Training & Development Project Report

Identifying & Addressing the

Training Needs of Just Tea

2011
Submitted to Prof Anita Sarkar
By Group 6

Anita Kerai
Arun Karthik
S Karthikeyan
Deepali Kajrolkar
Sugandha Srivastava
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CONTENTS

Training Need Analysis ..................................................................................................................................... 2

Training Need Analysis Model ..................................................................................................................... 2

Training Analysis Model ............................................................................................................................... 3

Training Needs Analysis at Just Tea ............................................................................................................ 4

Training Design .................................................................................................................................................. 5

Training Objective: ........................................................................................................................................ 5

Trainer:............................................................................................................................................................. 5

Trainees:........................................................................................................................................................... 5

Training climate .............................................................................................................................................. 5

Training Methods ........................................................................................................................................... 5

Training Content ............................................................................................................................................ 5

Evaluation Criteria: ........................................................................................................................................ 6

Training Design .............................................................................................................................................. 6

Training Techniques .......................................................................................................................................... 7

Interactive Lectures........................................................................................................................................ 7

Demonstration................................................................................................................................................ 9

On-the-Job Training ...................................................................................................................................... 9

Training Evaluation .........................................................................................................................................10

Recommendations ...........................................................................................................................................14

Vocational Training .....................................................................................................................................14

Why vocational training for employees of Just Tea? .........................................................................15

Lecture Technique for Just Tea Management .........................................................................................16

Why lecture method?..............................................................................................................................17

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TRAINING NEED ANALYSIS

In a business Human resource is one of the disciplines which drives business for competitiveness.
To achieve this training is very important. Competent employees will not remain competent forever.
Their skills can deteriorate; technology many make their skills obsolete; the organization may move
into new areas, changing the type of jobs that exist and the skills necessary to do them.

In order to train employees Training Need Analysis is a must for enabling them to provide quality
services to customers.

The purpose of training need analysis is to determine whether there is a gap between what is
required for effective performance and present level of performance.

TRAINING NEED ANALYSIS MODEL

Corporate need and Training need are interdependent because the organization performance
ultimately depends on the performance of its individual employee and its sub group.

Organizational Level – Training need analysis at organizational level focuses on strategic planning,
business need, and goals. It starts with the assessment of internal environment of the organization
such as, procedures, structures, policies, strengths, and weaknesses and external environment such as
opportunities and threats.

After doing the SWOT analysis, weaknesses can be dealt with the training interventions, while
strengths can further be strengthened with continued training. Threats can be reduced by identifying
the areas where training is required. And, opportunities can be exploited by balancing it against
costs.

For this approach to be successful, the HR department of the company requires to be involved in
strategic planning. In this planning, HR develops strategies to be sure that the employees in the
organization have the required Knowledge, Skills, and Attributes (KSAs) based on the future KSAs
requirements at each level.

Individual Level – Training need analysis at individual level focuses on each and every individual in
the organization. At this level, the organization checks whether an employee is performing at desired
level or the performance is below expectation. If the difference between the expected performance
and actual performance comes out to be positive, then certainly there is a need of training.

Expected Performance(EP) – Actual Performance(AP) = Performance Gap (PG)

However, individual competence can also be linked to individual need. The methods that are used to
analyze the individual need are:

 Appraisal and performance review

 Peer appraisal
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 Competency assessments
 Subordinate appraisal
 Client feedback
 Customer feedback
 Self-assessment or self-appraisal

Operational Level – Training Need analysis at operational level focuses on the work that is being
assigned to the employees. The job analyst gathers the information on whether the job is clearly
understood by an employee or not. He gathers this information through technical interview,
observation, psychological test; questionnaires asking the closed ended as well as open ended
questions, etc. Today, jobs are dynamic and keep changing over the time. Employees need to
prepare for these changes. The job analyst also gathers information on the tasks needs to be done
plus the tasks that will be required in the future.

Based on the information collected, training Need analysis (TNA) is done.

