Module Code: BMSK 5002

Developing Relationships and Workplace

Achievement

Training & Developmen

1
 Training & Development
The lectures broadly covers two key areas:

• 1) Training as a management skill.

• 2) Training and developing your staff.

28/04/2023
2
 Topics Covered.
 Why do we Need Training?
 What is Training & Training Principles?
 A Systematic Approach to Training
 A Training Lesson Plan

28/04/2023
3
 Question
• Take a piece of paper, choose any specific
organisation and write down some of the
circumstances and the reasons why we may
need training

28/04/2023
4
 Learning Objectives
Following this lecture, you should be able to complete the
following objectives:
1. Describe why training is important and distinguish amongst
training, education and development
2. Define the ASK concept, and comment upon the relative
difficulty in developing people’s attitudes, skills and
knowledge
3. List the nine steps in the training process and be able to
explain each step with reference to hospitality examples
4. Develop an appropriate training lesson plan.

28/04/2023
5
 Do Organizations Need Training?

 The answer is “YES”

 However, we must
know the purpose and
functions of training
before we can use it.

28/04/2023
6
 The Gap Concept

Expected Curve

1,000 Cars Gap

Performance/ 200 Cars
Actual Curve
Results
800 Cars

Time
In training terms this means we need to develop
programs to fill the Gap
7
 Question

As a manager, what will you do

when there is a Gap?

28/04/2023
8
 Exercise 1
• Imagine you are the managing director of a
full service restaurant. One day you receive a
complaint letter from a guest reporting s/he
was not satisfied with the follow up regarding
the fact that they were overcharged in one of
your restaurants.
– Why was the complaint made?
– Is there a training need?

9
 Reasons to Consider Conducting
an Internal Needs Analysis
1. Employee obsolescence/out-dated –
– Technical advancements, cultural changes, new
systems, computerization
2. Career plateaus
– Need for education and training programs
3. Employee Turnover
– Development plan for new employees

10
 Importance of Training
• Maintains qualified products / services
• Achieves high service standards
• Provides information for new comers
• Refreshes memory of old employees
• Achieves learning about new things; technology,
products / service delivery
• Reduces mistakes - minimizing costs
• Opportunity for staff to feedback / suggest improvements
• Improves communication & relationships - better
teamwork

11
 Benefits of Training

• Most training is
targeted to ensure
trainees “learn”
something they
apply to their job.

12
 What is Training?

• Training is a systematic process through

which an organization’s human resources
gain knowledge and develop skills by
instruction and practical activities that result
in improved corporate performance.

13
 Differences between Training,
Education & Development
• Training is short term, task oriented and targeted
on achieving a change of attitude, skills and
knowledge in a specific area. It is usually job
related.
• Education is a lifetime investment. It tends to be
initiated by a person in the area of his/her interest
• Development is a long term investment in human
resources.

14
 The ASK Concept
• If we follow the GAP concept, training is simply a
means to use activities to fill the gaps of
performance between the actual results and the
expected results.
• This GAP can be separated into 3 main themes
1. Attitude
2. Skills
3. Knowledge

15
 Exercise 2
Rank ASK by difficulty to develop in people

• Attitude
• Skills • Easy
• Knowledge • Moderately
difficult
• Most difficult

16
 Five Principles of Learning
• Participation: involve trainees, learn by doing
• Repetition: repeat ideas & concepts to help
people learn
• Relevance: learn better when material is
meaningful and related
• Transference: to real world using simulations
• Feedback: ask for it and adjust training
methods to audience.

17
 A Systematic Approach
to Training
Key Concepts in Preparing a Training Plan
Before you train and develop people identify what:
– They must know - before they can perform job
– They should know - to improve performance
– Would be nice for them to know – but not
necessary to perform duties.

18
 Model of the Training Process*
*Goldstein, I. (2002) Training in Organizations 4th Ed.
Assessment Stage Training Stage Evaluation Stage
Organizational
Needs Assessment

Task Need Assessment

Development of Design & Select Measure Training
Training Objectives Procedures Results

Development of Train Compare Results to

Criteria for Training Criteria
Evaluation

Feedback

19
Nine Steps in the Training Process
1. Assessing training needs
2. Preparing training plan
3. Specifying training objectives
4. Designing the training program(s)
5. Selecting the instructional methods
6. Completing the training plan
7. Implementing the training program
8. Evaluating the training
9. Planning future training

20
 1) Assessing Training Needs
Conduct a training needs analysis by either one, or
both, of the following

• External approach (company, guests, society)

• Internal approach – using a staff opinion survey.

21
 Exercise 3
• Imagine you are the manager of a factory with
500 workers making ice cream for export to
Europe.
• What information and evidence do you need
before you can say the employees need
training?
• Try to list 5 ideas.

