Training Is Never Done

As a long-time member and past-president of CHART (Council of Hotel and Restaurant Trainers), I know that our members exchange questions and suggestions on a variety of training topics. An interesting one came up recently, and it hit me that I may have a different view of training than others. The topic: When opening a new restaurant, do you train the employees for the new store in an existing location in the market?

Some folks didn’t mainly because of bad habits in the old store. Therefore, they simulate training in the new unit. Simulation is great, but it’s hard to replace actual hands-on training with real guests. Certain skill positions need as much practice as possible. A cashier or line cook requires repetition with real guests once the knowledge has been given.

We all have our own opinions on this topic, but the thing that piqued my interest was where the focus of training is. Often, trainers and managers are only concerned with the initial training of an employee or manager. After that period is completed, training is “done.”

Really? Perhaps the training issue, in my example above, is not so much with the new store, but getting back in the existing store and helping support the management staff to move their training forward. After all, they are subjecting guests to inferior service—that’s a training issue!

Training needs to happen daily. If the learned skills are not applied frequently, they are quickly forgotten. Just because someone can memorize things and pass a test doesn’t mean the guests are actually served in the proper manner.

How can you ensure your training will pay off? Here are some suggestions:

• Validations/Re-validations: Have a “skill assessment” checklist the employee must demonstrate to a manager (or be observed doing with actual guests) every 90 days. I “know” how to play golf, but can I actually do it at a high level? There’s a big difference!
• Guarantee Message: Have a button or sticker on the cashier (or a POS register topper) saying, “If we fail to suggest [blank], you receive a free dessert.” Train your employees in the proper way to suggest items, i.e. “We have two sizes of value meal, which would you prefer?” This way the employees don’t just go through the motions—“We have to suggest it or it’s free, so do you want it?” The guest holds the employees accountable in a fun way and you make more money!
• Daily Shift Huddle: Review recipes and sales lines each day. Have the employee(s) set individual and team goals. You question and they answer. For example, “What would you say to a guest who orders a value meal?” Then, listen for the appropriate response.
• Reward Your Employees: Reward those who beat the average (sell more or lower costs). They are driving incremental sales or profit—let them earn a “fraction of the action.”

 

About the Author
TJ Schier is the president of Incentivize Solutions, former President of CHART (Council of Hotel and Restaurant Trainers), a noted industry speaker, and author of books and training videos that you can find at http://www.incentivizesolutions.com/store/index.php. Reach him by email at