THE TRAINING AND DEVELOPMENT OF FRANCHISEE AND THEIR STAFF TO GROW SKILL
BASE AND MAINTAIN A QUALITY SERVICES AND RETENTION OF CLIENT BASE

BY: BRENT A LINDSAY

DATE: 17 March 2015

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Executive summary
AMC Commercial Cleaning is facing an ongoing problem with the quality of training and the level of service from their franchisee’s cleaning staff. Traditionally training focuses on helping an employee’s performance in their current jobs. Development prepares them for other positions in the company and increases their ability to move into jobs that may not yet exist. Development also helps employees prepare for changes in their current jobs that may result from new technology, work design, new customers, or new product markets (Noe et al. 2013).
AMC has analysed their training model, and found that continuous training and development of franchisees and their staff needs to be implemented to create continuity of their service delivery to retain clients nationally. Employees need to develop new skills rather than rely on a static knowledgebase. This has resulted from companies need to be more responsive to customers service and product demands
(Noe et al. 2013).
This paper will discuss a basic outline for a proposal for AMC Commercial Cleaning to invest in more training and development of their franchisee and their employees to enhance the operation management and service delivery of the national workforce.
Within this paper we will discuss and identify Human Resource Management (HRM) regarding training and development and the necessity for the organisation to make improvement via an analysis of the current cleaners training and operation manuals and the company’s internal operational procedures. We will also look at strategies and possible issues from implementing a training program internally, and examine the sharing of company’s intellectual property. We will also focus on succession planning and employee retention. We will then present an argument based on the results of the review of the company’s operation management systems. This will then outline the benefits of the implementation of a controlled structured training and development program benchmark it alongside studies of best practices from similar industries.
We will then analyse and examine AMC’s current business model, offer recommendations to maximise output of Strategic Human Resource Management
(SHRM) to enable AMC in maintain its current standing in the market as a quality cleaning service provider, and grow into other products and service deliveries.
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Table of Contents

1.0: Introduction ........................................................................................................ 7

2.0: Company overview .............................................................................................. 8

2.1 Associated problems with service delivery, Operation Management
Training program ............................................................................................. 9

2.2 The significance of employee development, training, and staff retention ....... 11

3.0: Findings from the analysis on: Implementation of a training program ………………12

3.1 The necessity of continuous learning in driving for competitive advantage ...... 13

4.0: Implementation and acceptance of trading systems ........................................... 14

5.0: Conclusion ......................................................................................................... 15

6.0: Recommendations on upgrading the training module ........................................ 16

7.0: References ......................................................................................................... 17

Appendix A: AMC Commercial Cleaning’s Mission, Vision, Values ............................. 19

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1.0 Introduction

The Webster’s new American dictionary defines strategy as the “skilful employment and coordination of tactics” (Noe et al.