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MIGROS is trying to be a leading company in improving the quality of life with the importance that they give to customer -focus. History of the company This training event will be implemented in MIGROS Supermarket established in 1954 in Turkey. learning and development activities in workplace have become very popular in order to meet the needs of internal and external environment. the company has grown and developed globally as the retailing market has changed. they have been struggling with satisfying their customers on account of 9 cashiers working in one of the newly open stores. Therefore. Establishing the partnership HR director of MIGROS will be the training programme s business sponsor that is to be responsible for ensuring visible and active support at every stage of the training. MIGROS supermarket has ranked 12th out of the 50 fastest growing companies reaching a total of nearly 1200 stores. After the merger of MIGROS and Tansas in 2008. They do not operate only in Turkey. There are some key issues why MIGROS has agreed to take part in such a training events. a six-stage training cycle will be used as a framework. Over the 57 years. 1. Furthermore. In this essay.Introduction Nowadays. Macedonia and Kyrgyzstan (Migros. There are several different techniques about how to implement a training program. the community and the environment. Since. sensitivity towards people. a learning solution on this problem is to be specifically developed by this training event which will cost 2 . called MIGROS. but also in Kazakhstan. it will be designed a cashier training event in order to maintain customer satisfaction in a company. 2011). Azerbaijan.
As can be seen from their business strategy. As a result. 2010). the first step that needs to be taken is to look at whether there is a connection between business strategy and training. Thus. training activities should fall in line with the strategy of company (Blanchard and Thacker. Integrating Planning and Evaluation As Harrison (2009) suggests. based on the concept of customer satisfaction in order to increase the retailing standards of the countries where they operate and provide sustainable quality. 3. 2. However. respectability and leadership in the sector. 3 . Identifying training and learning needs (TNA and business constraints) Before designing a training event. with a newly open store. MIGROS has developed some strategies in line with their mission. the customer complaints caused by cashier s will be reduced by 100%. reliable. the focus is on the customer satisfaction and the high -quality services. Since. there is a compelling need for the training of tills working in a newly opened store. informal as well as formal eva luation is to be used to continually develop the training event. it has been negatively influencing the customer satisfaction and their lo yalty. their attitudes towards customers and the mistakes they have done.approximately £1500. economical and high-quality services to our customers. there have been several complaints about cashiers. So. evaluation needs to be a continuous process throughout the learning cycle and should not be used as a post -training activity. Their main strategy is to offer modern. These obstacles which have impact on the job performance and customer satisfaction have occurred because of the lack of capability for properly operating the cash register and the lack of interaction with customers. after the training intervention. In addition.
firstly performance appraisal has been used for assessment of training needs. the cashier then collects any kind of payment for the good or services exchanged.Nevertheless. It could be because they believe that if cashiers know very well what to do. the most needed training topics have been identified. it could be useful to know job description and job specification. interviewing with supervisors and customer complaint forms have been used as a data collecting technique. Consequently. In addition. and be quick. good customer and communication skills. Job description of a cashier is defined as a person who scans the goods through the cash register. it would also increase the level of customer satisfaction. if they improve the cashiers customer relations skills. Secondly. problem solving training. careful and friendly. it has been decided to design a training event on the cash register and customer relations training. When analyzing the training needs. Job specifications is that the person working as a cashier must have at least a high school degree. 20 10). which are customer relations training. the cash register training and stress management training. it would reduce the customer s complaints. As a result. A person analysis identifies the reasons why employees are not meeting the performance requirements (Blanchard and Thacker. After all of the goods have been scanned. Consequently. In this case. Evidence reveals that there is more need on the cash register and customer relations training. the training needs forms have been designed and sent to manage ment to fill in. 4 . body language training. Based on this information. The managers have been asked their opinion about what the most needed training is. it has been found that a number of employees have never worked as a cashier before are those who have been making mistakes. the customer complaint forms have been gathered in order to posses the higher validity and reliability of results.
Additionally. facilities. So there is no need to hire outside consultant. Moreover. a barcode scanner. According to Broadbent s training formula (1991) .The objective of the training event is that after completing training. there will be a 100 per cent drop in forms of customer complaints. participants will be able to take different forms of payment from customers and provide the right change by operating a cash register (till). The training will be delivered only by the company s own specialists and employees. trainees are to be selected specifically based on their KSAs. there are not many scenarios. travel. Providing estimates for several scenarios could be helpful to decision makers (Blanchard & Thacker. However. monitor. All in all. Firstly. The cost of total training package might be £900 so far. related to cashier errors. all members of the target population need to have same levels of knowledge. evaluation costs and so forth. it is estimated that the overall cost could be £1500 for one-day cashier training event. debit/credit card reader. and customer pin pad device in a friendly and polite manne r with 100 percent accuracy. For the cashier training event. the cashiers who are having problem at the store are seven people who have not worked as a cashier 5 . 4. there are other costs such as trainer and participant compensation. because these are more likely to influence the type of training that can be offered (Blanchard & Thacker. food and beverages. 2010) . the organization s aim is that in two weeks. skill and attributes (KSAs). in this training event. 2010). weight scale. The budgeting process needs to be considered carefully. the training is to take 10 days to prepare. receipt printer. In addition to this. Agreeing learning principles and strategy Based on the interview with supervisors. budgeting and trainee population is another key issues determining constraints of a business for an effective training.
