Critique the PowerPoint of someone different than who you critiqued in Week Two. Use at least two scholarly and/or popular sources to support your response.

BAILEY’S STEAKHOUSE SERVER TRAINING PROGRAM PROPOSAL Michelle Stepka The University of Arizona Global Campus OMM618: Human Resources Management Dr. Edward Lisoski February 13, 2023 1 INTRODUCTION Bailey’s Steakhouse, a high-end establishment, has been in business since 1995. This program has been designed to provide consistent and complete training to all newly hired servers. The plan will outline the duties and potential daily occurrences that new servers may experience. Assignment to mentoring teams will also be discussed. Through casual and formal mentoring, employees have the chance to develop their competence and confidence (Weinstein, 2012). 2 Introduction, cont. At the end of their mentorship, the new server will be able to showcase their skills during a test shift. Upon completion of their training, the trainee will initially take the role of beverage server. Once a more senior role becomes available, they may choose to request a promotion. Management may also make recommendations for promotions. Training objectives The training plan has been created utilizing the SMART method. The components of the method as follows: S = Specific. What are the tasks being asked of the trainee? M = Measureable. How will the training be measured? A = Achievable. Is it possible for the trainee to accomplish all of the items within the training plan? R = Relevant. Are the items in the plan in alignment with restaurant and industry standards? T = Timely. Will the trainee have the ability to complete all of the training within the specified timeframe? Training Objectives, cont. Methods of Training Responsibilities Cross-Training Opportunities Customer Service Problem Solving Techniques Food Handling and Safety Workplace Safety Evaluation Questions 5 METHODs OF TRAINING Training approaches covered in Strategic Human Resource Management: Concepts, Controversies, and Evidence-Based Applications by Youssef-Morgan and Stark will be applied. These techniques include: Formal training – the training program will be delivered using a structured, pre-organized plan. On-the-job, on-site – most training will occur during normal business hours at the restaurant. The employee will be paid for all hours in training. 6 Methods of Training, cont. Facilitated – an outline of daily training objectives will be reviewed at the beginning of each shift. Technical and nontechnical – due to the nature of the position, training will include both types. The technical portion will include daily, job-related tasks. The nontechnical portion will focus on customer service, communication and problem-solving skills. 7 responsibilities The new server will be assigned a team. Teams consist of three members that have separate responsibilities. Each member is carefully chosen to complement the personality of others. The members of the team include: Head Server/Team Leader – responsible for explaining the menu, advising customers of daily specials, taking orders, and presenting the bill. Usually a senior server. Secondary server – responsible for clearing the table of finished plates and table reset for the next guests. Beverage server – responsible for filling water glasses, taking drink orders, and bar service. 8 Responsibilities, cont. Spend multiple shifts shadowing each team member to become proficient on their individual responsibilities (Bemporat, 2021). Studying and learning the everyday menu. This will allow the server to answer any guest inquiries. Learn the dining room layout and table numbers. Daily specials will be posted in the kitchen. Servers are responsible for alerting guests of these specials. Learn how to properly set a formal table. Dining room floor plan Example Menu example FORMAL PLACE SETTING Example 12 CROSS TRAINING OPPORTUNITIES Due to Covid-19, it is increasingly difficult to hire and retain quality servers. While each team member has specific responsibilities, it is important that all members are cross-trained. Should the restaurant become short staffed, all members have the ability to step in and help where needed. Workers that participate in cross-training programs learn how to multitask so they can take on numerous roles or acquire a variety of skills (Cobe, 2018). 13 CUSTOMER SERVICE In her article, Restaurant Training: How to Get New Employees Ready, Tess Bemporat offers some recommendations on customer service skills. Teach servers how to interpret the moods of their tables. Guests who are looking about are generally in need of something and looking for their server. Have the trainee study the menu. Many diners may look to their server to help them select the best food. The more instruction servers receive on how to discuss the menu and pair dishes together, the better service they can provide. 14 CUSTOMER SERVICE, CONT. Emphasize the importance of multitasking. Learn how to coordinate with coworkers to accommodate guests’ demands while balancing many tables, including big parties, and small parties. Servers should focus on the needs of the customers while also exhibiting the personality and professionalism that the management desires. 15 PROBLEM SOLVING SKILLS In the service sector, mistakes will happen. It is the employee’s responsibility to intervene in a way that defuses the situation. In his 2020 article titled Restaurant Training and Development, Zahid Khan offers advice on problem solving skills. Guest concerns should be handled in an empathetic, cordial, and constructive manner. Problem-solving can be programmed to some extent, which means that certain actions call for a particular reaction. 16 PROBLEM SOLVING SKILLS, CONT. Although knowledge is partially programmed, it should still allow for flexibility in response when faced with challenging circumstances. Examples of such situations that involve flexibility include spilling food on a customer, robberies, kitchen equipment breakdowns, short staffed, and emergency medical situations. Scenarios practicing how to respond in such situations will be conducted during the evaluation process. 17 Food handling & safety One part of the servers job entails finishing plates before they are delivered to the guests. This includes adding any condiments, garnishes, or sauces. Employees must consistently and thoroughly wash their hands. Any compromised food item must be thrown away immediately. If any order does not appear to be prepared according to the menu or guest request, it must be redone. 18 Food handling & safety, cont. Verify the temperature of the food is appropriate. If it is room temperature or cold, do not serve it. Do not touch the food, drinks, or sides of the plate. The server should only touch the bottom of the plate. Regularly clean the serving counter. Regularly clean the beverage service area. 19 Workplace safety It is the responsibility of all staff members, regardless of their position at the restaurant, to ensure all areas of the restaurant are safe and free from hazards. The following typical risks associated with restaurants will be discussed: Liquid spills and wet floors. Glass breakage and proper disposal. Regular furniture inspection for defects and sturdiness. OSHA inspections and expectations. City inspections and expectations. 