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In matter of training, most managers would also want the answer keys while others would argue that the answers are in the training so that the keys are not necessary. Which method is the best?
First, I would say that supplying the answer keys with a training quiz makes great sense, because they allow you:
1. to prevent discrepancies between training materials and test questions: sometimes questions are misformulated and give room to confusion. On the other hand, sometimes the answer key is wrong too.
2. to prevent misunderstandings due to translations: in concepts that translate their training materials in other languages, sometimes questions formulated in one language may generate a different answer than in another language. Answer keys give also a clue on the intention of the question.
3. and although training materials are supplied, usually there is no time allocated for training. And so the new menu rollout is taught on the run while doing 1001 other things. In this condition, it is more efficient to go directly to the point. Of course this is not an ideal training condition, but the reality is that it is the most efficient.
From my experience, the majority of trainings in restaurants are incomplete because:
1. they don't take in consideration employees' schedules. For instance, someone who only works one day a week needs more training than someone who works five days a week. Because the second one has the opportunity to practice and to visualize new menu items, while the first employee's opportunity is only in the forgetting.
Another example is that I used to work for a concept that only trained on new items on Saturdays. So if you didn't work on that one day, you had no clue of what you are selling to the guest on your next shift.
2. the training is set up as a secondary activity. While some companies don't even pay you while in training, others don't have competent and willing trainers, and others finally train you as the trainer is doing something else. And so the training is condensed to "downloading" information from someone who doesn't want to train to someone who is overwhelmed by the flow of new information.
3. training is considered a task that needs to get done and filed away. In reality, training needs to be ongoing whether it relates to menu training, safety training or policy & procedure training. Retention rate is just as important and equally relevant as the original quiz.
By assessing how much do employees and managers retain a month later, a quarter later and so on, you need to maintain their engagement and indirectly improve their productivity. A knowledgeable employee is one who becomes more confident and secure about his/her work environment and job competencies. Drop the training and your employees will stop caring for your guests.
Truly, an efficient training has to be:
1. repetitive: in order to solidify knowledge and competencies
2. measured: to better understand your training efficiency (materials and delivery methods)
3. correlated to productivity and customer satisfaction metrics: because one doesn't train for the sake of training. The end goal, if it is productivity and customer service, needs to be correlated to your strategy. You need to understand if you are achieving your mission and corporate vision with your training program. If not, then change. If you do, then keep doing what you are doing. Inspect what you expect from your staff!
I am a firm believer that a proper, complete and relevant training is always possible provided that you have secured materials, competent people and an appropriate environment. I also maintain that the benefits of a solid training do have a positive impact on: guest satisfaction, employee satisfaction, productivity, employee turnover, food cost and brand image.
First, I would say that supplying the answer keys with a training quiz makes great sense, because they allow you:
1. to prevent discrepancies between training materials and test questions: sometimes questions are misformulated and give room to confusion. On the other hand, sometimes the answer key is wrong too.
2. to prevent misunderstandings due to translations: in concepts that translate their training materials in other languages, sometimes questions formulated in one language may generate a different answer than in another language. Answer keys give also a clue on the intention of the question.
3. and although training materials are supplied, usually there is no time allocated for training. And so the new menu rollout is taught on the run while doing 1001 other things. In this condition, it is more efficient to go directly to the point. Of course this is not an ideal training condition, but the reality is that it is the most efficient.
From my experience, the majority of trainings in restaurants are incomplete because:
1. they don't take in consideration employees' schedules. For instance, someone who only works one day a week needs more training than someone who works five days a week. Because the second one has the opportunity to practice and to visualize new menu items, while the first employee's opportunity is only in the forgetting.
Another example is that I used to work for a concept that only trained on new items on Saturdays. So if you didn't work on that one day, you had no clue of what you are selling to the guest on your next shift.
2. the training is set up as a secondary activity. While some companies don't even pay you while in training, others don't have competent and willing trainers, and others finally train you as the trainer is doing something else. And so the training is condensed to "downloading" information from someone who doesn't want to train to someone who is overwhelmed by the flow of new information.
3. training is considered a task that needs to get done and filed away. In reality, training needs to be ongoing whether it relates to menu training, safety training or policy & procedure training. Retention rate is just as important and equally relevant as the original quiz.
By assessing how much do employees and managers retain a month later, a quarter later and so on, you need to maintain their engagement and indirectly improve their productivity. A knowledgeable employee is one who becomes more confident and secure about his/her work environment and job competencies. Drop the training and your employees will stop caring for your guests.
Truly, an efficient training has to be:
1. repetitive: in order to solidify knowledge and competencies
2. measured: to better understand your training efficiency (materials and delivery methods)
3. correlated to productivity and customer satisfaction metrics: because one doesn't train for the sake of training. The end goal, if it is productivity and customer service, needs to be correlated to your strategy. You need to understand if you are achieving your mission and corporate vision with your training program. If not, then change. If you do, then keep doing what you are doing. Inspect what you expect from your staff!
I am a firm believer that a proper, complete and relevant training is always possible provided that you have secured materials, competent people and an appropriate environment. I also maintain that the benefits of a solid training do have a positive impact on: guest satisfaction, employee satisfaction, productivity, employee turnover, food cost and brand image.
Photo from: http://www.globalnlptraining.nl/
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