can benefit the

organisation as a whole in terms of improved organisational performance, (profitability, effectiveness,

operating revenue per employee), as well as other outcomes that relate directly (improved quality) and

indirectly (employee turnover) to Tartisan’s overall performance16. Benefits of training for individuals

and team ‘including tactic skills technical skills, self-management) or indirectly (communication,

planning and task coordination) have also been evidenced.

Philosophy on Learning & Development Tartisan’s Learning and Development strategy is designed to meet learning needs due to specific new

situations, Tartisan’s strategic expansion and its new employees. The Strategy is first and foremost

evidence based. ‘Evidence-based HRD in this context is ‘ the conscientious, explicit and judicious use

of current best evidence in making decisions about the development of individuals, groups and

organizations, integrating individual HRD practitioner expertise with the best available external

13 (Schein, 1965)14 Hinchion, M. (2014)15 Reeves et al (2015)16 Aguinis and Kraiger (2009)

6

evidence derived from systematic research’17. It is a rational staged and ongoing process18 involving

ongoing collaboration with multiple stakeholders committed to its implementation. The proactive

drivers of this strategy are the strategic objectives outlined. Moreover, in linking the learning strategy

to the overall corporate strategy additional learning needs which are inevitable can be addressed, if

and when other change occurs19. Learning needs will be identified on an ongoing basic with the

priority to ‘improve both employee and organisational capabilities through meeting the learning needs

of the organisation20 Learning is defined as a relatively permanent change in behaviour that occurs as

a result of experience.

This Learning is delivered through use of the Industry standard systematic Human Resource

Development (HRD) cycle (fig 2)

Figure 2 Systematic Human Resource Development Cycle

Design

In Tartisan training is purposeful, planned, organised, active and results orientated- through which an

individual is facilitated to master defined tasks or competencies for a definite purpose21. Learning

outcomes are established with the end in mind, are specific, measurable, attainable, and relevant and

time framed. This systematic approach can facilitate learning in line with strategic objectives, in line

with its mission, and evidenced with a clear Return on Investment to allow Tartisan to fully leverage

its strengths to the best opportunities. Industry standard stages of design are utilised (fig 3).

Learning events are learner focused yet also sufficient designed to meet the needs of the organisation.

Learning strategies are selected based on specific learning outcomes. Drawing from the theories of 17 Hamlin (2002), pp 96.18 Mayo 2004, Carbery, 201519 Garavan, 200720 McCarthy, 2015, pp 13521 Garavan, 2003

7

behaviourism, cognitivism and socioconstructivism, a mix of learning strategies will be applied, from

skills based, didactic learning, problem solving and content learning strategy. It will make ongoing

consideration of models of learning styles, the methods and approaches individuals use during the

learning process22 knowing that individuals vary in learning styles and preferences. Drawing on

VARK sensory learning styles and Honey and Mumford Learning Styles, a mix of visual, auditory,

reading, kinaesthetic, and thinker and doer type activities will be included. It will encompass a

tripartite view of human capital inclusive of knowledge related, skill related and attitudinal outcomes.

Figure 3 Stages of

HRD Design Process

A key principle of learning in Tartisan is that learning is best through experience. In this sense

Tartisan will endorse learning as a process allow learners to engage in all four of Kolb’s23 learning

cycle (pp 71). Furthermore, consideration will be made of the 70/20/10 model 24; 70 per cent of what

we learn comes from experience, 20 per cent comes from social learning, and 10 per cent comes from

taking courses. Tartisan are also cognisant of the full learning environment. Learning events are

framed with a Model of the Learning environment25. This fully considers both the Individual level

learning opportunities, facilitators and barriers and the organisational opportunities, facilitators and

barriers, for both learner and facilitators. Full consideration increases opportunity to acquire and

develop behaviours and memories, including skills knowledge and understanding.

Moreover, Tartisan L&D strategy considers implications for motivation. While the L&D strategy will

provide the skills and abilities, the AMO model26 also reminds us that training alone is not enough. An

individual’s ability to do their job is only one factor influencing their final performance. The other 22 Dowling –Hetherington (2015, pp 72)23 Kolb (1984)24 Lombardo and Eichinger (1996):25 McCarthy, J (2015)26 Applebaum (2015)

8

factors (motivation and opportunity) will mostly be influenced by management. The AMO model also

clarifies that a person’s motivation and opportunity to participate may be as important as their skills.

