Understanding Training and Coaching in the Workplace - Coursework Example

COACHING AND TRAINING AT MCDONALD’S By: Presented [Date of Submission] Importance of Training and Coaching in an organisation ‘Coaching and Training at McDonald’s’ Identifying the need for training at McDonald’s: Each organisation has training requirements. Some of them are self-evident, for example, helping new employees to become familiar with the organization frameworks, courses of action and systems. In an organization, training and different types of working environment instruction are vital to the accomplishment of each worker and to the organisation in general (Reyes, 2014). The organisation to be assessed for this paper is the fast-food giant, McDonald’s. Management at McDonald’s can identify the need for training by going through the company objectives, both long-term and short-term. This can be done by: analysing the current skills of the employees; emerging organisational changes, for example new computer systems and/or production methods, identifying skills that can help the business and then consider training options accordingly (nibusinessinfo.co.uk, n.d.). TNA can also help management to distinguish the type of training needed to bridge the gap between workers present expertise level and the ability level that organisations need. TNA breaks down information around a particular occupation or a gathering of occupations to focus the learning, abilities, disposition and capacities expected to accomplish ideal execution in that employment or occupation gathering (Reyes, 2014). Training techniques appropriate to McDonald’s: The workforce at McDonald’s can be trained through a number of training techniques which allow sufficient interactions and exposure for the employees to grasp knowledge and develop the relative skills. Since most of the staff is usually involved in servicing customers, taking order and making food orders, methods like on the job training, cross training, shadow training and interactive training methods, which involve constant employee participation and focus, can be utilised (Hr.com, 2001). These may include: quizzes, group discussions, practical demonstrations and role playing. Intuitive training sessions help to keep trainees occupied with the training, which makes reciprocate to the new data and they can also give in-session criticism to mentors on how well trainees are learning (Hr.com, 2001). Blended learning approach: involves recognising that one training method will not suit every employee. More or less, blended learning means utilising more than one training technique to prepare employees on one subject. This methodology can be best suited to the organisation as the organisation has mixed range of activities, like: production, service and management. Mixed adapting essentially bodes well (Trainingtoday.blr.com, n.d.). How knowledge of different learning styles can assist training sessions: Learning styles can be characterised, arranged, and recognised in a wide range of way. For the most part, they are general examples that give guidance to learning and instructing. Learning style can likewise be portrayed as a set of components, practices, and disposition that encourage learning for a single person in a given situation (Web.cortland.edu, n.d.). Having knowledge of different training methods can aid trainers in the training process. Due to the vast training techniques and varying business activities at McDonalds, a mentor can analyse which method of training is best suited to a certain training requirement. Method for evaluating the effectiveness of training: The training department at McDonalds’ can use Kirkpatricks Four-Level model training evaluation. The four levels in the model are: Reaction, learning, behaviour and results(Mindtools.com, n.d.). Reaction requests opinions of the experience a training session. Ordinary inquiries concern the extent to which the experience was important (fulfilment), whether they felt acknowledged, understood, and whether they felt the training was applicable. Learning measures the extent to which trainees obtained the planned information, abilities and disposition as an after effect of the training. This level is utilised by trainers to figure out whether training goals are being met. Behaviour measures the extent to which trainees practices change as a consequence of the training, essentially whether the information and abilities from the training are then connected at work. The result level tries to focus the solid outcomes of training, for example, lessened expense, enhanced quality and effectiveness and increased profit (Mindtools.com, n.d.). How to maintain training records at McDonald’s: Training records, like other necessary recorded information, can be recorded in two ways by the management of McDonald’s: in ledgers and on spreadsheets. Training records may begin with recording attendance, test results or trainees’ evaluations can also be recorded. The information can stored in ledgers or the McDonald’s can choose to state the information on computers. Spreadsheets and databases can be used to record this information. One benefit of using electronic records is that these records can be easily accessed, understood and interpreted and they also save physical space for the company (Competencyinformation.co.uk, n.d.) How to identify coaching needs for individuals at McDonald’s: The need for coaching arrives when the existent skills