TRAINING ANALYSIS MODEL

Organizational
Analysis
Training
Needs

Perf.
TRIGGER Operational Discrepancy
Analysis - EP PD= EP-AP

Non
Training
Needs

Personal
Analysis - AP

A trigger for doing needs analysis occurs when Actual Organizational Performance(AOP) is less
than expected Organizational Performance (EOP).
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TRAINING NEEDS ANALYSIS AT JUST TEA

Just Tea being a student run initiative undergoes change in management every year. Jan-Feb is that
time of the year when the management baton is passed on to new set of hands. Hence to come up
with the training needs for all those involved in the daily operation of Just Tea we got inputs from
the Current Management and also from Customer Reviews and Feedback.

After one on one interviews with the Management it was observed that the following activities are of
utmost importance for profitable operation of Just Tea

o Book Keeping and Accounting

o Managing Credit Sales
o Infrastructure Maintenance
o Ambience
o Customer Relationship Management
o New Product Launch

Further customers of Just Tea were asked for their honest feedback on the service quality and
various other aspects of Just Tea. Customers had concerns on the Personal Hygiene of the
employees at Just Tea and also on the Waiting Time ( time between order and delivery) especially
when it comes to Room Deliveries.

Based on consumer feedback we identified the following as areas of concern and as areas of
improvement to make Just Tea a better experience for Consumers.

o Cleanliness and Hygiene

o Recording Sales
o Managing Room deliveries
o Cooking and Packing
o Serving the customer

After analyzing the data gathered through interaction with the management and feedback from
customers we identified the need for training for both the new management and also the employees
at Just Tea.

Lecture Method for the new management, Demo method and On the Job training for the
employees who are working at Just Tea and a special OJT for new recruits.
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TRAINING DESIGN

TRAINING OBJECTIVE:
 Trainees (Management Team) will be able to carry out all account activities, book keeping
with 99.9% accuracy on the daily basis.
 Trainees (Management Team) will be able to recognize and identify the aesthetic
requirement of shop. They will be able to apply atleast 90% of the infrastructure
recommendations made
 Trainees (Management Team) will be able to facilitate standard hygienic measures at the
work station to all employees while carrying out daily job activities
 Trainees (Employee) will be able to schedule and sequence all steps in order delivery with no
delay between two steps.
 Trainees (Employees) will be able to avoid over/under cooking of food with 99% of
accuracy.
 Trainees (Employees) will be able to provide room service within 20 mins of order, with
right packing to avoid spillage.

TRAINER:
 The sector expert was selected to deliver quality and relevant knowledge to trainees
 The ex-management team member was asked to teach nuances of business

TRAINEES:
 Just Tea Management Team is newly inducted and new to service industry
 Employees are young and with little prior experience.

TRAINING CLIMATE:

A good training climate comprising of positive ambience, positive perception for training program at
the work-station will be provided.

TRAINING METHODS:

 Lecture
 Demonstration
 On the Job Training

TRAINING CONTENT:

 Book-keeping & Accounting for Credit Sales

 Infrastructure Maintenance
 Customer Relationship Management
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 New Product Launch

 Training of right cooking methods

EVALUATION CRITERIA:

Evaluation of all trainees will be done at four levels to test four parameters

 Level 4- Results
 Level 3- Job Behavior
 Level 2- Learning
 Level 1- Reaction

TRAINING DESIGN
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TRAINING TECHNIQUES

After identifying the training needs of Just Tea, we evaluated various training methodologies. Finally,
we employed the following three training techniques to train the workforce

INTERACTIVE LECTURES

We realized that given our group, we could impart a lot of knowledge about retail management to
the owners of Just Tea. The following is the profile of our team members, who could give practical
information to the new owners of Just Tea:

Profile of Lecturers

Anita Kerai

Background  Civil Engineer from BIT, 18 months experience in NTPC

 Owner of the Just Tea venture from Feb 2010 to Jan 2011
Skills  Book-keeping and Accounting
 Customer Relationship Management
 New Product Launch

Karthikeyan S

Background
 Bsc in Hospitality and Hotel Administration
 3 years of Industry experience (ITC Hotels)
Skills
 Green Belt in Six Sigma
 CRM and Quality projects
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We conducted a one hour lecture with the Just Tea Management addressing the following issues:

1) Book-keeping & Accounting for Credit Sales: Most of the sales of Just Tea happen on
credit. Therefore, management must be aware of the nuances of book-keeping for credit
sales recording. This aspect was covered in depth in the lecture by Anita.