This has subsequent implications for the proposed Management Development programme.

This systematic and evidence based approach to learning will be sufficiently flexible to account for

changes in individual and organisational priorities and must be able to cope with emergent

opportunities and challenges27, to maintain competitive advantage for Tartisan now and in the future.

Section 2 - Tartisan Barista Onboarding ProgrammeWhy use an onboarding programme?The Chartered Institute of Personnel and Development28 describe onboarding, also known as

induction, as an activity that encompasses a new employees experience from first contact with an

organisation, to being hired, understanding how the organisation operates and consequently working

as highly productive employees. The onboarding process is essential in helping new employees adjust

to the social and performance aspects of their jobs as quickly as possible so that they can become

productive, contributing members of the organisation29. All staff, both full and part-time, need an

induction programme30.

The Tartisan Barista Onboarding Programme aims to firstly introduce new barista hires to the culture,

mission, and values of Tartisan. This culture is based around the values of fresh, locally sourced food

from the best suppliers; specialty local and international Artisan foods to nourish and satisfy our

Tartisan Customers; freshly baked delicious tarts and pastries; freshly ground specialist coffee beans

prepared to each Tartisan Customer’s taste, and Tartisan Employees- who have expert knowledge,

specialist skills and provide unprecedented customer service.

Onboarding programmes provide benefits for both employees and employers. For newly hired

Tartisan Baristas, the Tartisan Barista Onboarding Programme will introduce them to the rich history,

culture and values of Tartisan along with an opportunity to meet with senior management to be

welcomed to the Tartisan community of employees. On a more practical level, it will also allow them

a physical orientation of their new place of work and provide them with information on, for example,

payroll practices, health and safety practices and the essential training they will be undertaking to

become a Tartisan Barista. The Onboarding Programme will also provide an ‘organisational

orientation,’ showing employees where they fit into the Tartisan team, and how their role fits with the

organisation’s strategy and goals31. Essentially, the Tartisan Barista Onboarding Programme will also

27 Carbery, 2015, pg 49. 28 Chartered Institute of Personnel and Development, 2015. 29 Bauer, 2010, p.1 30 Chartered Institute of Personnel and Development, 201531 Chartered Institute of Personnel and Development, 2015

9

provide a socialisation opportunity for new employees. Socialisation of new hires allows them to

become ‘functional members of a collective’, learning together how the core values of Tartisan shape

the practices of its employees, and gaining an understanding of why practices are performed in

particular ways32.

The benefits of on boarding for Tartisan include increasing employee commitment and job

satisfaction, improving the person-job fit of the new baristas and, essentially, reducing turnover and

absenteeism6.

‘Coffee Bean’ Competency Model for Tartisan BaristasCompetencies outline behaviours, based on the knowledge, skills and attitudes (KSAs) required for

the role of a Tartisan Barista, which an employee needs to bring to their role in order to carry out that

role successfully33. The ‘Coffee Bean’ Competency Model for Tartisan Baristas combines the set of

competencies that, taken together, encompasses the total requirements for the role of a Tartisan

Barista. Competency models are now seen as an essential factor in achieving high organisational

performance as they offer an opportunity to assess and then review each individual’s capability and

potential8.

The ‘Coffee Bean’ Competency Model for Tartisan Baristas therefore makes reference to the seven

key competencies required to work as a Tartisan Barista under the umbrella of two key performance

indicators- ‘Intentional Excellence’ and ‘Exemplary Sectoral Knowledge.’

Under the umbrella of ‘Intentional Excellence’ four competencies are outlined:

• Dedication to Outstanding Customer Service• Superb Communication Skills• Team Player• Passion for Tartisan Mission and Values

Under the umbrella of ‘Exemplary Sectoral Knowledge’ a further three competencies are outlined:

• Excellence in Standards of Hygiene• Commitment to Continuous Learning• A Tartisan ‘Barista of Brilliance’

32 Antonacopoulou, & Güttel, 2010. 33 Donovan, 2015.

10

Intentional

Figure 3 Coffee Bean Competency Framework for Tartisan Barista

11

Exemplary Sector

Learning Outcomes for the Barista Onboarding Programme

Competency Learning OutcomeAt the end of the Tartisan Barista On boarding Programme, Tartisan Baristas will be able to:

