Training in the Workplace

1. Training in the Workplace Mercedes (2) 7th October 2013

2. Training needs analysis involves: • Monitoring current performance using techniques such as observation, • Interviews and questionnaires • Anticipating future shortfalls or problems • Identifying the type and level of training required and analysing how this can best be provided.

3. Training needs can be sorted broadly into three types: • Those you can anticipate • Those that arise from monitoring • Those which result from unexpected problems.

4. Managers should avoid: • Making snap assumptions about performance problems • Organising training without first establishing a need • Taking a one size fits all approach. A course which one person found helpful will not necessarily meet the needs of a diverse group of individuals • Focusing on obvious training needs at the expense of those which may only be discovered through systematic monitoring.

5. Levels of Organisation Departments Hierarchies Stress ! Training in the Workplace BTEC National Level 3

6. Structures

7. Figure 15.5 Division of work by product or service

8. Division of work by location

9. Create a Structure for the following business • 8 sales staff • 4 buyers • 2 internet staff • 4 people in marketing • 5 administration staff including finance and HR • One MD • A sales manager • A marketing and online manager • HR Director • Finance Manager • Operations Diretcor

11. What training shall we organise? • HR • Legal • Health & Safety • Customer Service • Leadership • Sales & Marketing • Purchasing • Time management • Project Management MS Office Email Web design Web Monetisation Strategy Fulfilment Anything else?

12. Match up the training to the right people at the right level

13. Thinking about structures in organisations and identifying training needs

14. Moving towards a Merit What are the key differences in training at different levels of the organisation? Induction Customer service Time management Leadership Health & Safety Technical training

15. John Lewis Partnership’s approach to employee development.http://toolkit.goodpractice.com/mdt/resources/strategic-l-and-d/learning-and-development-case-studies/personal-development-at-john-lewis-partnership Induction • With 50,000 employees – or partners – in 25 department stores and approximately 130 supermarkets, the John Lewis Partnership ensures that all its employees are given the opportunity to learn and develop. Even temporary employees go through the induction, which is delivered locally by branches and typically lasts a week. • A personal development programme is linked to the initial induction, ensuring that all sales employees have training in specific areas such as customer service, product knowledge, and merchandising and display. Individuals work through this programme for approximately one year, and their progress is reviewed at their first annual appraisal.

16. John Lewis Partnership’s approach to National Vocational Qualifications Many branches offer partners the opportunity to take a National Vocational Qualification (NVQ) in a variety of subjects. The Partnership believes in helping individuals to gain recognised qualifications, and they can take NVQs in subjects such as retailing, warehousing and administration, security, business administration, and display and visual merchandising. The NVQs have proved popular with partners, and internal assessors have been trained to oversee the NVQs within the compan

17. JLP Management Development Programmes • Partners can work towards promotion to section manager, department manager or beyond, and the company has implemented specific training programmes to develop candidates’ skills. The section manager development programme and department manager development programme operate in individual branches with local trainers. •  “These programmes are very much driven by the trainees themselves, working with a coach in the company,” explained Alan Savage, Manager of Department Store Training. “The programmes are based on core competencies and most of the training is provided in-hous

18. Performance Review • All Partners undergo an annual appraisal, part of which looks at their training objectives for the coming year. It is very much an open discussion, during which managers and individuals agree their development and training needs. • Savage explains: “We are trying to put the onus on individuals. We want them to see that they have a responsibility for their own development. Our pay structure has a range for a particular job and people are paid according to their performance. We want to help people maximise their earnings potential.”

19. JLP Learning Centres • Almost all the 25 John Lewis branches across the UK have their own learning centres that offer valuable training resources. Developed over the last seven years, these centres provide PCs and access to the Internet, and there are some 3,000 training packages available from a central library. •  “There are many useful videos, books, tapes and other resources which partners can borrow from our central library whenever they wish. The facility is very well used. Partners visit the learning centre to help add to their skills and knowledge and can pick whatever resources they need,” said Savage.

20. In-store Training Teams Each department store has a branch training team who are responsible for much of the delivery. These training teams have considerable autonomy at local level, while receiving guidance and advice from the Manager of Department Store Training based in the company Head office in London. The size and scale of the branch training teams vary according to the size of their store. In the large Oxford Street store in London, there are 11 people in the branch’s training department. In the smallest stores, there are one or two trainers.  “The training department’s role is to facilitate training linked to the business objectives, throughout the branch. Everyone in the store has a responsibility to ensure that can happen. The line managers, in particular, have a crucial responsibility in this respect,” concluded the manager.

21. Is it all worth it? • Alan Savage believes the Partnership’s approach to developing and encouraging staff helps John Lewis to retain its employees. Despite the considerable turnover of the workers in the retail industry, the John Lewis Partnership suffers less than many others in the sector.