The lecture kicked-off with a discussion on what are the problems currently faced by the
management in recording credit sales. Thereafter, the lecture moved on to what the lecturer
did as the owner of Just Tea.

Anita explained the basics of book-keeping and how the system can be modified to record
sales data by room.

2) Infrastructure Maintenance: Karthik talked about the hygiene situation at Just Tea and
how it could be improved using examples from his previous work experience at ITC Hotels.

He also talked of aesthetics and other merchandising issues on customer perception and
brand value. He went on to discuss how the management can build the image of their shop
by following the simple principles of cleanliness, aesthetics, infrastructure, staff appearance
and general hygiene.

3) Customer Relationship Management: The speakers taught the attendees about basics of
customer relationship management (CRM) by illustrating their past experience with Just Tea
and ITC Hotels.

Karthik specifically illustrated how CRM is the most effective tool in increasing sales per
customer and increasing customer loyalty. The session was made interactive by asking the
participants their preferences

Anita discussed strategies that were successfully used by the previous Just Tea team in
improving customer relations at IIML.

4) New Product Launch: Just Tea has a history of launching 2 to 3 new products every
month and therefore they were keen to receive the panel’s inputs on this front. The panel
has hands-on experience in the field of launching new products in hospitality and retail an
this experience was invaluable for the attendees.

Anita also illustrated marketing and operations issues in new product launch on the campus.
Conducting small-scale but effective market research and product testing was also discussed
to give them idea of pre product launch.
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DEMONSTRATION

In order to train the staff at the floor shop we adopted the approach of demonstration. We felt that
it is important to illustrate to the staff what they should do and how, rather than merely telling them
what to do. This helped them get a feel of things that could be improved without much effort.

Karthik used his vast experience in the Hotel management industry to demonstrate some important
things to Just Tea staff:

 One of the frequent complaints of Just Tea customers is that the food is often under cooked
or over cooked. This was taken into account by demonstrating to them how to cook the
most frequently ordered item (Maggi & Pasta).

 Another frequent complaint is that the sandwiches often do not have the right filling. This
was again illustrated by Karthik, who focussed on how to fill the sandwich in the less time
and the right quantity.

ON-THE-JOB TRAINING

After completing training using the lecture method and on-the-job training method, we supervised
the shop floor staff for a period of 1 hour of 3 days. This was an on-the-job training technique.
During this period, Anita & Karthik worked along with the staff in the shop to ensure that the
workers are able to deliver what they were taught.

The following activities were done in this period under the supervision of our trainers:

 taking orders
 recording credit sales
 cooking
 packing for room delivery
 scheduling staff for room deliveries
 serving and billing the customer

This created the perfect setting for the panel to impart on the job training to the workers. The
session was useful as it indeed helped bolster the confidence of the workers and gave them a good
practice of improving some of their processes.
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TRAINING EVALUATION

To justify the training cost and its effectiveness the evaluation of training is very important. To
measure the overall effectiveness of training, it is measured in four level and each level answers
fundamental requirement of training.

To measure the effectiveness, the input data is what that is determined important to evaluate with
organizational constrain (if any) and the output are process and outcome in the form of four levels.
Process evaluation compares the developed training to what is actually delivered and the outcome
evaluation determines how well it has accomplished its objectives.

Level 4 Results What organizational benefits resulted from the training?

Level 3 Job To what extent did participants change their behavior back in the
Behavior workplace as a result of the training?
Level 2 Learning To what extent did participants improve knowledge and skills and
change attitude as a result of training?
Level 1 Reaction How did participants react to the program?

Level 1:

Reaction outcome of the trainers measured to know the trainee’s perception, emotion and subjective
evaluation of entire training exercise. To avoid the recency factor, the reaction outcomes were
measured after 7 days of training session. We used the both affective and utility type and reaction
questionnaire.