Content Delivery/Learning Strategy

Superb Communication Skills Demonstrate effective verbal and nonverbal communications in line with Tartisan expectations

Developing effective communication skills

Role-playsExperiential exercises and games

Demonstrate appropriate responses to customer queries , comments or complaints in line with Tartisan’s Customer Service Policy and Procedures

Developing effective communication skills in dealing with customers

Role-playsBrainstormingFocus Group discussion

Explain the products that are suggested customers as extras when purchasing to enhance their experience

Maximise revenue at Point of Sale (POS)

Audio-visual mediaOn the job training

Tartisan Team Player Demonstrate effective verbal and nonverbal communications in line with Tartisan expectations

Developing effective communication skills

IcebreakerRole-playsExperiential exercises and games

Work effectively alongside other Tartisan Baristas and staff to support the delivery of the Tartisan Customer Experience

Working as part of the Tartisan Barista TeamDealing effectively with customers

Experiential exercises and gamesOutdoor Team-building Activities

Support other Tartisan staff during busy periods, stepping in to other roles when necessary to ensure smooth delivery of the Tartisan Customer Experience

Working as part of the Tartisan Barista TeamExpanding Ability Across Specialties

On the job trainingOutdoor Team-building ActivitiesExperiential exercises and games

Passion for Tartisan Mission and Values

Understand own responsibilities in relation to Tartisan’s unique culture and expected professional behaviour

Becoming a Tartisan Barista of Brilliance

PresentationsMeeting with Senior Management Team

12

in line with organisational values and strategy

Focus group discussions

Articulate Tartisan’s definition of Artisan with reference to ‘The Four P’s’: the Personality of the producer; the Place it comes from; the Product itself, and Passion in the manner it is produced. 1

Understanding Tartisan Mission and Values

PresentationsMeeting with Senior Management TeamFocus group discussions

Identify Tartisan’s mechanisms to keep Tartisan Baristas abreast of current trends and product knowledge in the specialist food sector

Continuous Professional Development at Tartisan

PresentationsDiscussion with Human Resource Development (HRD) Personnel

Outline Tartisan’s business structure, work policies and practices including:

the Organisation’s history Mission Statement the Tartisan brand Tartisan’s Organisational

Chart, outlining the roles and key responsibilities of senior management teams (SMT)

Tartisan’s Customer Care Policy on dealing effectively with customers

Tartisan’s business environment

The role of high quality product information

Tartisan’s Quality Systems Tartisan products and

services


PresentationsMeeting with Senior Management TeamAudio-visual mediaTasting demonstrations

Outline Tartisan’s Conditions of Employment relating to:

sickness procedure working hours

Tartisan’s Policies and Procedures Lecture based formatPresentationsMeet with Head of Payroll/Human Resources

13

shift structure probationary period performance management

system disciplinary/grievance

procedures Internet and social media

policies equality and diversity policy telephone and computer

system Security and car park

arrangements Security procedures Data Protection Act/Freedom

of Information Act Professional behaviour

expected in line with Tartisan’s Values and Culture

Understand Tartisan’s financial arrangements including:

payment date and method employee benefits pension arrangements contact details of payroll

personnel

Financial Arrangements Lecture based formatGroup discussion

Be cognisant at all times of Tartisan’s Health and Safety policies, including:

location of emergency exits evacuation procedures how to report accidents smoking policy first aid facilities the purpose and use of any

equipment and protective

Health and Safety at Tartisan One day Health and Safety training Lecture based format Group discussion Role play Demonstration and imitation Audio visual media

14

clothing that Tartisan provideTartisan ‘Barista of Brilliance’ Explain the role and responsibilities

of a Tartisan Barista and the reporting mechanisms involved

Tartisan Specialist Barista Training Two day Barista Training Icebreaker Lecture based format Demonstration and imitation Audio visual media Practical Activities with

regular feedback Continuous assessment In-group discussions

Recall current product line information based on ‘The Four P’s’1


PresentationsAudio visual mediaMeet with a Tartisan supplier

Recall origins of both Arabica and Robusta types of coffee, the roasting and grinding process, and its impact on coffee taste



Define how to manage coffee yield and registration


regular feedback Continuous assessment

In-group discussionsDefine and demonstrate the Tamping Process

Tartisan Specialist Barista Training Two day Barista Training Icebreaker Lecture based format Demonstration and imitation

15

Audio visual media Practical Activities with


Operation espresso machine Tartisan Specialist Barista Training Two day Barista Training Icebreaker Lecture based format Demonstration and imitation Audio visual media Practical Activities with


Demonstrate ability to use required milk techniques



Prepare all core drinks to Tartisan Standards, including but not limited to: cappuccino; Americano; Mocha; Flat White; Cortado; Latte.