22
 Response to exercise 3
• Accidents reportreport
Staff discipline
•• Sick
Staff leave report
enquiries & complaints
•• Employee compensation statistics
Guests complaints
•• Product quality control report
Refusal of orders made
• Wastage report
• Quality of product report
• Efficiency report
• Market needs & trends
• Machinery out-of-order report
• Demographic data & background of employees

23
 2) Preparing Training Plan
Consider whether to design a long (5-10 years),
medium (3-5 years) or short (1 year) term
plan.
• Ask your self “What are we going to achieve
in the time period?”
• Use a holistic approach by using a calendar for
inputting your training activities.

24
 Training Calendar Example

Training Area Month in the year

1 2 3 4 5 6 7...
Attitude
Train the trainer
Job competency
Sales techniques
Telephone manner
…
25
 Individual Plans
• For individual personalized training, we must
assess the trainees’ weakness and strengths
first before setting up appropriate programs.
• Training areas maybe tailor-made.
– Trainee should receive an individual timetable
for self progress.

26
3) Specifying Training Objectives

Training Objectives must be specific & measurable.

Why? Very difficult to measure effectiveness after
course is finished.
– What should trainees be able to accomplish after
participating in the training program?
– What is the desired level of such accomplishment,
according to industry or organizational standards?
– Do you want to develop attitudes, skills, knowledge or
some combination of these three?

27
Designing the Training Program(s)
1. Program duration 7. Training location &
2. Program structure environment
3. Instruction methods 8. Criteria & methods for
4. Trainers qualification assessing participant
learning and
5. Nature of trainees achievement
6. Support resources – 9. Criteria & methods for
materials, OHP, evaluating the program
classroom

28
 Selecting Instructional Methods
Note: This is the most important step
On-the job-training (OJT)
– learn while you’re working
Off -the job-training
– In house, training or classroom
– External, consultancies or attending external classes
– Independent bodies, such as government talks
– Distance learning, from books or notes
– Computer-assisted learning
– Interactive-video training
– Video conferencing, same as classroom except teachers and
students are in different locations.

29
 Exercise 4
• Imagine you are the training manager of a hotel that will
open next year. Your GM asks you to develop a training
program that aims to boost the team spirit of the newly
formed Executive Committee Members.
• Your GM suggests you organize a two-day course in a
resort location from 9 to 5 for both days.
• Your task is to suggest 3 training methods that suit the
training theme described above.
Hint: this is attitude, not skills nor knowledge training

30
 Response to exercise 4
Remember your training Suitable training methods you
theme was to change the might have listed:
individuals attitudes • Role-play
Employ exercises that • Games
trainees can: • Simulation exercises
• Participate in • Discussion/debate formats
• React to • Experiential exercises
• Provide feedback in • Self evaluation (e.g. video tape
• Receive inspiration to move trainees performance & let
on them evaluate their own
behaviors).

31
 Completing the Training Plan
• Target group – assess your audience
• Topic – task, skill or attitude ingredient
• Method – direct (one way communication) or
indirect (discussion, games, experimental
exercises…). Important as evaluation of trainees
usually lies on the perception on what they did in the
training session
• Time – length, period, breaks important to consider
• Location – away from the office?

32
 Implementing the Training
Program
Besides trainers qualifications and experience:
• Participant selection
• Group comfort - physical & psychological
• Trainer enthusiasm & skills
• Effective communication
• Feedback mechanism
• The need to learn new training skills
• Preparation by trainers

33
Evaluating the Training
Three Levels of Evaluation
1. Immediate Feedback
 Survey or interview directly after training
2. Post-Training Test
 Trainee applying learned tasks in workplace?
3. Post-Training Appraisals
 Conducted by immediate supervisors of trainees

34
 Planning Future Training
Last step in the training process
• After taking all evaluated comments, trainers
should modify the programs to keep good things
and make suggested improvements
– Remember, even with the same topic for different
trainees, trainers should address many parts of the
training process again and consider new approaches.

35
 A Training Lesson Plan
• Topic
• Summary of Key Points
• Training Objectives
• Duration of Each Activity in Each Session
• Training Contents
• Training Methods / Activities
• Break(s)
• Exercise to Warm Up
• Questions to test Understanding
• Conclusion

36
 New Employee Orientation
Time Topic Method Activity

9:00-9:30 AM Welcome Speech by Speech Talk & hand shake

GM

9:30-10:00 AM Intro to Company Slide Presentation Slide Show & Video

Background Tape

3:00-4:00 PM Fire Safety Talk Security Manager Fire Drill &

Equipment

37
 References
• Anthony W.P., Kacmar, K.M., Perrewé, P.L. (2002) Human
resource management: a strategic approach, 4th ed. Fort
Worth : Harcourt College Publishers.HF5549 .A866 2002 
• Goldstein, I. L., Ford J.K. (2002) Training in organizations
: needs assessment, development, and evaluation, 4th ed.
Belmont, CA . HF5549.5.T7 G543 2002 
• Greer, C.R. (1995) Strategy and human resources – a
general managerial perspective, Prentice Hall.
• Riley, Michael, (1996) Human resource management in the
hospitality and tourism industry, 2nd ed. Oxford ; Boston :
Butterworth-Heinemann.  TX911.3.P4 R55 1996 

38