The questionnaire covers training relevance, training content, material, exercises, trainer(s) behavior
and facilities. Since Just Tea is in food and catering industry the hygiene, cleanliness and customer
relationship is very important part to remain competitive as well as retention of existing customers.
The workers employed in Just Tea are from rural background but the customers they serve are top
B-school students which automatically lead towards the different definition of various parameters.
So the vocational training was implemented to sensitize the labors on hygiene issues. The training
exercise was used to transfer the knowledge which included instruction and demonstration on how
to pack a Maggie for room delivery.

For new management team, the steady operation of shop is very important and they are in position
to easy relate with the concepts, the lecture method is very appropriate to link the theory with the
real time situations.
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Reaction Questionnaire for the Trainer

Please circle the number that reflects the degree to which you agree or disagree with the following
statements.

1= Strongly disagree

2=Disagree

3=Neither agree or disagree

4=Agree

5=strongly agree

1. The trainer did a good job of stating the objectives at the beginning of 1 2 3 4 5
training session
2. Trainer was good at keeping the session interesting 1 2 3 4 5
3. The trainer provides good examples to make to understand the concepts 1 2 3 4 5
4. Trainer made the session participative 1 2 3 4 5
5. The trainer summarized the important points before moving ahead 1 2 3 4 5
6. Overall, how would you rate this trainer?(check one)

 Poor
 Adequate
 Average
 Good
 Excellent
7. Additional Comments

Level 2:

Level 2 measurement is useful where the training programs predominantly target conceptual
understanding or transfer of skills. Measurement of learning is generally taken up by pretest and
posttest method. The test was not taken up for training to Labors because the trainee’s nature of
task is very general one and it doesn’t involve new concepts but only familiarization to more
effective methods than currently used. We evaluated learning by using on-the -job assessment.

For the new management team, we used the pretest and posttest method. Evaluation conducted in
training was related to declarative knowledge and a multiple choice paper-pencil test was used. The
question comprises the basic knowledge of new product development, importance of good
customer relationship, differential treatment for loyal customers, attracting new customers,
Infrastructure maintenance etc.
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For skill, we tested the Customer handling, conflict resolution through use of a structured scenario
in which a person acts in anger and aggressive manner and the trainee responds using the skills
taught. To measure the attitude towards the hygiene and cleanness, a comparison of response before
and after training is used.

Attitude towards hygiene

Please circle the number that reflects the degree to which you agree or disagree with the following
statements.

1= Strongly disagree

2=Disagree

3=Neither agree or disagree

4=Agree

5=strongly agree

1. Maintaining hygiene and cleanness is just another way of keeping 1 2 3 4 5

employee happy (reverse scored)
2. Hygiene will improve look and longer life of infrastructure & equipment 1 2 3 4 5
3. Hygiene and cleanness improves customer delight and hence sales 1 2 3 4 5
4. Cleanness will improve the operations and reduce waiting time 1 2 3 4 5

Level 3:

To determine whether the training transferred to the job direct observation method and in-depth
interview for labors and new management respectively. After training, labor attitude towards various
parameters such as telephone etiquettes while taking order, interaction with customers and
cleanliness were observed, which showed significant improvement. For functional efficiency the
time taken to prepare various dishes and waiting time per customer were observed.

For new management we choose the in-depth interview method and captured their answer on what
they will do in some given case. Scripted situations help the rater to recall actual situation and the
behaviors related to them.

Scripted Situation for evaluation of New Management

You received a call from one of the employee at 10:30 pm that milk kept in the store for night
operations is spoiled and all the other stores are closed. The operation manager would most likely:
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(Check one)

 Do nothing
 Close the shop
 Scrap the item(tea/coffee) and keep running the shop
 Keep the shop open and look for unconventional sources such as Mess, Faugi for milk

Level 4: Results

To measure the organizational result, we checked the financial reports to see the increase/decrease
in sales of the products and quality inspection such as reduced waiting time, increased footfall,
reduced wastage etc. Apart from that we also talked to the customers and their experience after
training.