Prepare food items and food areas for service

Tartisan Health and Safety TrainingHACCP Training

One day Health and Safety training Lecture based format Group discussion

16

Role play Demonstration and imitation Audio visual media

Two day HACCP Training Lecture based format Audio visual media Practical Activities with


Demonstrate cooking techniques required for current Tartisan menu-Use ovens to reheat food from the delicatessen appropriately


One day Health and Safety training Lecture based format Group discussion Role play Demonstration and imitation Audio visual media



Outline and demonstrate the appropriate method to clean the Tartisan Barista Machines



Demonstrate operational use of tills On the Shop Floor Training Icebreaker

17

and appropriate money management skills

Group discussionRole playPractical Activities with regular feedbackFocus group discussions

Recite Tartisan’s current pricing as per current menus

On the Shop Floor Training IcebreakerGroup discussionRole playPractical Activities with regular feedbackFocus group discussions

List product available in store and their ingredients


Explain products that are suggested to customers as extras when purchasing specific products to enhance their experience and maximise sales


Describe the menu and pricing structure


Excellence in Standard of Hygiene Identify required standards in food safety management based on the Food Safety Authority of Ireland (FSAI) HACCP Principles

HACCP Training Two day HACCP Training Lecture based format Audio visual media Practical Activities with

18


Outline and demonstrate the appropriate method to clean the Tartisan Barista Machines



Use ovens to reheat food from the delicatessen safely and appropriately

HACCP Training Two day HACCP Training Lecture based format Audio visual media Practical Activities with


Prepare food areas for service HACCP Training Two day HACCP Training Lecture based format Audio visual media Practical Activities with


Store coffee and milk correctly to maintain high standards of hygiene and taste


19

regular feedback Continuous assessment

In-group discussionsMake clear to customers and staff any allergens that may be present in products served and sold through the use of proper signage and up-to-date knowledge





Commitment to Continuous Learning Avail of Tartisan’s Learning and Development opportunities and the in-house training that will be provided in order to work as a Tartisan Barista, including:

Specialist Tartisan Barista Training

HACCP Training Tartisan’s commitment to

hygiene and cleanliness First Aid Training

Tartisan Health and Safety TrainingHACCP TrainingFirst Aid Training




One day First Aid Training Lecture based format Role play Practical Activities with

regular feedback

20

Continuous assessment In-group discussions

Remain cognisant of Tartisan’s customer base and its space within the specialist food and coffee house market


Meeting with Senior Management TeamAudio-visual mediaTasting demonstrations

Demonstrate awareness of Customer Diversity


Role-playsExperiential exercises and games

Explain trends in the ’premiumisation’ of coffee in Ireland and the features of the ‘third wave’ of coffee houses



Demonstrate ability to address customer needs, preferences and dietary requirements

Understanding Tartisan Mission and ValuesTartisan Health and Safety TrainingHACCP Training

PresentationsAudio visual mediaTwo day HACCP Training

Lecture based format Audio visual media Practical Activities with


Keep up-to-date with developments in relation to frequent allergens in order to ensure customers are always aware of product ingredients


Discussion with Human Resource Development (HRD) Personnel

Identify training necessary to keep Tartisan Baristas abreast of trends in


Discussion with Human Resource Development (HRD) Personnel

21

product knowledge in the specialist food sector

Dedication to Outstanding Customer Service

Place the Tartisan Customer at the centre of service

Understanding Tartisan Mission and ValuesTartisan’s Customer Service Policies and Procedures

Group discussionRole-playsExperiential exercises and gamesBrainstorming

Deal effectively with customer complaints and concerns and refer to line management when necessary

On the Shop Floor TrainingUnderstanding Tartisan Mission and ValuesTartisan’s Customer Service Policies and Procedures

