CASE 2

Case #2

Kerkko Jahnukainen



Case A: VR-training

McDonalds starting to use VR to train employees

Using 3D virtual environments to simulate real scenarios to teach managers to make the best decisions.

In only 6 weeks McD saved about 500K directly from training costs

In the article Dan Pink shared the following results, which sheds some light on factors which make employees learn:

  • autonomy: we like to feel like in control
  • mastery: we like to feel that we improve
  • purpose: we like to feel our job matters
McD has clearly evaluated the effacing of game-related training (perhaps not enough yet, as it is a new concept still) as new employees has said to be 35% more confident when starting their new job.

VR for McD has has proved itself to be fun, efficient, cheap.

In McDonalds case, this case of new VR tech is more about training than development as it replaces working in the restaurant physically to doing it in a video game and is only geared towards new employees.



Source: Janine Milne, Super-sized gamification for training – McDonald’s is lovin’ it (8.6.2016)


 Case B: Nandos tastes success through training

Nandos has seen major boost in sales as they have improved their training process and developed it further to refine the skills of all workers.

2725 employees and 90% are satisfied to work at Nandos

Each restaurant has a "patrao" who the manage o the place, but it literally mens "the head of the family"which were established to keep the familiy's values the same in every point.  Direclty from text: "pride, passion, courage, integrity and family – and work with their teams of staff, known as Nandocas, to create a family environment" == Family-like environment has proven to be very effective, boosting sale by a huge margin.

Coaching program

-Two different workshops

  • Situational leadership
  • and the second reflects on the first one and introduces the Grow goals
New employees have a 10-day training period on-site

The training is in Nando’s values, food hygiene, health and safety, Nando’s standards, use of equipment, COSHH and team building.

Nandos has also implemented a "buddy system". Two people are paired together. A newer employee with a more experienced one who acts as a sort of mentor but also learns managerial skills from his partner. 



 Sources: (2006) "Nando's tastes success through training: Expanding restaurant firm retains a family feel", Human Resource Management International Digest, Vol. 14 Issue: 2, pp.19-21, https://doi.org/10.1108/09670730610656879


Notes:

Ch8

Training/Development
Challenges in training

  • Is training a solution to the problem?
  • Are the goals of training clear and realistic?
  • Is training a good investment?
  • Will the training work?
Types of training: skills, retraining, cross-functional, team, creativity, literacy, diversity, crisis, and customer service

Assessment
development and training
evaluation

Ch9

Development = making employees in even more effective and better at heir jobs

The assessment phase
The Direction phase
The development phase


How much training is appropriate
Lets the employee know what an why hese is being trained for
Mentoring/coaching

Development Suggestions:
1. Identify your mission
2. Keep learning
3. develop competencies
4. find a mentor

Sources: Luis R. Gomez-Mejia, David B. Balkin, Rober R. Cardy: Managing Human Resources

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