Evaluating the cost of training

For evaluating the costs of training we used cost /benefit approach. It compares the monetary and
non -monetary benefits. Few things such as improved working relationship, better customer
relationship, building positive attitude etc. is difficult to measure but values high in terms of overall
improved performance. We tried to compare the opportunity cost( lost sales) while training to the
increase in sales after training and implementation of learning.
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RECOMMENDATIONS

TRAINING IN SMALL BUSINESSES

Implementation of formal training and development programs offers several potential advantages to
small businesses. For example, training helps companies to create pools of qualified replacements
for employees who may leave or be promoted to positions of greater responsibility. It also helps
ensure that companies will have the human resources needed to support business growth and
expansion. Furthermore, training can enable a small business to make use of advanced technology
and to adapt to a rapidly changing competitive environment. Finally, training can improve
employees' efficiency and motivation, leading to gains in both productivity and job satisfaction.
Small businesses stand to receive a variety of benefits from effective training and development of
employees, including reduced turnover, a decreased need for supervision, increased efficiency, and
improved employee morale. All of these benefits are likely to contribute directly to a small business's
fundamental financial health and vitality.

Small businesses tend to use two general types of training methods, on-the-job techniques and off-
the-job techniques. On-the-job training describes a variety of methods that are applied while
employees are actually performing their jobs. These methods might include orientations, coaching,
apprenticeships, internships, job instruction training, and job rotation. The main advantages of on-
the-job techniques is that they are highly practical, and employees do not lose working time while
they are learning. Off-the-job training, on the other hand, describes a number of training methods
that are delivered to employees outside of the regular work environment, though often during
working hours. These techniques might include lectures, conferences, case studies, role playing,
simulations, film or television presentations, programmed instruction, or special study.

VOCATIONAL TRAINING

Vocational training is training for a specific career or trade, excluding the professions. Vocational
training focuses on practical applications of skills learned, and is generally unconcerned with theory
or traditional academic skills. A large part of the education in vocational schools is hands-on
training. Vocational training thus provides a link between education and the working world. It is
usually provided either at the high school level or in a postsecondary trade school.
A general and internationally accepted definition states that vocational training is an activity directed
to identifying and developing human capabilities for a productive and satisfying working life.
According to it, those who take part in vocational training activities should be able to understand
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and, individually or collectively, to influence working conditions and the social environment.
Therefore, it is possible to say that vocational training is simultaneously:

• An educational activity oriented to provide the necessary knowledge and skills to perform either a
particular job post, an occupation, or a professional activity in the labour market. At the same time,
it acts as a supplementary form of other types of education by training people not only as workers
but also as citizens.

• An activity connected with the processes of technological transfer, innovation and development.
The transmission of knowledge and skills already implies a type of technological transfer to workers,
and through them, to enterprises. At the same time, since knowledge is the fundamental basis for
the processes of technological innovation and development, vocational training is a strategic tool
that becomes essential for these processes to take place.

• A labour fact and a key issue within labour relations. Governments, entrepreneurs and workers are
now increasingly interested in it since they are becoming aware of the importance of its
contributions to the distribution of employment opportunities in general, to the rise in productivity
and the improvement of quality and competitiveness, to the achievement of appropriate and healthy
working conditions as well as the possibility for social dialogue at various levels.

Vocational training has a pedagogic component, as well as other types of education, but with a
stronger emphasis on technical and technological aspects. Compared to other forms of education, it
shows both a deeper concern about the links between the contents and methods of such training,
and the changes that take place within the production and labour world.

All in all, it could be said that vocational training:

- Is an educational activity.

- Is oriented to provide the necessary knowledge and skills for an appropriate professional and
labour performance but also to fully exercise the right of citizenship by workers.

- Has both theoretical and practical components but with a greater influence of the latter compared
to other types of education.

- Has a very strong technological dimension based on the need to go along with the changes in the
productive processes of this field

WHY VOCATIONAL TRAINING FOR EMPLOYEES OF JUST TEA?