Group discussionRole-plays

Become aware of the preferences of loyal Tartisan customers and greet them by name when possible



Enthusiastically address customer needs and preferences in how coffee and food items are prepared and presented


Tasting demonstrationsFocus GroupsRole-plays

Get to know the dietary requirements of loyal Tartisan customers

On the Shop Floor TrainingUnderstanding Tartisan Mission and Values


Demonstrate appropriate responses to customer queries and comments in line with Tartisan’s Customer Service Policies and Procedures


Group discussionRole-playsExperiential exercises and gamesBrainstorming

Be prepared to always offer the Tartisan Customer ‘that little bit extra’ whenever possible


Meet with Senior managementGroup discussionRole-plays

22

Overview of Content of Tartisan Barista Onboarding Programme Week 1 and 2

Day One Day Two Day Three Day Four Day Five

Welcome from Human Resource Manager and Learning and Development Specialist

Overview of Induction

Orientation of Store

Introduction to Tartisan Mission and Values

Policies and Procedures with member of Human Resources Team

Financial Arrangements with member of Payroll staff

Preparation for tomorrow’s outdoor activities/teambuilding day

Outdoor Teambuilding Activities at local centre34

Icebreaker

Climbing Wall

Coffee break

Archery

Lunch

High ropes

Group discussion/feedback from days 1/2

What do Tartisan Mission and Values mean for Tartisan employees? (Focus Groups)Meet with CEO and COO of Tartisan

- History, Permission and Values of Organisation

- Organisational Chart

Meet a Supplier- what it means to

supply food to Tartisan

- Four P’s35

( Group discussion)

Tasting Demonstration

Preparation for tomorrow

Barista Training Level I

Opportunity to practice Barista techniques using espresso machines throughout day

Health and Safety Training including Fire Training-half-day.

On The Shop Floor Training- Dealing effectively

with customers- Working as part of a

team- Role Plays

34 Guide only. Activities chosen will be based on discussion on the evening of Day One. Having taken into account levels of ability/possible injuries, those that do not wish to take part will act as informal 'guides' during activities

35 Hinchman, M (2014)

23

Day Six Day Seven Day Eight Day Nine Day TenOpportunity to practice Barista techniques using espresso machines in morning

HACCP Training 1

Barista Training Level 2


On The Shop Floor Training

- Becoming a Tartisan ‘Barista of Brilliance’

- Dealing effectively with customers

- Working as part of a team

- Role Plays


Group Discussion

HACCP Training Day 2 First Aid Training including the use of IED

24

Evaluation of Onboarding Strategy

Having implemented the Tartisan Barista On boarding Programme, it is essential that the programme

is evaluated, as evaluation itself can contribute directly to improving corporate effectiveness.

Consistently assessing and measuring the impact of the training on key stakeholders within the

organisation will provide evidence to Tartisan of the benefits of the programme.

The programme will be evaluated using a mixed method design, incorporating elements of both a

hierarchical evaluation that focuses on objective measurement of learning outcomes as well as a

contextual model which aims to assess the long-term consequences and Return on Expectations of the

on boarding programme .

The first stage of evaluation will involve ascertaining the responses of baristas to the programme

content and methods used to deliver the content of the on boarding programme. This will occur

through the use of ‘reactionnaires’, feedback sheets and keen observation throughout the programme

by the Learning and Development Specialist.

The second stage of evaluation focuses on how well knowledge and skills have advanced as a result of

the on boarding programme. This stage is built around testing and certification, including:

• HACCP Certification

• Barista Certification - Level I and II

• First Aid Certification

• Health and Safety Certification

Our facilitators are also skilled evaluators, and therefore Baristas will also be evaluated through

observation of On the Job Training and Teamwork exercises.

Stage three measures the transfer of learning from the on boarding programme to the workplace. This

will be evaluated through the regular use of focus groups during the on boarding programme and at

regular intervals for a period of six weeks after training. Online surveys will be used to assess

individual transfer of learning, and 360° feedback will be provided after one month on the job.

Again, observation by the programme facilitators will be a key element of this stage of evaluation,

particularly during On the Job Training exercises.

Key to the design of the on boarding programme was the alignment of programme content with the

overall business strategy of Tartisan in order to both add value to the training and to enhance the

capabilities of Tartisan Baristas to the required level. Stage four recognises the importance of

Tartisan’s overall strategy in the process of the evaluation of its Tartisan Barista On boarding

Programme.