the retention process would be facilitated by practicing the learned materials over again. Looking at the profile of the learning cohort. This training event seems to be more effective because all trainees demonstrate the same pattern. It is also significant to look at how much of what is learned in training transfers to the job. Besides. The participants have never worked as a cashier before. Next. they are very homogeneous as a group . all trainees come from the same culture and the similar background (Muslim Turks). the more it is learned and retained. it is crucial to attract their attention by eliminating extraneous objects and making the learning exercises fun and interesting. they have only a high school degree and never went to the college. it is crucial to understand how individuals learn (Blanchard &Thacker. So. Looking at the individual differences in KSAs. It would be assumed that all participants show the same levels of KSAs. 1977). which help to develop high level of interaction between the trainer and each trainee. after trainees are motivated. their attitude to the training might be more enthusiastic. female. the more trainee practises.before. 2010). such as any of them has not operated any cash registe rs yet. So. 5. trainees attend to things in the environment which is the most important and meaningful to them (Bandura. there is no need any prerequisites for attending. Due to the fact that all trainers are inexperienced workers. The participants all have the same gender. the age group they belong is between 19 and 23. According to Social Learning Theory. Consequently. In addition. the seven trainees have only a high school degree. the first question that needs to be asked is which 6 . Designing and delivering training Before designing a training program. In this case. According to the social learning theory. All learners are female ranged from nineteen years old and twenty -two years old.
the type of support should depend on subordinates. supervisor and peer support might have a positive impact on the transfer of training as well as on motivation to learn (Cromwell and Kolb.practices should be used in order to gain training result in a positive way. 2010). the other principles that could have an effect on motivation will be discovered. complex task requires massed practice (Donovan and Radosevich. So the training event will implement massed practice which means to run the training continuously in the same day. one question needs to be addressed how trainee motivations 7 . 2004 . If they are still less motivated. the training will be delivered everything together (whole learning). Even though operating a cash register is not really a complex task. it is not a simple task as well. the cashier training program will provide trainees to engage in conversation geared to enhance co -worker and supervisor support after training. a growing number of studies have investigated the predicting factors for motivation to transfer learning. the participants will be explained the importance of the training and the positive outcomes of training as Colquitt et al. Furthermore. 1999). 2000). while spaced practise is more effective for simpler task. whereas praise could be effective for some workers as a motivator. in this particular training event. What is more.. To illustrate. For example. For example. the others might not be motivated at all. (2000) suggests. The manager could identify what change needs to be made to motivate those not responding to the praise. It is also significant to note that the quality of learning depends on how motivated the participants are for the training (Blanchard & Thacker. Colquitt et al. Thus. For example. However. The expectancy theory emphasizes that certain reinforcers are attrac tive to some and not to others (Blanchard & Thacker. Furthermore. 2010).
In the cashier training event.could be increased. the trainees will probably believe that they are able to successfully master the content developing the feeling of self-efficacy. and how much the training is needed. 1991). Shoenfelt et al. Neider. trainees will be explained that the training is related to both their and the company s goal. One of the studies reveals that there are several ways to improve motivation (Orpen. 2010). Over time. 1972. 1981. In order to reduce the likelihood of resistance. 2010) . there are several methods facilitating learning by providing alternative mechanism (Blanchard an d Thacker. As can be seen from the table 1. First and foremost. it depends on how organisations go about managing training. 2010).al. the training event needs to be relevant and valuable (Blanchard and Thacker. As both academics and practitioners suggests.. For example. rather than the personal attributes of the trainees (Orpen. what training incentives they m ake available. For example. As a result. the first session of the training event is concerned with technical skills whereas the second session is more interested in interpersonal skills.. technical skills could be developed by on job training (OJB) . What steps need to be taken 8 . especially how many resources they provide. simulations/games are more effective in the training of technical skills rather than training in declarative knowledge (Carroll et. There is also a likelihood of resistance to learning which is likely to occur when participants are not motivated. The training program designed in this essay focuses on more technical and interpersonal skills rather than knowledge. it would make the trainees feel confident of being successful in the training content. Looking at the literature. 1999). 1999). it needs to be determined what kind of training method is most effective in delivering cashier training program. the job instruction technique in particular (Blanchard and Thacker.
