EDUC 603 Training Needs Analysis

  

Training Needs Analysis Results 

Problem Statement: Insufficient kitchen management is resulting in lower customer satisfaction ratings.

Introduction:

A Performance Gap and Root Cause Analysis were conducted to determine the root causes of the problem identified for the Culinary/Kitchen Department of a 350 bed hotel. A Front-End Analysis was conducted and presented findings and recommendations across several areas. This Training Analysis focuses on two of the three knowledge or skill gaps identified:

• Not all cooks have the skills or knowledge to cook the full menu
• Some employees do not know or lack basic cooking skills

The Front End Analysis provided initial recommendations to Create advanced skills/knowledge checklist and to make completion of the checklist part of job performance goals. It was also recommended that the new hire process be modified to include a demonstration/test of basic cooking skills to screen out those who lack those skills. Finally it was recommended that Employees receive mentoring and coaching to master new skills or new menu items. In order to fully define the training needed additional analysis was conducted.

Analysis Plan:

This training analysis will use surveys, interviews, and a review of existing job descriptions to analyze the specific knowledge or skills needed to close the gaps identified in the FEA.

Data Collection Instrument		Questions
Supervisor Survey	Survey was printed and made available to Supervisors to complete. Two Supervisors filled out survey independently. Four supervisors answered survey when questions where presented to them in conversation and answers recorded.	·         What is your current position? ·         How long have you been with the company? ·         Identify the number of employees, if any, who have a performance gap in each area: Knife Skills, Saute Techniques, Grilling, Frying, Detailed Menu Knowledge, Sauce making, Salad/Cold Station. ·         What one skill or knowledge area would you like to see improved first? ·         How much time per month should be devoted to up skilling your employees? ·         Currently how much time is spent training each employee per month? ·         The amount of time we spend training employees each month is Enough/Not Enough?
Cook Survey	Surveys were anonymous and answers were compiled. Last question was fill-in the blank.	·         What is your current title? ·         In which of three types of Food Service have you worked for 6 months or more? ·         How long have you been with the Company? ·         How would you rate the level of your knife skills? ·         How would you rate your knowledge of and skill at Sauce making? ·         How would you rate your grilling and frying skill level? ·         How would you rate your knowledge and skill level of Sauté techniques? ·         How familiar are you with the current menu? ·         What techniques or skills would you like to learn more about?
Supervisor Interview	Interviews were conducted by telephone with six Supervisors at various levels.	·         What does your employee need to do to improve his/her performance? ·         What knowledge or skills does your employee need to improve his/her performance? ·         What are the most frequently performed tasks? ·         What are the most critical skills, knowledge? ·         What have the highest consequence if performed incorrectly?
Review Job Descriptions	Gathering Background Information	Job descriptions were reviewed for line cooks, sauté, grill, sous chef, saucier.

Data Collection Summary:           

There are four roles that are currently experiencing performance gaps related to knowledge and lack of skills. These are Cook 1, 2, 3, and Lead Cook. Supervisors were interviewed but training them was not considered as part of this analysis. Cooks typically enter as Cook 2. The majority of Cooks are Cook 2. Although there are some Level 1 Cooks who have fewer skills than level 2 Cooks. Interviews revealed that this kitchen is currently organized more along time in service, rather than skill level or formal Brigade organization.

Cook Titles and Supervisor Titles

The majority of employees only have experience with Sports bar. Interviews indicated that previously there were two lines, one for the Sports bar and one for Formal/Banquet. These were combined during staff reductions. Now that there is one line for all food types, employees are required to cook all three types.

The majority of Cooks have more time at the company than the most of their Supervisors.

Cooks Time With Company

         

Supervisor Time With Company

                                      

                               

 When rating skills and knowledge across five areas employees rated themselves higher in most areas than did their supervisors.

Employee Self Assessment

These charts demonstrate how employees rated themselves in each area.

Supervisor Assessment of Employee Skills/Knowledge:

Time Spent Training:

Half of the supervisors indicated that employees receive 4 hours of training per month. Supervisors were evenly in whether they thought the amount of time spent in training was enough or not enough.

The three Employees filled in the blank in response to what they would like to learn about, would you like to learn more-- "knife skills", "butchering", "making remoulade", and "how to prepare the menu". Supervisors reported two areas they would like to see improved first. In comparison Supervisors identified their two highest priority areas as shown here:

Findings and Recommendations:

Supervisors and Cooks perceive the knowledge and skill level of the cooks differently, with supervisors rating them lower and individuals rating themselves higher.	Administer Pre-test to accurately measure knowledge and skill level. Develop Check list with metrics for each skill.
There are five areas identified where there is a gap in knowledge or skill. These are in Knife skills, Frying/Grilling, Sauté, Sauce Making, Menu Knowledge. Of these five areas the majority of cooks have mastered frying and grilling. Knife skills and Menu Knowledge are areas that need emphasis across all roles. Sauté and Sauce Making while desirable are identified as more advanced skills and other skills must be mastered before focusing on these skills. Some employees demonstrate knowledge of a technique or procedure but fail to apply this knowledge. (For example, one supervisor said they can tell you the proper temperature for cooking a medium rare steak. But when actually preparing one, they over cook it.)	Training content should be developed to address the skills needed for each of these areas. Training should focus on the high impact and high priority areas first. Training Needs Analysis identified general areas. A Job Process Analysis is should be conducted to break these down further into individual tasks, knowledge, or skills and to align this with the Pre-test and subsequent training developed. Training should consist primarily of demonstrations and hands-on exercises. Post-test should be created to measure mastery.
Cooks have been on the job longer than some of their supervisors, but failed to gain full range of skills and knowledge.	Conduct small training sessions in small groups or one on one by skill area. Focus training on one menu item or skill at a time.
Job descriptions and formal kitchen brigade organization are merely guidelines for this kitchen. When two lines where combined, some of the stations were combined and all employees are expected to be cross-trained.	Training should prioritize skills that cross all areas. Cross training should be provided for all employees. Informal training, mentoring, peer coaching should be used to supplement formal training.

Conclusion and Next Steps: 

The TNA has  indicated the need for specific training content to be developed and delivered and prioritized the areas to target. A detailed job task analysis will identify each individual task to address and a pre-test should reveal employees needing specific training.