Employees will best be able to contribute to the quality objectives of the organisation if they are quickly introduced to empowered ways of working, to understanding clearly organisational objectives, and to understanding how they and their job fit into the organisation. There are 2 main types of training; these are on-the-job training and off-the-job training. On-the-job training involves training people in their place of work.
This could be done by an experienced worker demonstrating the correct way of performing a task or by a supervisor coaching an employee by talking him or her through the job stage by stage. Job rotation involves switching employees between a range of tasks to develop their skills in a number of areas and to give them a general feel for the key operations of the organisation. “For this reason much of the training of new staff has to be performed “on the job” so that the experience of dealing with its customers can be obtained.
On the job training therefore plays a vital part in the industries approach to training”. (Boella, 1996, p120) For example at Little Chef the managers and supervisors have the responsibility of showing new employees how tasks are carried out as this is part of their job description. (Appendix5). “It is my duty to ensure that my staff are fully trained in order to provide the customers a high quality service at all times. ” (Little Chef Manager). The effectiveness of this type of training will be determined by the quality of the guidance from managers or supervisors.
It is therefore vital that appropriate training is provided for managers and supervisors in this respect, and that is made clear to them that this is part of their job and will be one of the areas for assessment of their performance. Off-the-job training involves any form of training, which takes place away from the immediate workplace. The company itself may organise an internal programme based with its on-site facilities or pay for employees to attend a local college or university for an external development scheme. This approach to training will include more general skills and knowledge useful at work, and job specific training.
Armstrong (1999) also believes that this type of training is the best way to acquire advanced manual, office, customer service or selling skills and to learn about company procedures and products. It increases the trainee’s identification with the organisation. At Little Chef this type of training is conducted with the use of a computer on the premises away from the immediate work environment. Once employees have received adequate training for their job, they can further improve their skills and help with their development. This may be through multiskilling and retraining.
Multiskilling is a key feature of modern business life. Employees need to be able to solve work-based problems themselves rather than waiting for another for another expert to come to their aid, therefore flexibility means training employees so that they have the full range of skills required in their work. At a simple level, if a light bulb needs changing they should be able to change it without waiting for a qualified electrician. As a result employees have been trained to be multiskilled. In a restaurant, if the head cook goes on a break another employee should be able to cover the cooking.
Employees need to be trained to take responsibility for a variety of work, the implication is that the worker will receive better rewards such as increased wages but their extra productivity will justify this. The multiskilled worker is also more likely to enjoy and be motivated in their work. Retraining most people will need to be retrained throughout their career. The modern concept is of lifetime learning and training due to new technological advances occurring constantly, employees need to be constantly retraining and upskilling in order to be able to gain employment in a flexible labour market.
Organisations need to retrain their staff in order to upgrade the quality standards of the products and services they produce, these organisations therefore need to invest heavily in training and development. High Staff Turnover If the current high staff turnover problem is to be solved a number of questions need to be asked. Is the right staff being hired with adequate training? The key to keeping staff turnover low lies within hiring the right staff members, Who are a good match for the restaurant and the position.
Before any candidate is offered the position, the company should conduct thorough reference checks, finding out why the candidate left a previous job and ensuring the candidate’s skills match those of the job description. Training processes must be evaluated on a regular basis to find out whether staff members are following standard procedures to accomplish tasks. If they aren’t, it may point to a problem in the way the staff were initially trained or a problem with the training procedure.
It’s critical that adequate time and resources are dedicated to providing sufficient training and enhancing the skills of staff members. For example in terms of Little Chef, a training procedure may be created for a supervisor position consisting of written protocols and manuals. They are the most effective training tools according to the AAFP and can be maintained and updated when policy changes are made. Manuals will also force follow-ups on decisions and prevent policies from changing daily, Little Chef need to consider this because it is not currently being done within the company.