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Human Resourse Management

Human Resourse Management There are many different ways to train someone for a new job. You can use any of the following methods; hands on, computer simulation, apprenticeship, and teletraining. From hands on training on the production line, to a series of written tests, we use a variety of training techniques at Taco Bell. Upon being hired at Taco Bell, you are given a series of menu item sheets which list all 37 menu items, and the ingredients that makes up each one. It is imperitive that they study these sheets before coming to work for the first time for they will be tested. The first day on the job at Taco Bell is jam packed with information. The moment a trainee punches in, he is taken on a tour of the store that lasts almost an hour. The manager in charge (MIC) walks with the trainee pointing out various things including the dish area, the food prep area, the food storage areas, and the production line. The trainee is shown how to cook food, and how to get it ready to be used on line. After the tour the trainee is placed in the stuffing position on line. Let me take a minute to explain how the line is set up. One person, the steamer, begins the production of the food by grabbing the shell, and placing all the necessary hot items into the product. He then passes this to the stuffer, who puts in all the cold ingredients, and then passes it to the wrapper. The wrapper does just that, he wraps the food, and then takes it out to the customer. A trainee is placed in the stuffing position with two experienced crew members on either side. This way someone can always be there if the employee can’t remember all the ingredients for a particular menu item. If business picks up when a new employee is on line, they are asked to step back and let the more experienced employees, or aces, handle the situation. This way, the trainee can watch as the food is being made and can learn from the way the aces do it. This goes on for the first week of employment. The new employee spends most of his time stuffing. The only times they are permitted to leave the line is when more food needs to be prepared. They are accompanied by an ace and shown how to prepare whatever is needed. After the first week or so, the trainee is ready to be tested once again. During busier periods, they are told to not step back but to stick it out and do the best of their ability. When they leave the line to cook food, they go alone. Depending on their impressiveness, they are sometimes ready to begin doing the more difficult tasks like steaming and wrapping. During the second week of training, the employee is sat down in the food court and subjected to a series of written tests called STP I. They are teamed up with either the MIC or an experienced employee and they go through the entire book, discussing every question. Making sure the trainee understands every concept in the book is crucial to their performance. After a month at The Bell, the new worker is expected to be doing pretty well. They should know all of their menu items, have a basic understanding of each position on the line, and be able to take ther inituative to keep their area clean and well stocked up. They are scheduled earlier in the mornings to get a better understanding things such as the holding times for all the products, and how to set up the line. They are also scheduled later at night to learn how to break down the line and clean the store. As a manager, I can tell which employees will succeed within the first month. The ones that aren’t doing as well are simply not taught anything else. Their training will continue to focus on the basics concepts of operating a restaurant. At the next review period, their progress will be checked, and a decision will be made whether to further their knowledge, or to continue at the slower pace. Those who go above the set standars are the ones who are taught more. They are trained to help the MIC run the store. They become responsible for making sure we don’t run out of food, and making sure that store is always clean. These aces are trained to perform at the level of a shift manager. A good example is Jason Brown. Jason has been working for us for a little over a year. Although he just turned 17 last month, he has proven to be the most reliable crew member we have. He is currently being shown how to count cash drawers, fill changers, make deposits, count the safe, count the food, and perform the nightly paperwork. He has already completed STP II and he has been given all the raises that he would have received as a shift manager. This way when we look for someone to be moved up to management, he is ready. Training one level ahead is very common at The Bell. I have recently been promoted to Assisstant Manager, but I have been ready for over a year. Over the past year I have been an intricate part of placing food orders. I make the schedule and can perform the end of the week paperwork. I know how to conduct not only STP I training sessions but STP II sessions also. And I have have already completed STP III. Working in a fast food restaurant goes hand in hand with constant change. We usually participate in at least ten special promotions a year, and add three or four new menu items. When a new item is rolled out, a store meeting is held. If you are not there you are fired (unless of course an emergency occurrs). This way, the management team can make sure every crew member understands exactly how to make the new item, and to ensure that they were in fact trained properly. Another method of training that we use at The Bell is training through constant motivation. Our Champs program was created for this very purpose. Whenever someone see another employee, or in some cases, a manager do something above and beyond the call of duty, a card is filled out and given to the proper team member. The card has a little sticker on it that is placed on the Champs Chart, under that persons name. At the end of the week, whoever has the most stickers recieves a $15 gift certificate for a CD store, and has their picture placed on the back wall. They are called the Champion of the Week. This system works because it encourages employees to exceed the expectations placed on them by promising praise. Training can be a very important factor determining how well an new employee will perform. If they are given the right tools at the right time, the job should get done as expected, time and time again. Without these skills, the trainee will only be a nuisance, and offer absolutely no help inside the working enviornment. Bibliography:

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