Human resource exam
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Chapter6-NeedsAssessmentandTraining.ppsx
Discuss training expenditures, and identify and explain the stages of the training cycle.
Explain how a training needs assessment is developed and conducted, and discuss the first steps in designing a training program.
Describe various training methods and how to select one.
Explain how to implement and evaluate training programs and activities.
Competencies
Discuss career development for managers.
Managing Hospitality Human Resources
Chapter 6: Training and Development
Managing Hospitality Human Resources
Chapter 6: Training and Development
The Training Cycle
Develop/conduct a needs assessment
Identify training objectives
Establish training criteria
Select trainees
Pretest employees to establish their current knowledge, skills, or abilities for training
Choose the proper training methods and techniques
Implement the training program
Conduct a training evaluation
Managing Hospitality Human Resources
Chapter 6: Training and Development
Conducting A Needs Assessments
Need analysis
determines need for training
includes determining effect that training will have
Task and behavior analysis
determines which tasks and behaviors are required for each specific job
Individual analysis
Identifies the strengths and weaknesses of the employee performing the job
which employees require what types of training
Managing Hospitality Human Resources
Chapter 6: Training and Development
Ways to Conduct a Needs Assessment
Observation of work performance (work sampling)
Input from guests
Input from staff members
Inspections
Failure to meet performance standards
KSA’s
Analysis of financial data
Advisory committees
Performance/skills assessments
Exit interviews
Managing Hospitality Human Resources
Chapter 6: Training and Development
Designing the Training Program
Establish Training Objectives
Establish Training Criteria
Select Trainees
Pretest Trainees
Managing Hospitality Human Resources
Chapter 6: Training and Development
Establish Training Objectives
Reaction-based objectives
how employees view the process
Learning-acquired objectives
involve the knowledge gained during the training program
On-the-job behaviors
how employee behavior changes as a result of training
Results-oriented objectives
how measurable outcomes of an individual or group change
Managing Hospitality Human Resources
Chapter 6: Training and Development
Define Training Objectives
Purposes of training objectives:
To help the trainer connect the purpose of the training program with its content.
To help evaluate training
At the end of this training session, Banquet Set Up Staff will be able to set up meetings according to the details specified on Banquet Event Orders.
Managing Hospitality Human Resources
Chapter 6: Training and Development
Select and Pretest Trainees
How do you select employees for training?
What does the TRAINER need to know about your trainees before training?
How do you determine what employees know BEFORE training?
Managing Hospitality Human Resources
Chapter 6: Training and Development
Learning Styles
How people prefer to absorb and process new information:
Auditory learners hear information and process and remember it (lectures, discussions)
Visual learners need to see information (charts, pictures)
Tactile learners need to interact with the material they are learning (writing activities, take notes)
Kinesthetic learners need to be doing something rather than hear or see the materials (roles plays, simulations)
Managing Hospitality Human Resources
Chapter 6: Training and Development
Training Adult Learners
Adults need to:
See the big picture of what they are learning at the beginning of the program
Be involved in training activities
Have spaced practice when learning something new
Be allowed to relate past and current experiences to the training
Managing Hospitality Human Resources
Chapter 6: Training and Development
10
Choose Proper Training Methods
Develop a Training Plan
Develop Training Lessons
Develop a Training Handbook
Managing Hospitality Human Resources
Chapter 6: Training and Development
Develop Training Plan
Training plan – A description of the structure (overview) and sequence of the entire training program.
Managing Hospitality Human Resources
Chapter 6: Training and Development
Develop Training Lessons
Training lesson – The information to be presented in a single session of the training plan. Each lesson contains one or more specific training objectives and indicates the content and methodology(ies) required to enable trainees to master the content.
Managing Hospitality Human Resources
Chapter 6: Training and Development
Develop a Training Handbook
Training handbook – A hardcopy or electronic manual (file) that contains the training plan and associated training lessons for a complete training program. The program can be comprehensive or more specific.
Managing Hospitality Human Resources
Chapter 6: Training and Development
Training for Managers
Like case study or real world examples
Prefer activities or one on one conferencing
Use of behavior modeling (role play) can impact future performance
Managing Hospitality Human Resources
Chapter 6: Training and Development
Training for Non-managers
On-the-job training (OJT)
typically one employee shows another some desired skill
Job instruction training (JIT)
requires trainees to proceed through a series of steps in a sequential order
Lecturing
most common form of off-the-job training
Coaching/mentoring
encouraging protégés’ skill and leadership development rather than simply making sure employees know how to do their immediate job tasks
Programmed instruction
enables trainees to learn at their own pace
Managing Hospitality Human Resources
Chapter 6: Training and Development
Different Types of Training
Job rotation
involves moving trainees from one job to another
Role-playing
allows participants to experience what it feels like to work in a real or exaggerated work situation
Simulations
involves the virtual duplication of the work environment in an off-site setting
Managing Hospitality Human Resources
Chapter 6: Training and Development
Different Types of Training
Business games
a form of simulation through which participants learn how to deal with a variety of issues in a mock business environment
Sensitivity training
helps participants become aware of their own behaviors and of their behaviors toward others
Managing Hospitality Human Resources
Chapter 6: Training and Development
Checklist for Designing a Training Program
Managing Hospitality Human Resources
Chapter 6: Training and Development
Tips for Training
Provide some means for reinforcement while trainees learn
Structure tasks from the simple to the complex
Be adaptable to specific problems
Encourage positive transfer of knowledge and skills from the training to the job
Managing Hospitality Human Resources
Chapter 6: Training and Development
Other Impacts on Decisions About Training
Ensure all have equal access to training programs
Be sensitive to work/life balance and travel related to training
In a tight labor market, individuals may be hired who don’t meet all job requirements and need training to bridge gaps
Basic English reading and writing skills may be needed
Make reasonable accommodations for employees with disabilities
Managing Hospitality Human Resources
Chapter 6: Training and Development
Evaluation of Training
Level 1: Reaction
How employees feel about the course, the instructor, etc. (measured through survey)
Level 2: Learning
What learning has occurred (measured with pre-training/post-training assessment
Level 3: Behavior
Performance should improve (transfer of learning should occur on the job)
Level 4 and 5: Results and Return on Investment
What business results can be attributed to training (savings generated, revenue, error rate, etc.)
Managing Hospitality Human Resources
Chapter 6: Training and Development