25

To evaluate Return on Investment, productivity within the store can be compared with a similar

‘control group’ Tartisan store on a month by month basis for the first year of business. With training

costs estimated at €20,000, it is predicted that the Tartisan Barista On boarding Programme will

provide a return on investment of 120% in its first year.

In terms of Return on Expectations, it is predicted that, by the end of financial year one Tartisan will

have achieved its strategy to become the leading supplier of specialist Artisan grocery produce in

Ireland. It will also provide valued Tartisan Customers with exemplary customer service, offering

‘that little bit extra’ that guarantees return and loyal business. Tartisan ‘Baristas of Brilliance’ will be

renowned for their professionalism, personal service and exemplary sectoral knowledge that will

make visiting the store a joy for both returning and new customers.

Leading Performance Indicators will be represented by evidence of both ‘Intentional Excellence’ and

‘Exemplary Sectoral Knowledge,’ which will be evaluated through general workplace metrics such as

profit and turnover, as well as specific workplace indicators such as levels of absenteeism and

workplace accidents. Critical behaviours will be evaluated through the use of individual online

surveys and 360° feedback. Critical behaviours are identified in the ‘Coffee Bean Competency

Model’ for Tartisan Baristas, and are outlined as follows:

• Superb Communication Skills

• Dedication to Outstanding Customer Service

• Tartisan Team Player

• Passion for Tartisan Mission and Values

• Commitment to Continuous Learning

• Excellence in Standards of Hygiene

• A Tartisan ‘Barista of Brilliance’

This onboarding programme has been designed and built around Tartisan’s Strategy, leading

performance Indicators and the essential competencies necessary to become a ‘Tartisan Barista of

Brilliance.’ We are confident that evaluation as outlined above will confirm that the programme was

successful and has been of huge financial and reputational benefit to Tartisan.

Section 3 - Management Development Programme Suggestions

Increasingly organisations are seeing the benefit in developing its management and leadership,

recognising that these individuals are responsible for the operational delivery and development of the

organisations talent. Moreover, managers and leaders are seen as essential for the development and

delivery on the organisational strategy, for Tartisan’s classical and visionary strategic directions

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specifically. It is suggested that 62% of organisations invest in Management Leadership Development

to achieve organisational objectives, 49% to manage change more effectively, 47% to improve

manager’s performance, 46% to improve competitive advantage and 41% to support business

growth36 . Such investment can have significant pay off in terms of creating sustainable competitive

advantage37. Equally returning to the AMO theory, the skills and abilities that the prior onboarding

programme can provide can be advanced in practice management who are competent to build the

abilities of staff and provide both motivation and opportunity for development. ‘Managers and leaders

are viewed as key talent groups and are vitally important to HRD in terms of the role of leaders in

modelling the behaviours of the organisation38 to not only deliver the Tartisan experience but to lead

the Tartisan experience.

Similar to the Barista role, increasingly organisations are using competency modelling to facilitate

identification of the knowledge skills and attitudes needed in management positions. In 2015 the

National Restaurant Association Educational Foundation (NRAEF) of America released the first

specified competency framework for the Food and Beverage Service Industry (appendix 1). This was

proposed as a means of not only establishing sector norms and standards but as a framework for

success and career progress that is beneficial at the individual, organisational and societal level. This

operates through a tiered competency development process, starting with Personal Effectiveness

Competencies, tier 1.

A modified competency framework for Tartisan MLD is proposed here (fig. 6). Having gained

competence in all 6 tiers of the Tartisan Management Leadership Competencies and Development

Programme, Tartisan Managers will have the appropriate and necessary knowledge, skills and

attitudes to deliver the Tartisan experience, lead the Tartisan experience and develop the business and

service delivery functions. Moreover, such as competency model has ongoing value for other aspects

of the organisations development. This framework has the capacity to facilitate identification of high

potential employees, for recruitment and as an employee development ladder. Through its strategic

alignment; the business strategy shapes the MLD, is integrated and links to the strategy and needs of

the business39

As Tartisan is an SME these competencies and the tiered programme offer opportunity for its many

‘home grown’ managers and for it future hires. This flexibility allows for the extensive company

based tacit knowledge that current managers and members of the leadership team have to be

developed utilised through both formal and informal interventions. The delivery of this programme is

based on the Optimal Leadership Development Matrix developed by the Centre for Creative

36 (McMain et al, 2012).37 Day, Harrison and Halpin (2009, pp213)38 Carbery, 2015 pp5339 (Garavan, 2015, pp217)

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Leadership. Similar to the onboarding programmes philosophy of experiential learning, a 70:20:10

development mix of 10% formal learning (acceleration), 20 % Coaching, Mentoring and Networking

(Accelerators) and 70 % On the Job (Primary Development) is proposed. The content of the

interventions at each level is summarised in fig. 5.