Looking at the backgrounds and education levels, we felt that vocational training is the best way.
Objectively In a larger sense, our secondary research throws up a lot of benefits which we concur
with.
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As we have seen, vocational training is an instrument that serves simultaneously to multiple

objectives. Some of them are framed within the employer’s interests while others are more related to
the interests of workers. In fact, through the attainment of objectives such as the increase in
productivity and the improvement of enterprises competitiveness, it may favour scenarios of
employment assurance and possibly of wage or extra wage increase.

From the point of view of the individual worker, it is clear that the access to higher levels of
qualification improve their opportunities to keep their jobs and improve their working conditions in
many aspects. Therefore, workers will always be interested in improving their qualifications.

This kind of training also includes all programs and projects offering skills-upgrading for those
already active on the labor market, but who wish to extend their competencies by attending evening
or weekend courses. There are no prerequisites for anyone to acquire vocational training. Both men
and women can get trained at any time during their life. Studies have already proven that formal
education is not a prerequisite for acquiring practical skills for income-generation, especially in the
context of the informal sector.

the fact is that the majority of workers in the unorganised economy of India have never been to
vocational training institutions and/or school. Given the vast size of India’s informal workforce, the
need to address the skills of informal sector workers is more pressing than any other.

One of the weaknesses of Indian education system is that it does not gives due importance to
vocational education. As a result, there is a mismatch between the skilled manpower required and
skilled manpower available. Every year we churn out millions of graduates, who do not have the
specific skill sets required by the market. If this trend continues, it would hurt our economic growth
in the long run. This has resulted in a situation, where there is a huge shortage of skilled workers,
such as plumbers, electricians, etc.

LECTURE TECHNIQUE FOR JUST TEA MANAGEMENT

It is one of the oldest methods of training. This method is used to create understanding of a topic or
to influence behavior, attitudes through lecture. A lecture can be in printed or oral form. Lecture is
telling someone about something. Lecture is given to enhance the knowledge of listener or to give
him the theoretical aspect of a topic. Training is basically incomplete without lecture. When the
trainer begins the training session by telling the aim, goal, agenda, processes, or methods that will be
used in training that means the trainer is using the lecture method. It is difficult to imagine training
without lecture format. There are some variations in Lecture method. The variation here means that
some forms of lectures are interactive while some are not.

Straight Lecture: Straight lecture method consists of presenting information, which the trainee
attempts to absorb. In this method, the trainer speaks to a group about a topic. However, it does not
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involve any kind of interaction between the trainer and the trainees. A lecture may also take the
form of printed text, such as books, notes, etc. The difference between the straight lecture and the
printed material is the trainer’s intonation, control of speed, body language, and visual image of the
trainer. The trainer in case of straight lecture can decide to vary from the training script, based on
the signals from the trainees, whereas same material in print is restricted to what is printed.

WHY LECTURE METHOD?

For the new management of Just tea , we decided that one of the ways of knowledge transfers in
terms of procedure and basics is lecture method. Though not strictly a classroom type setup but
because the lecturer was more active and listeners more passive hence it resembles more of a lecture.

Pros of Lecture as a Teaching Method:

 Lectures are a straightforward way to impart knowledge quickly.

 Instructors also have a greater control over what knowledge is being transferred because they are
the sole source of information.
 Students who are auditory learners find that lectures appeal to their learning style.
 Logistically, a lecture is often easier to create than other methods of instruction..

All students appreciate good quality lectures, and the key ingredients are:

 clear objectives (these can be put in the course handbook, with the lecture summaries, to
avoid provision of them being forgotten by, individual lecturers
 Clear communication of the intended message
 Clear chances to enquire and solve doubts

As is clear from the benefits of lecture method, in terms of paucity of time and the hectic schedule
of student life, we decided that this method is the best way to go about transferring knowledge.
However , for the larger scheme of things we also suggest that there be a propoer mentoring of the
new management by the outgoing seniors as the practical part of the training needs to be given so as
to develop real time scenarios and develop real time solution capabilities.
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The ideal training approach hence is suggested to be the following:

Just tea On the job

training by
Vocational
training by
employees demonstration supervision

Knowledge
Just tea transfer
Transitional
learning via
management sessions via
lectures
mentoring