Recently, many catering bosses poured bitter water on Happiness Jun: Why have they made great efforts in employee training, but a set of training methods developed by themselves have no obvious effect?
"Without trained employees, it is the biggest cost for enterprises!"
For this question, Happiness Jun first gave them the following examples of big coffee ↓
1
People can't learn. Haidilao relies on training?
General restaurant training is often the boss training the store manager, the store manager training the foreman, and the foreman training the employees. After layers of conduction, the final effect is likely to be far from the original goal and concept.
However, Haidilao has successfully established a training system, from junior staff, intermediate staff, foreman to lobby manager, with training at every level.
The personnel department of Haidilao is responsible for the unified recruitment and centralized training of new employees, and selects the best trainer in the system for training; For middle managers, such as lobby managers, they learn higher communication skills mainly through the assessment system; For managers, such as store managers, it is required to be familiar with all 45 positions in the store.
"After entering the new employee training center in Haidilao, the training lecturer of the training center said that every new employee who passed the interview in Haidilao had to undergo a three-day training. Only trained employees can truly enter the store and become real employees of Haidilao. "
induction training
Corporate culture, basic system, basic service etiquette and process, and daily management behavior identification. After the training, we will take an exam, focusing on the new employees' recognition of corporate culture, and those who pass the exam will officially take up their posts.
Grass-roots staff training
After the induction training, employees who have been working for two months will participate in the training. Mainly focus on catering knowledge, catering skills, catering skills. The assessment methods are written examination and operation.
Grass-roots manager training
Managers' good practical working ability is an important example for employees to learn and an important guarantee for forming a benign management cycle.
This is training at the level of workshop leader, foreman, supervisor or supervisor. If the store organizes its own training courses, it can also let outstanding employees who are about to be promoted participate.
Priority is given to training on various topics, such as service desk service, customer analysis and maintenance, crisis management, cost control, etc. Check in time after training and record the evaluation. Among them, front desk service is the most important service skill of grass-roots managers, and it is also an important item of assessment.
Senior management training
The theme is how to improve store performance, how to maintain customer relationship, how to improve team performance, and how to evaluate employees more effectively. Through this kind of training, senior managers can study deeply, think further and provide more information and management methods.
An important role of training is to let the superior find the person who has the most potential to become a manager. Therefore, the training system is linked with the salary system and the promotion system. If you fail the training examination, you will not be promoted and get a higher salary.
2
Xibei Youmian Village: Bangdai System
Retraining company managers is also an important management method of Siebel. The assistance system is a plan formulated within the enterprise to help employees grow faster.
For example, Xibei plans to open five stores this year and needs five service managers, 1 new store manager and 1 chef. Enterprises will master the existing number of employees who meet the job qualifications, and then arrange these personnel to carry out targeted job promotion training, arrange each store to start making promotion plans, and implement the assistance system through the opening schedule of new stores posted in the store.
When implementing the assistance plan, the superior sets the position with the nearest target for the subordinate employees. At the same time, the assistance system has also become the basic job responsibilities and assessment indicators of the upper-level assistance personnel.
The final result is to become a talent, that is, to let employees become talents in that position at a set time.
In the process of helping, Siebel attaches great importance to employees' familiarity with the positions to be promoted in advance and communication with other excellent stores. Siebel has changed the way that enterprises put pressure on employees actively in the past, but let employees naturally produce pressure. When an employee watches people around him get promoted one after another, it will naturally generate motivation.
three
Wang Pin Group: Credit System of Wang Pin University
In Wang Pin Group, the positions of waiter, team leader, director and deputy store manager have to be done step by step. Those who haven't been waiters can't jump directly for promotion.
Because it initiated the lifelong learning education and training system and the credit system of "Wang Pin University", it adopted the system of "credits, manuals, courses and promotion exams" and integrated the standard operating procedures into the corporate culture.
Grass-roots employees are encouraged to complete education credits (education credits vary from brand to brand), and there are a series of complete vocational education and training systems from receptionists, trainers, basic operators and senior managers in junior high school.
For example, if you take a course and pass the ordering skill test, you can get 3 credits; To be a store manager, you must first get the credits of this rank, and you must complete the thesis with the restaurant staff, which is also a test of the store manager's management ability and the ability to coordinate interpersonal relationships.
Entering Wang Pin is like entering a university. Every employee needs to complete credits one by one in this school. Learning and training include comprehensive services and skills training. Employees can only be promoted after passing the examination and obtaining the certificate, otherwise they must re-join.
For middle and senior managers, Wang Pin arranged courses on leadership, enterprise management and brand positioning, and also offered MBA courses for the Group every year.
In addition, Wang Pin also held an internal learning forum in 18, and invited about 500 famous successful business people, politicians and scholars from universities such as Peking University and National Taiwan University to share their experiences. They also visited and shared with their peers, such as Xibei Youmian Village, Grandma's Home and Haidilao. Every year, tutors are invited to participate in overseas dining chairs to visit Japan, Hong Kong and Taiwan Province Province. , so as to understand the trend of catering and understand excellent catering.
The teaching of grassroots colleagues pays more attention to the combination of theoretical understanding and practice. The teaching of knowledge points in the classroom allows students to discuss and share more, and guides students to understand knowledge points through brainstorming. At present, various courses aim at the learning characteristics of post-90s young people, and adjust the teaching methods to make employees understand more intuitively and deeply.
four
How to choose external training
"Happy gentleman, the examples you mentioned above are all large catering enterprises that have established a complete system, and there are only a few stores in my house. At present, I really don't have the energy to establish a systematic training system. Is there a shortcut to save time and effort? "
External training is more suitable for small and medium-sized catering enterprises than building a complete training system. Not only saves time and effort, but also helps to improve the ability and consciousness of employees with the help of external wisdom. By getting to know colleagues in class together, employees can broaden their horizons and broaden their minds.
There are generally two forms for companies to carry out external training. One is to invite external lecturers to the company for centralized training, and the other is to send employees out to attend the lecturer's open class.
Although we don't have to work hard to establish a training system, we need to keep our eyes open and find a truly qualified lecturer:
First, look at the lecturer's lecture content. If a lecturer teaches a course for a short time, basically in the upstream and downstream of a major, and is more focused, then the lecturer's professionalism should be credible.
Secondly, look at the lecturer's teaching experience. The lecture should be level, and the goods in the stomach should be effectively poured out. The lecturer's teaching skills and style are formed, and he is more confident in his ability to control the classroom. If necessary, you can even get in touch with the company where the lecturer has worked before to find out about the lecturer.
Finally, look at the growth background of the lecturer. Is the theoretical research time long or the actual combat time long? It is best to have a practical school with a theoretical system foundation, especially the practical experience in this industry.
Instead of worrying that employees will lose their talents after giving them training opportunities, enterprises should reflect on whether to give employees enough room for development. "Heroes should be useful", and it is not tempting to extend the service time by a contract.
According to the "28" principle, enterprises need to pay more attention to and retain 20% employees who have created 80% of their wealth. For these 20% core employees, we should distinguish them from other training needs, carry out targeted and planned training, and consider the career development of employees.