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Training For Quality and Hustle

This document discusses training approaches for managers and hourly employees at Dunkin' Donuts and Domino's Pizza. It outlines both the strengths and shortcomings of a decentralized training model, including providing on-the-job learning opportunities but potential for missing sessions due to lack of oversight. The document also proposes developing surveys to assess training needs of hourly staff and determine what additional information could have been provided. Finally, it suggests that the high turnover rate among Dunkin' Donuts' management trainees may have been due to realizing their skills were transferable to other careers, plateauing with no further advancement, or finding the work too demanding for the low pay.

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waheed shar
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123 views5 pages

Training For Quality and Hustle

This document discusses training approaches for managers and hourly employees at Dunkin' Donuts and Domino's Pizza. It outlines both the strengths and shortcomings of a decentralized training model, including providing on-the-job learning opportunities but potential for missing sessions due to lack of oversight. The document also proposes developing surveys to assess training needs of hourly staff and determine what additional information could have been provided. Finally, it suggests that the high turnover rate among Dunkin' Donuts' management trainees may have been due to realizing their skills were transferable to other careers, plateauing with no further advancement, or finding the work too demanding for the low pay.

Uploaded by

waheed shar
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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TRAINING FOR QUALITY AND HUSTLE

Dunkin’ Donuts and Domino’s Pizza

Name

Institution

Date
TRAINING FOR QUALITY AND HUSTLE

1. What are the strengths and shortcomings of a decentralized approach to training

managers and hourly employees? Discuss.

Strengths

There is provision of on-the job training that offers them more practical knowledge

The opportunity of earning while at the same time learning

Training makes them more tough since there performance standards are very demanding

There is provision of video cassettes together with posters by the corporate staff so that

employees can learn via those videos as well as apply in their jobs (Ivancevich & Konopaske,

2013)

It provides the management trainees with practical and theoretical knowledge

The management trainees are trained in corporate hence are very much aware of the way the

corporate headquarters really work hence will sharpen their skill.

The management trainees are given the skills to handle the workload and they are also

impacted with different experiences

Shortcomings

Constant monitoring carried out by the corporate staff due to which the franchise owners

have the opportunity of skipping some sessions

Employees are not aware of their corporate headquarters working

The fact that they trained by store managers makes them only bound to store operations
TRAINING FOR QUALITY AND HUSTLE

After the completion of their education, workers already know several things concerning

theoretical aspects and it makes no sense to offer them a 6 month program.

Very high turnover rate would be experienced

Prospective managers will lack individuality and will face challenges adapting to new

situations (Coler, Planty, McCord, & Efferson, 1950).

2. Develop a plan for determining the training needs of the hourly paid staff of a

Domino’s pizza franchise.

The Dunkin' Donuts and Domino's Pizza ought to have a required survey conducted at

the end of each single training session so as to assess the trainees thoughts concerning the

training process and them have them carry out a similar survey after two weeks of

employment so as to get feedback regarding what could have assisted them during their

starting two weeks with the fact that they had known it during the training session.

3. In your opinion, why was the turnover rate among management trainees in Dunkin’

Donuts’ centralized program so high?

I tend to think that the turnover rate among the Dunkin Donut was so high due to several

reasons in the fast food business. One of the reasons could be due to the manager picking up

a trade or skill together with experience which could e transferred to other careers meaning

they realize their value, hence the workers could select more beneficial jobs. The other

reason of the high turnover rate could be because they have reached a plateau stage where

they tend to see no other advancement opportunities and they decide to leave (Birdir, 2002).

Another reason would be due to the fact that they grew out of it, the age requirement for
TRAINING FOR QUALITY AND HUSTLE

manager is 20-25 and by the end of the training session, they would be old enough as

compared to the required age bracket. I also think that being among the managers at fast food

business is only too much work with so little pay and this might be the reason managers

realize that they need to leave.


TRAINING FOR QUALITY AND HUSTLE

References
Birdir, K. (2002). General manager turnover and root causes. International Journal Of
Contemporary Hospitality Management, 14(1), 43-47.
http://dx.doi.org/10.1108/09596110210415123
Coler, C., Planty, E., McCord, W., & Efferson, C. (1950). Training Employees and
Managers for Production and Teamwork. Industrial And Labor Relations
Review, 3(2), 294. http://dx.doi.org/10.2307/2518843
Ivancevich, J. & Konopaske, R. (2013). Human resource management (12th ed.). .
New York, NY: McGraw-Hill Irwin.

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