20 Workplace safety, cont. Locations of all fire exits and how to safely guide guests should it be necessary. Locations of phones should an emergency arise and there is a need to call 9-1-1. The local fire station offers in restaurant sessions on how to handle emergency situations. Mandatory education will consist of CPR certification and basic first aid (Hughes, 2020). evaluation Tess Bemporat offers some suggestions on how to carry out post-training evaluations in her article, Restaurant Training: How to Get New Employees Ready. At the end of the formal training, the new server will have an opportunity to showcase what has been learned by practicing on the staff outside normal business hours. During this test shift, management will be able to observe employee performance in a supervised setting and provide comments without interfering with the client experience. 22 Evaluation, cont. The trainee will receive a comprehensive survey that covers the various training tools and exercises. Management will have a better idea of how effective the activities and materials were by getting their feedback. Management should hold a final feedback session so that participants can discuss the training and share their favorite and least favorite aspects. Allow the training teams to offer their feedback as well. 23 Evaluation, cont. There is a chance that some new trainees have previous restaurant experience. It is possible that some aspects of this training plan are out of date. Perhaps a more simplified and contemporary approach can be suggested by new trainees. To help maintain relevance, the training plan will be reviewed annually. Questions? done 25 references Bemporat, T. (2021, August 25). Restaurant training: how to get new employees ready. Lightspeed HQ. Chef-1417239_960_720 [Clip Art]. (2023). Microsoft Office. Cobe, P. (2018, November 1). Cross-training to ease the labor crunch: employees with dual roles can help address the shortage of skilled workers. Restaurant Business 117(11). done 26 References, cont. Dining Room Floor Plan [Image]. (2023). Sling. Formal Place Setting #13 [Template]. (2023). Template Lab. Hughes, J. (2020, February). The importance of training and development for restaurants. FRS Magazine. done 27 References, cont. Khan, Z.A. (2016, April 14). Restaurant staff training or development. LinkedIn. Randy’s Best From the Grill [Menu]. (2023). Randy’s Steakhouse. University of California. (2016-2017). SMART goals: a how to guide. done 28 References, cont. Weinstein, M. (2012, January/February). McDonald’s recipe for success. Training, 49(1), 60-63. Youssef-Morgan, C.M. & Stark, E. (2020). Strategic human resource management: concepts, controversies, and evidence-based applications. Joshua C. Gray The University of Arizona Global Campus OMM618: Human Resources Management Dr. Edward Lisoski February xx 2023 Joshua C. Gray The University of Arizona Global Campus OMM618: Human Resources Management Dr. Edward Lisoski February 13, 2023 Training and Development Plan Skyward Aeronautics Team Management Training Leadership and Management are, at times, synonymous with each other. However, a good manager does not always make a good leader, and the same could be said for leader to manager. Leadership and management skills amongst the ranks of members in an organization are critical. An organization must cultivate its leadership in-house through training and mentorship. It is paramount to an organization’s success to ensure that the best available leaders are installed at all levels of management. The benefit of cultivating homegrown talent is that the organization’s culture will be instilled in the individuals who are advanced in management. A recent survey highlighted that 72% of job candidates are incentivized to chase job opportunities by career advancement opportunities. (Grensing-Pophal, 2021). Cultivating effective managers not only develops leaders but also succeeds in retaining top talent. This presentation will lay out a training development plan to train in-house employees for future leadership roles. The assessment of the need for the training, skills gaps, training objectives, training concepts, and course schedule will be cataloged. Furthermore, the evaluation methods utilized to measure the effectiveness of the training, both short-term and long-term, will be demonstrated. Needs Assessment Existing Performance The current management pool at this organization is performing at acceptable levels. It is a well seasoned group of company veterans. Skills Gap The company is expanding into several new markets and taking on 1,300 new employees ranging from technicians to front office support staff professionals. The need for larger management pool is present. The preference is to develop managers from in house. This will empower a select group of current employees identified as potential management to lead the new crop of employees imparting existing organizational culture and technical expertise. Currently, management manning levels will be at a deficit at the onset of market expansion. Future Performance Management competencies increased amongst existing employees to be better prepared for advanced management roles and to lead a multi-cultural workforce. This Photo by Unknown Author is licensed under CC BY-SA-NC Needs Assessment Target audience Target audience will include all individuals selected from in-house talent pool. Managers from individual departments will work with the Human Resources department to identify and nominate individuals for the program. Participants Nominated by Department Heads Must have exceptional Performance Reports Employed by the company for a minimum of 2 years Complete and pass an initial assessment to gauge ability to complete training This Photo by Unknown Author is licensed under CC BY Needs Assessment Individual Analysis An Individual Analysis measures an employee’s performance against organizational performance standards. (Youssef-Morgan & Stark, 2020). The use of individual performance appraisal data will be utilized in final selection of training participants. The aptitude to grasp management training concepts and responsibilities must be present in individual performance appraisals. This Photo by Unknown Author is licensed under CC BY Needs Assessment Task Analysis A Task Analysis determines the Knowledge, Skills, and Abilities (KSA’s) required to perform specific duties as compared to the trainees current KSA’s. (Youssef-Morgan & Stark, 2020). The Job Description and Specifications of the trainee’s current position and future management positions will be compared. The comparison will be utilized to develop the specific training items required to build upon the trainee’s existing KSA’s. Image sourced from: S.M.A.R.T Training Objectives In the creation of the management program’s training objective, a S.M.A.R.T. approach will be