Training Essentials
Bread & Butter, October 1999

What if I take the time to train my employees, and they leave? That's a question that Stephen Rogan, director of training and product development for Nathan's Famous in Westbury, New York, has heard countless times. His response: "What if you don't train them, and they stay?"

Although it can be time-consuming and represent a considerable investment, training is essential to your restaurant's success, he says. He prescribes a four-step training process that he refers to simply as "The Four Ps of Training"-Preparation, Presentation, Practice and Praise.

Preparation

Effective training requires some prep work, says Rogan. "The trainer needs to know the subject matter inside and out and needs to be able to explain it in a logical, sequential order." To help guide its trainers along, Nathan's has training scripts that are detailed enough to provide consistent training but flexible enough to be personalized. Schedule training for slow times, and be prepared with the proper equipment, says Rogan. For example, if you're teaching someone how to cook hamburgers, be sure to heat up the grill in advance and have meat patties ready, he says.

Presentation

"Use few words and more actions," especially with employees who don't speak English, advises Rogan. For example, instead of merely asking non-English-speaking employees to mop the floor, show them what you mean. "They're not stupid, they just don't speak English," says Rogan.

Stay away from using technical terms and jargon when talking to all new employees, he says. For example, trainers at Nathan's refrain from using company jargon such as "stay out of the danger zone" (temperatures where bacteria grow) or "drop your drawers" (remove and count the money in the cash register) until they've explained these terms. Tell employees not only what to do, but also why, advises Rogan. For example, Nathan's employees are told to turn on the potato peeler before putting the potatoes in it to lessen the strain on the motor. "When they know there's a reason, they're more likely to retain the information," he says.

Rogan also encourages managers to break information into "digestible chunks." Trainees need to understand the first step in the process before moving on to the next, he says. "You don't stuff a whole hero [sandwich] down your throat. You need to feed it piece by piece and swallow. It's the same with training." Ask and encourage questions along the way to ensure that trainees are digesting the information.

Practice

Once employees have heard and seen what they need to do, it's time for them to practice. "Supervise the employees, but don't smother them," says Rogan. "Don't tell employees to do something and then walk away, but don't hang over their heads like a vulture." Over time the trainee should assume more and more of the job responsibilities. "You need to wean yourself away from the trainee," he says.

Praise

"Catch the employees doing things right and praise them for it," says Rogan. Make this feedback immediate and specific. "Don't just say, 'You're doing a good job.'" Tell employees what they've done right. For example, note that an employee has poured the beer at the correct 45-degree angle. When employees err during training, show them the correct way to do the task so that they can learn how to do it themselves.