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Employee Training Plans: More Powerful with a Results-Oriented Job Description

Guest post by: Roger Plachy

Article Overview: Employee training is all about improving job performance. Since the job description is all about job requirements, it stands to reason that it is the best base for identifying training objectives and methods. A Results-Oriented Job Description not only defines job requirements, it more importantly highlights the results that must be accomplished, and thus, explains why training is important.

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Employee Training Plans: More Powerful with a Results-Oriented Job Description

Employee training isn’t always as straight forward as it should be. Employees don’t always make the connection between the training and improved job performance.

Using a job description as a base for training programs highlights the focus on job performance, and ensures relevant training content.

When coaching and counseling employees, managers need to ensure that they do not stray into areas where they have no business. Discussions should be based on job requirements as stated in a job description. And when it comes time to discipline an employee, actions based on solid job requirements are the most legally safe.

Job descriptions typically list tasks and duties, a good start for defining learning objectives and methods. But good training also answers the question: Why is this training important? A Results-Oriented Job Description provides the answer by focusing on the results that are to be accomplished when tasks and duties are performed.

Here is a Job Training Plan Guide developed directly from the job description that aims the manager and employee at determining how each job requirement can be learned.


Job Training Plan Guide

A guide for identifying the knowledge, skills, and abilities to be developed or acquired in order to improve or enhance job performance.


WAITER-WAITRESS


1. PREPARES TABLES FOR DINING
by

 cleaning and covering tables;

How can training be provided?

______________________________________________________________________

 setting utensils, napkins, decorations, condiments, candles, and service plates.

How can training be provided?

______________________________________________________________________


2. HELPS DINERS SELECT FOOD AND BEVERAGES
by

 presenting menu;

How can training be provided?

______________________________________________________________________

 suggesting courses;

How can training be provided?

______________________________________________________________________

 explaining daily specials;

How can training be provided?

______________________________________________________________________

 answering food preparation questions;

How can training be provided?

______________________________________________________________________

 offering beverages;

How can training be provided?

______________________________________________________________________

 identifying appropriate wines.

How can training be provided?

______________________________________________________________________


3. TRANSMITS ORDERS TO KITCHEN AND BAR
by

 recording diners’ choices;

How can training be provided?

______________________________________________________________________

 identifying diners’ special dietary needs and requests;

How can training be provided?

______________________________________________________________________

 noting timing of meal progression.

How can training be provided?

______________________________________________________________________


4. SERVES FOOD AND DRINKS
by

 picking-up and delivering items from bar, kitchen, and service areas.

How can training be provided?

______________________________________________________________________


5. MAINTAINS DINING EXPERIENCE
by

 inquiring of needs; removing courses as completed;

How can training be provided?

______________________________________________________________________

 replenishing utensils;

How can training be provided?

______________________________________________________________________

 refilling water glasses;

How can training be provided?

______________________________________________________________________

 being alert to spills or other special needs.

How can training be provided?

______________________________________________________________________


6. CONCLUDES DINING EXPERIENCE
by

 acknowledging choice of restaurant;

How can training be provided?

______________________________________________________________________

 inviting diners to return.

How can training be provided?

______________________________________________________________________


7. OBTAINS DINING REVENUES
by

 totaling charges;

How can training be provided?

______________________________________________________________________

 issuing bill;

How can training be provided?

______________________________________________________________________

 accepting payment;

How can training be provided?

______________________________________________________________________

 returning change or credit card.

How can training be provided?

______________________________________________________________________


8. PROTECTS RESTAURANT AND DINERS
by

 adhering to sanitation, safety, and alcohol beverage control policies.

How can training be provided?

______________________________________________________________________


9. IMPROVES WAITER/WAITRESS JOB KNOWLEDGE
by

 attending training sessions;

How can training be provided?

______________________________________________________________________

 reading technical publications.

How can training be provided?

______________________________________________________________________


10. CONTRIBUTES TO FOOD SERVICE AND RESTAURANT SUCCESS

 welcoming related, different, and new requests;

How can training be provided?

______________________________________________________________________

 helping others accomplish job results.

How can training be provided?

______________________________________________________________________

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Home > Human-Resources > Roger Plachy > Employee Training Plans More Powerful with a ResultsOriented Job Description
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About the Author: Roger Plachy
RSS for Roger's articles - Visit Roger's website

Roger Plachy and Sandy Plachy are a husband-wife human resources management consulting team. Their interest in results-oriented thinking and managing employee performance led them to establish the Job Results Management Institute, and to create the Results-Oriented Job Description. At www.jrmi.com they offer the world’s largest database of results-oriented job descriptions. They have also responded to management’s need to keep employment actions centered on job requirements instead of personality, creating management forms tailored to each job description, for interviewing, orienting, training, and appraising performance. Free family job descriptions on their site bring a results-orientation to non-work aspects of life. Roger and Sandy consult with all types of organizations worldwide, and are authors of the books, Results-Oriented Job Descriptions, More Results-Oriented Job Descriptions, Performance Management, and Building a Fair Pay Program. Roger also wrote: When I Lead, Why Don’t They Follow? At www.results-orientedthinking.com, they offer commentary about their results-oriented management approach.

Click here to visit Roger's website
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More from Roger Plachy
Interviewing Job Applicants More Powerful with a ResultsOriented Job Description
How to Write a ResultsOriented Job Description
We Believe in Job Descriptions But They Have to be ResultsOriented
Orienting New Employees More Powerful with a ResultsOriented Job Description
Performance Appraisal More Powerful with a ResultsOriented Job Description


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