II.   Training

Training ---a process by which one person teaches another a skill, knowledge, or experience by way of instruction to prepare them for a job or test.

1.   Philosophy of Training---Mechanics versus Hospitality

a.   What is mechanics? What is hospitality?

. Mechanics are the technical part of the job or things that are required of an associate.

. Hospitality is the “warmth behind the activity”. It is the part that shows the guest that you care. A warm greeting, a friendly good bye, or a smile are examples of hospitality.

. Hospitality is very important. 80-85% of our complaints have to do with hospitality issues such as the associate was not friendly, treated the guest rudely, or the associate did not smile.

b.  Is a warm greeting a mechanic too or just hospitality? How about cleaning the table, is that strictly a mechanic or does it have related hospitality issues too?

All mechanics have a hospitality side to them.

. For example, a warm greeting shows warmth to the guest so it is a hospitality issue; however it is also required of every associate so it is a mechanic.

. Cleaning may seem like it is only a mechanic; however, what happens if you are cleaning and a guest can see you? Do you need to smile or let that guest know you will be right with them after you wash your hands? In addition, cleaning shows our guests that we are about sanitation and we care about them and that makes it hospitality. 

c.   How much time do you think you should spend training hospitality versus mechanics?

You should be spending 90% of your time training mechanics and 10% of your time training hospitality. Remember---hire for hospitality---train for mechanics.

The goal of training is to have the mechanics become unconscious so that service to the guest is the focus.

2.    How Do Trainees Learn?

a.   Trainees learn through their senses:

. Sight

. Sound

. Touch

. Taste

. Smell

b.  For a training session on mechanics, the trainee will learn through the following senses:

. 2%     Taste/smell

. 10%   Listening

. 25%   Sight

.63%    Touch/doing the task

It is important to notice that the biggest percentage listed above is by touching or doing the task. Therefore, it is essential that the trainee be allowed enough time to practice what you have taught and receives feedback from you about how he/she is doing.

c.   For a training session on hospitality, the trainee will learn through the following senses:

. 25%    Listening

. 75%    Sight/watching what others do

As the trainer, you are a role model for your associates. Your older associates are also role models for new associates. Remember, your associates will do as you do, so be sure you are doing it right.

3.   What you should know before starting a training session?

. Who: Understand Your Trainee

. What: Know Training Material

. When: Choose Place Train

. Where: Appropriate Time Training

4.    Guidelines to Effective Training

a.   Be on Time---Lead by example, be in your assigned training area a few minutes before the arrival o your trainee.

b.  Set High Standards---Give a reason for methods or procedures. The more a person understands why it is done a certain way, the quicker he/she will learn how to do it.

c.   Speak Clearly---Use simple language. Avoid the use of technical terms, and restaurant lingo.

d.  Testing---Be ready with written/oral quizzes each day during the course of training to confirm that your trainee has retained the knowledge.

e.   Be Organized---You should know exactly in what order your training will progress. Follow the outline and let the trainee know what topics will be covered.

f.   Feedback---It should be short and to the point, sincere and honest and done in the proper place at the proper time. Never criticize a trainee in front of a guest or other employees.

g.  Ask Questions---Use open-ended questions throughout the training process to measure their knowledge (e.g. Why, Where, How).

h.  Cover the Basics---From the onset of training, you should be primarily concerned with the basics of training. Never assume that your trainee knows what you are talking about, because there is no such thing as common sense.

5.   The 4 Steps of Training

Step 1. Prepare

When? Before trainees ever arrive at the store.

What?

. Review Training Objectives:

a.   Training objectives tell what a trainee should be able to do after training.

b.  Your goal is to have the trainee do the tasks at the performance level set by the company.

. Familiarize Yourself with the Step-by-Step Plans

a.   Have your materials ready.

b.  What is the trainee’s present knowledge?

c.   What additional skills must the trainee learn?

d.  Outline a detailed plan of how you will help them learn the skills required.

. Decide on Training Methods: What is the best way for the trainee to learn the information you are going to teach during training?

Step 2. Present

.Welcome the Trainee: Put your trainee at ease.

.Show and Tell:

a.   Demonstrate the task as you explain it.

b.  Explain both the how’s and why’s.

c.   Encourage trainees to ask questions.

d.  Pace your presentation to the trainee’s ability.

.Use Bite Size Chunks: Bite size chunks are simple, learnable pieces which when taken together, make up the key points of the job.

. Explain the “why’s” of What You are Training.

a.   Go slowly and carefully.

b.  Explain and show, each step thoroughly.

c.   Be patient if trainees don’t understand right away.

Step 3. Practice

. Let the Trainee Practice: Have trainee practice and demonstrate.

. Have the Trainee Explain the “Why’s” Back to You.

. Coach the Trainee

a.   Praise trainees when they perform correctly.

b.  Gently correct them when they do not.

c.   Be sure the trainees can perform each step and explain it before moving on to the nest item.

d.  Remind the trainees that skills develop only with practice.

Step 4. Follow Up

. Give Constant Feedback:

a.   Let them know what they are doing correctly and incorrectly.

b.  Give positive feedback first and then follow with what needs improvement.

. Ask Questions: Ask open-ended questions that cannot be answered with a yes or no.

. Coach a Few Tasks a Day:

a.   Limit a session’s information to what they can understand and remember.

b.  Conduct additional training sessions for the remaining information.

. Continue Positive Support: Let the trainees know when they are performing well during and after the training. It builds confidence.

. Evaluate the Trainee’s Progress: Evaluate whether the trainees have met the training objectives.

. Get the Trainee’s Feedback: Let the trainee evaluate the training they received.

6.   Coaching Self-Assessment

As a coach, I :

a.   Capitalize on employee strengths

b.  Give employee visibility

c.   Provide freedom to do the job

d.  Set stands of excellence

e.   Orient employee to company values and business strategies

f.   Hold employee accountable

g.  Protect employee from undue stress

h.  Encourage employee when he/she is discouraged or about to undertake new or difficult assignments

i.    Provide information about the company and the employee’s role in the attainment of company goals

j.    Make performance expectations and priorities clear

k.  Take time to build trust

l.    Provide appropriate training and support when needed

m.Solicit and listen to ideas

n.  View employee as a partner and critical to the success of the unit

o.  Serve as a good role model

p.  Won’t let employee give up

q.  Does not divulge confidences

r.    Explain reasons for decisions and procedures and gives advance notice of changes whenever possible

s.   Provide employee with regular feedback about their job performance

t.    Give employee credit when they deserve it.