Assignment 2: Designing a Training Program
In this paper, I will attempt to design a two-day training program for the employees of The Downtown Business Club. As discussed in my first paper, this is a restaurant catering to corporate business clientele in the downtown Johnstown, Pennsylvania, area.
The first step in the design of training involves an assessment of training needs. The assessment comprises -
• Observing the staff performing normal duties
• Interviewing staff and customers
• Studying routine reports or performance reviews, along with job descriptions
• Identifying performance problems
• Board members (The restaurant is operated by the Board, managed by the chef)
The second step involves defining the training program’s learning objectives. The learning objectives, which are derived from the needs assessment, specify the observable, measurable actions that each learner will be able to demonstrate as a result of participating in the training activities.
The third step is the creation and implementation of a training program to improve performance, taking into account the experience and educational levels of the personnel and the time and resources available for training. Options range from training sessions, on-the-job training, coaching, and mentoring. All options must be weighed against the immediate operational needs of the restaurant, because facilities may not have enough personnel to operate when staff members go for training. Naturally, cost will need to be considered with these options.
STEP ONE: Training Needs Analysis (TNA)
A needs assessment was conducted during a period of several weeks prior to the development of this training program. The needs assessment revealed that the current staff is unfamiliar with the concepts and skills in the customer service arena. It is imperative to design a training program that will deliver high levels of customer satisfaction based on people skills vs. technical skills. Technically oriented persons too often become so focused on providing a technical solution that they overlook the human side of the equation. This is a very common trait among support personnel who come to their position from technical or non-service backgrounds.
The needs assessment also revealed that each waiter/waitress had a different process for dealing with any complaints from the customers. Therefore, the training program should include some strategy and techniques to handle customer complaints.
STEP TWO: Training Objectives
An effective customer service training session cannot be conducted without establishing some solid objectives. After a useful training session, employees should be able to define what "great customer service means.” Each participant should be able to clarify organizational values and communicate in a diplomatic way while maintaining good will. Well-trained employees will be able to say "no" without upsetting the customer. This can be accomplished by informing the customer of alternative measures rather than blatantly saying "no.” Trainees should be able to deal with difficult customers and also build customer intimacy by listening for what they really want. By being able to juggle multiple priorities and remaining calm under pressure, employees will deliver customer service that goes the extra mile.
STEP THREE: Creation and Implementation
It has been determined that it would benefit the restaurant to close the doors for two days to facilitate the training necessary to increase the customer service. The benefits of this training should increase business, which will enable the restaurant to increase profits.
The training program will be held for two consecutive days from 8:00 in the morning until 4:00 in the afternoon. Lunch will be provided. The entire staff is expected to attend.
The training will be conducted by the manager. It will be fortuitous to have the manager take an individual training class to prepare him/her to train