Figure 4 - Optimal Leadership Development Matrix

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Figure 5 - Tartisan Management Leadership Competencies and Development Programme

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Sample Learning Outcomes for Management Development Programme

The following sample learning outcomes are taken from Tier 5, Management Competencies, and

Leadership Skills40.

At the end of the Management Development Programme a Tartisan Manager will be able to:

• Explain leadership qualities and strategies for facilitating the work of employees such as

motivation, providing opportunities through coaching, and conflict resolution.

• Discuss basic management activities such as goal setting and strategic planning.

• Explain that managers have professional responsibilities (professionalism and responsibility

to customers and staff).

• Explain procedures that are helpful when delegating work tasks.

Professional development programmes

• Explain the importance of professional development for self and others

• Discuss three professional development methods in line with the optimal leadership

development matrix and the 70:20:10 model

Facilitate the planning process

• Explain basic principles of planning with an emphasis on how employees can assist and

procedures useful in managing planning information.

• Describe how a value statement, vision statement, and mission statement are developed and

implemented.

• State the importance of SMART goals in the planning process (specific, measurable,

achievable, time-bound).

• Review procedures for conducting a SWOT analysis (strengths, weaknesses, opportunities,

threats).

• Identify how managers use long-range, business, and marketing plans and operating budgets,

and explain the relationship among these planning tools.

• Explain an effective strategy for implementing change.

40 Modified from the NRAEF Model

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ConclusionThis proposal outlines a clearly evidence based, systematically developed Learning and Development

Strategy specifically for Tartisan, to deliver the Tartisan experience. The proposed Strategy is strongly

aligned with the organisations strategic objectives; to expand the businesses service through store

expansion in Ireland and the UK in the coming months, and to be at the forefront of beating upcoming

trends including the premiumisation and the third wave of coffee house experiences. To deliver on

these strategies Tartisan requires staff with exception knowledge, skills and attitudes both in service

delivery and management to deliver the first class standard of service that Tartisan prides itself on.

This proposal can offer clear value to Tartisan in meeting these objectives. Tartisan can develop a

philosophy of Learning and Development that is not only in line with best practice but can facilitate

ongoing competitive advantage. Moreover, Tartisan may contribute more widely to the sector at a

societal level by being the first Irish company to adopt a framework of competencies developed

specifically for the food and beverage sector in the US. Tartisan’s modified model may well serve as

example for a new first class industry standard for the specialist and artisan food and beverage

provider, making the Tartisan experience not only first class for the consumer but equally a first class

exemplar at the industry level.

RecommendationsIn concluding this report, it is pertinent to make a number of recommendations for Tartisan regarding

the next steps to be taken in relation to learning and development in the organisation.

It is recommended that evaluation of the ‘Tartisan Barista On boarding Programme’ is

extended to include feedback from baristas on the effectiveness of the training, as well

as their line managers and the senior management team. This will ensure that the

views of all stakeholders on the benefits of the programme are recorded and,

essentially, incorporated into future training.

Once the report receives the approval of the senior management team, it is

recommended that the learning and development strategy for Tartisan is incorporated

into a policy document. This would allow Tartisan’s learning and development

specialists to again initiate the Human Resource Development planning cycle with a

view to implementing a management development programme in Tartisan over the

next eighteen months.

In line with Tartisan’s plans for significant expansion, it is recommended that the

value of L &D for Tartisan is recognised, and a long-term Learning and Development

Policy put in place. This investment in the organisation’s human capital will ensure

Tartisan‘s competitive and reputational success in the long-term.

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Appendices

Appendix 1 Food and Beverage Service Competency Model -NRAEF

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tartisan onboarding and leadership development programme

Documents