In-house training to create competitive advantage
A company whose employees are continuously learning and sharing what the learn is a company that is continuously growing.
Managers take advantage of the continuous learning process in order to capture hard-to-acquire experience and knowledge, record it, and reuse it on the one hand while also making their personnel stronger on the other. Continuous learning is an effective process that can take the place of company loyalty, a key element of any corporate culture. Because it creates competitive advantage, a corporate culture that is based on continuous learning is in keeping with the strategic interests of both employer and employee.
Learning involves a constructive transformation, growth, and self-realization. Companies that continuously learn are successful because they know how to capture ego-energy-which is to say, the energies of employees who are developing because it is basically in their own interests to do so.
The driving force in continuously-learning companies is personal interest: one of the most powerful elements of individual and social motivation. The company's point of view is this: "Our efforts are directed at enabling our employees to learn. This is because a learning workforce is flexible and compatible and also knows how to create itself. This in turn is in keeping with our own strategic goals." An employee on the other hand views the situation in this way: "I'm not just acquiring new knowledge; I'm also learning more and more about one should learn. That knowledge will enhance my value and bargaining power wherever I may be."
Motorola believes that a significant part of its increased output is due to Motorola University. The company claims to be earning about thirty dollars on every dollar that it invests in education. That in turn makes more than a 125% contribution to the company's output.
General Electric believes that its management development center in New York is a very effective element in shaping their highly successful training programs. In both cases, a strong and continuous developmental process provides a sound foundation for the company's continuous-learning efforts.
Continuous learning can provide positive developments that are immediately noticeable in day-to-day matters such as lower costs, shorter production times, improved quality, a higher level of customer satisfaction, and a bigger market share.
Companies which learn continuously and which give importance to education do not give up on the things that they learn: instead they record them, archive them, and make sure that other teams can take advantage of them when similar problems are encountered. This is why a continuously-learning company is also a continuously-developing company.
(Excerpted from Doyle W. Young, Executive Excellence.)
Training activities at Çelebi fast food companies
Operating under franchises from Arby's, the world's biggest roast beef restaurant chain, and Little Caesars, the world's third biggest pizza restaurant chain, Çelebi's fast food companies are well aware of their status as service companies and of the importance of training. For this reason they have set up and implemented an effective training system taking into account both original models from outside the country and local conditions. As the training department, our goals are the following:
Every employee will be equipped the knowledge and skills needed to perform his duties at the standards required for the company's success.
Employee competencies such as teamwork, communications, koçluk, and customer-focus will developed for the purpose of creating a positive and harmonious working environment as prescribed in our human resources vision.
There are two types of training programs designed to achieve these goals.
1. Career development training aimed at developing professional expertise.
2. Seminars on modified procedures and general practices.
3. Management training aimed at providing business acumen.
Career development training
The objective of this program is to train restaurant employees to progress from the team member level to those of restaurant manager and regional manager. The program consists of on-the-job training complemented by classroom training and a three month internship upon its completion. All members of management serve as on-the-job training instructors. In-house seminars and extramural specialized training are also provided for the career development of employees who are members of the headquarters management staff.
Training programs
Team member development program
Team instructor course
Management training program 1: Shift manager training
Basic operations course
Management training program 2: Assistant manager training
Mid-level operations course
Management training program 3: Restaurant manager training
Advanced operations course
Seminars
Training programs related to company-wide changes and improvements in practices that are given at least once a year. These programs are attended by restaurant employees as well as by headquarters personnel.
Human resources practices
Restaurant personnel processing practices
Financial transactions practices
Job safety and employee health
Now labor law practices
Quality management
Data processing systems
The culture of service
Koçluk
Team formation and communication
Protective maintenance practices in operations
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