or abilities of the employees at McDonald’s begin to show room for improvement. Coaching involves refining and polishing existent skills, rather than developing or learning new ones (Cacioppe, n.d.). For example, the management at McDonald’s identifies that the cashiers are not good at taking orders quickly and managing ques. They can then coach the staff on how to quickly take orders and reduce waiting time of customers. How to plan coaching at McDonald’s: McDonald’s training department can draw a caching plan for individuals in the organisation according to their skill sets. Management can perform an evaluation of the worker who is being coached to analyse his qualities, shortcomings and abilities. The coach should ensure that the employee is clear about what is anticipated from him in his profession position and why he is in the guiding system. It is important for the coaching session that the coach gets employees’ contribution in making an arrangement that will be viable and that identifies with him. The coach should set up an activity arrangement focused around the abilities and ideas that the representative needs to learn or change. The coach will have to make an approach to quantify advance by setting up concrete objectives with each one stage, whether its business numbers, test scores, benefit level or a behavioural change. Finally, the coaching session should be ended with rewards so that employees feel that their efforts to polish their skills have been acknowledged (Bramble, n.d.). Importance of feedback in coaching: It is important to provide the employees with feedback about their execution and is also a critical obligation regarding all Supervisors/ Managers. Successful feedback is distinct, not judgmental. It is centred on conduct, not individual attributes or "mentality". It is a synergistic exertion proposed to help the worker (Humanresources.uchicago.edu, n.d.) Providing employees with feedback in regard to their performance post coaching will help them identify where they have made improvements and where room for improvement still exists. Positive feedback will enable them to identify their progress and negative feedback will enable them to correct the areas where they still lack. Likewise, employee feedback about the coaching sessions can help coaches at McDonald’s interpret how well the employees are able to comprehend and practice what they learn in their coaching sessions. Feedback from employees can also provide suggestions for the coaches on how to improve the sessions. Method for evaluating the effectiveness of coaching at McDonald’s: Coaches of the McDonald’s team can measure the effectiveness of the coaching sessions by using one or more of the following methods: assessing rep performance, assessing team performance, assessing manager performance and assessing business performance (Mahajan, 2012). Coaches should use the assessing rep performance method as this will provide effectiveness evaluation of each individual. This method includes conducting pre and post-coaching studies to quantify the level of change in the conduct, execution, and certainty of the employee. It also involves searching for tell signs in the conduct pattern of the rep, like: engagement, trust in undertaking execution, and requirement for administrator help (Mahajan, 2012). Reference List Bramble, L. (n.d.). How to Create Employee Coaching Plans | eHow. [online] eHow. Available at: http://www.ehow.com/how_5776057_create-employee-coaching-plans.html [Accessed 3 Feb. 2015]. Cacioppe, R. (n.d.). Why Workplace Coaching and Why now?. [online] Integral Development. Available at: http://www.integral.org.au/why-coaching-in-the-workplace-and-why-now [Accessed 3 Feb. 2015]. Competencyinformation.co.uk, (n.d.). Training Records. [online] Available at: http://www.competencyinformation.co.uk/trainingrecords.aspx [Accessed 3 Feb. 2015]. Hr.com, (2001). List of Training Methods - The Human Resources Social Network. [online] Available at: http://www.hr.com/en/communities/training_and_development/list-of-training-methods_eacwezdm.html [Accessed 3 Feb. 2015]. Humanresources.uchicago.edu, (n.d.). Feedback and Coaching | The University of Chicago. [online] Available at: https://humanresources.uchicago.edu/tpm/performance/feedback/index.shtml [Accessed 3 Feb. 2015]. Mahajan, L. (2012). 4 Ways to Measure Coaching Effectiveness | CEB Blogs. [online] Executiveboard.com. Available at: https://www.executiveboard.com/blogs/4-ways-to-measure-coaching-effectiveness/ [Accessed 3 Feb. 2015]. Mindtools.com, (n.d.). Kirkpatricks Four-Level Training Evaluation Model: Analysing Training Effectiveness. [online] Available at: http://www.mindtools.com/pages/article/kirkpatrick.htm [Accessed 3 Feb. 2015]. nibusinessinfo.co.uk, (n.d.). [online] Available at: https://www.nibusinessinfo.co.uk/content/identify-training-needs [Accessed 2 Feb. 2015]. Reyes, S. (2014). Workplace Training: Needs Assessment. [online] Tribehr.com. Available at: http://tribehr.com/blog/workplace-training-needs-assessment [Accessed 2 Feb. 2015]. Trainingtoday.blr.com, (n.d.). How to Choose the Most Effective Training Techniques. [online] Available at: http://trainingtoday.blr.com/employee-training-resources/How-to-Choose-the-Most-Effective-Training-Techniques [Accessed 3 Feb. 2015]. Web.cortland.edu, (n.d.). What are Learning Styles. [online] Available at: http://web.cortland.edu/andersmd/learning/Introduction.htm [Accessed 3 Feb. 2015]. Read More