needs and opinions will be concerned about how to deal with customers. If any of steps is ignored. role play will specifically be designed for the needs of the company and the trainee population. there will be a number of equipments which need to be used such as cash register (till). the trainer should tell and show the participants how to do the job before demonstrating and explaining it.30-16.00-12. Firstly.00-12. the trainer should check the trainees work after letting them do the job. During the training.30 14.30-10. presentation.30-14.during the job instruction technique are preparation.30 12.30 T a First session b l e 1 . there must be a written detailed list about the job before starting training. weight scale. a barcode scanner.00 Introduction . and customer pin pad device. TIMETABLE 09. Next. 2010) .operate cash register Receive payment from customers and providing the right change Take different forms of payment Process sales quickly and courteously LUNCH Assist customers with returns or unwanted goods Deal with customers in a friendly and positive manner T Table 1.30 13. try out and follow up. Second session 10.30-11. The reason why role play has been particularly chosen is that because it aims to develop interpersonal skills such as communication with customers (Blanchard and Thacker. Timetable of the training event Regarding second session of the training.00 12. it will lead to decrease in the effectiveness of the training event. The structured role-play that includes detailed description of each chara cter s attitude. debit/credit card reader. receipt printer. the training of technical skills will be given in the actual store specifically on Sunday when it is less busy in order not to disturb customers.00 11. 9 . All these equipments will be provided by the supermarket itself. monitor. Secondly.30-13. Thus.
but now working as a trainer will deliver the first session which is more technical. 2004). they have a set of attitudes. regarding interpersonal skills. and profitability in the organizations that have prioritized learning and development (Watkins & Marsick. one of the studies demonstrates that there is a significant relationship between learning culture and motivation to transfer learning (Egan et al. It was found that there have been increases in employees job satisfaction. The trainer should possess not only technical knowledge on the job to be trained but also interpersonal communication skills such as explaining clearly. 10 . 2003). interpersonal skills training in the second session will be given by an outside consultant . and what they have learned. employees at all levels ask questions and share stories about successes. productivity. Conversely. When looking at the learning culture of MIGROS. Therefore. The person who used to work as a cashier before at MIGROS. Another point needs to be taken into account is how the trainer is chosen. it would be better to use experienced co -workers or supervisors as trainers. for second session of the training.. organisational learning culture has a strong influence on organisational performance. Besides. in this training event. However. values and practices that support the process of continuous learning within the organisation. Nevertheless. For example. Beside. maintaining eye contact and listening actively. Due to the fact that providing off -site training might be expensive. there will be two trainers . off -site trainer and on-site trainer. Several studies reveal that whether a training event is effective or ineffective is more likely to depend on the trainer. failures. the meeting room in the same store will be occupied. providing feedback. To put it another way.because the training event will be delivered in the immediate store (on the job training). it would rather be better to hire a specialist. there are two options to choose the right trainer.
preparation. On the other hand. In the Holton and Baldwin s (2000) training effectiveness model. 11 . Harrison (2010) assumes that evaluation should start from the beginning and at the end of the training. motivation. the evaluation will be carried out by the four-level Kirkpatrick Framework (1975). Behavior reflects on-the-job performance and. results). According to this model. attitudes. there are particular characteristics influencing learning and transfer performance. These characteristics consist of individual differences. learning will be measured by questionnaire throughout the training event . Regarding the cashier training program... Blanchard and Thacker (2010) argue that a comprehensive evaluation of a training event is so important. is measured after training. it is also crucial to clarify the distinction between training evaluation and training effectiveness. supports).e. learning.. reactions. methods. Thus. 2000) . ability. cognitive. but not always necessary at all levels all the time. Thirdly.Stage 6: Monitoring and evaluating outcomes Firms usually provide the training program.g. Training evaluation is described as a measurement technique that investigates the extent to which training activities meet the goals intended whereas training effectiveness relies on understanding of learning outcomes as a whole (i. but not evaluation of it. learning is measured during the training event.e. thus. trainer. and behavioural) and why those results happened . Furthermore. learners will complete a reaction questionnaire measuring how they feel about training. First. facilities etc. and training content and design (Holton and Baldwin. could be used for understanding the training evaluation. Kirkpatrick s four dimensional measurement typology (i. learner and organizational interventions (e. it would be discovered whether intended learning may have occurred or not. Secondly. prior experience with the transfer system. behavior.
training programs might influence the employees performance or even their creativity if they are designed properly. This assignment has been examined and implemented several theories and frameworks which have helped establish an effective cashier training event in MIGROS. there have been inexperienced nine cashiers who need to be trained in the field of operati ng cash register and dealing with customers in a friendly and polit e manner. Conclusion To conclude. 12 . Consequently.behaviour of the cashiers will be co mpared in the pre and post training to skill whether training transfer is occurred. this training program will be able to contribute to the increase in the sense of customer satisfaction which is the main goal of the MIGROS. results will be acquired comparing the customer complaint forms in order to investigate if there is the impact of training on the organization s achievement of its goal which is to promote customer satisfaction. As a result of TNA. Finally.
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