1
Executive Summary
Tartisan is now a key player in the food and beverage sector with evident success in the artisan and
specialist food segment. The Tartisan experience is a unique one, both in terms of the suppliers it
deals with and the customers in serves. Moreover, the employees who deliver and facilitate this
unique experience are vital components of Tartisan past, current and future success. As a SME,
Tartisan is not unusual in not having a dedicated learning and development specialist until now. Many
SME’s lack the resources to commit to L&D. This often leads to unstructured informal training
initiatives that fail to align strategically with the organisational objectives. Without appropriately
directed continuous learning strategies at both the organisation level and the individual level
organisations will rapidly fall behind1 (). Tartisan’s strategic objectives are to expand and be
visionary, address the trend towards premiumisation of coffee and the third wave of coffee house
experience. This growth and expansion results in immediate and ongoing learning needs. These can
be best addressed through an evidence based systematically designed L&D Strategy. The proposed
L&D activities are strong aligned to Tartisan’s strategic objectives – these are timely as Ireland is
primed for Baristas of this calibre hosting the World Coffee Champions in 2016.
Tartisan philosophy on L&D is learner focused, experiential and informed by tenants of learning
theory. Learning outcomes have a high emphasis on developing human capital to achieve
organisational goals. Herein, specific attention is given to the competencies required for a Tartisan
Barista of first class standard, to deliver the first class Tartisan experience. A complete Tartisan
Barista Onboarding Programme.’ is outlined. A competency model detailing the competencies
required to become a ‘Tartisan Barista of Brilliance,’ with subsequent learning outcomes and
programme content is proposed. The ‘Tartisan Coffee Been Competency Model forms the kernel of
this programme. Methods of evaluating the onboarding program are confirmed with a view to
ensuring Return on Investment (ROI) and Return on Expectations (ROE) for Tartisan as a result of the
programme. Tentative ideas for the design of a Tartisan Management Development Programme are
proposed informed by a well-researched and actively used competency model for the food and
beverage sector in the US. Tartisan could become the first of its service type to endorse such a
complete competency framework here, modified for the Irish context and Tartisan needs. Examples of
learning outcomes are included.
This proposal highlights not only the potential but the evidenced value that L&D can provide, in both
human capital and significant competitive advantage, to address present needs but also emergent
strategic need in the future.
Table of Contents1 McCracken and Garavan (2015)
2
Executive Summary...................................................................................................................3
Introduction................................................................................................................................5
Section 1 – Learning and Development Strategy.......................................................................5
Value of Learning and Development.....................................................................................5
Philosophy on Learning & Development...............................................................................8
Section 2 - Tartisan Barista Onboarding Programmeme.........................................................10
Why use an onboarding programme?...................................................................................10
‘Coffee Bean’ Competency Model for Tartisan Baristas.....................................................11
Learning Outcomes for the Barista Onboarding Programme...............................................13
Overview of Content of Tartisan Barista Onboarding Programme Week 1 and 2...............24
Evaluation of Onboarding Strategy......................................................................................26
Section 3 - Management Development Programme Suggestions............................................27
Sample Learning Outcomes for Management Development Programme............................31
Conclusion................................................................................................................................32
Recommendations....................................................................................................................32
References................................................................................................................................33
Appendices...............................................................................................................................35
Appendix 1...........................................................................................................................35
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IntroductionLearning is a relatively permanent change in behaviour brought about by practice or experience2. The
following proposed Learning and Development Strategy for Tartisan outlines how such learning can
improve individual and organisational performance by developing employee capability for sustainable
success3. An evidence based, systematically developed Learning and Development Strategy is
proposed. This can be clearly evaluated in terms of Return on Investment (RoI) and Return on
Expectations (RoE). Specifically, the value of Learning and Development to Tartisan in terms of
reaching its strategic objectives, and the philosophy of Learning and Development that may be
appropriate for Tartisan to adopt will be considered. An outline of an onboarding programme me for
the newly hired Baristas will be proposed for future discussion. A proposed management development
framework will be outlined, inclusive of management competencies appropriate to Tartisan and a
possible development framework. Management competencies have proven a vital variable in
organisations successfully achieving their objectives. Moreover, many of Tartisan’s competitors
promote themselves based on the Learning and Development opportunities they provide to their staff,
including Donnybrook Fair and WholeWheat Foods. In its entirety, the overall value of Learning and
Development to Tartisan will be outlined. A proposed future for this function will be strongly aligned
with the organisational strategy to ensure that Tartisan can deliver and expand the ‘Tartisan
experience’
Section 1 – Learning and Development StrategyValue of Learning and Development Tartisan’s established strategic direction involves4 huge change and substantial challenges for the
organisation. This will result in significant learning needs. The ‘Tartisan Learning and Development
Strategy’ articulates the workforce capabilities, skills and competencies required to successfully
achieve the organisation’s strategic goals. It also outlines how these can be developed, to ensure that
future growth is sustainable and that Tartisan’s organisational strategy is successful5.
Having considered the organisation, the industry and the macro environment, Tartisan operates in a
relatively stable environment. According to the Central Statistics Office, personal consumption in
2015 rose by 3.5%. In particular, spending for the Coffee Shops and Cafés segment for the Island of
Ireland is forecast to grow by 2.5% annually and will reach €371 million by 2018. Growth of 2.0% is
forecast for the Republic of Ireland and 1.9% for Northern Ireland 6. The expansion’s ‘classical’7
strategy aims to position Tartisan in markets where they can develop advantage of this growth. 2 Lachman, S. J. (1997)3 CIPD (2015)4 7 new stores, 5 more planned, the addition of in-house coffee and tea dock and new food options and expansion to the UK within 18 months5 CIPD, 20156 Bord Bia Irish Food Service Channel Report, 20147 Reeves, Haanaes and Sinha, 2015
4
Tartisan’s advantage is based on differentiation and superior capabilities in terms of customer service.
Consumers need to connect with artisan food and while an organisation’s tradition can be a strong
selling point, effective communication with the consumer on the unique characteristics of the products
is essential8. Both the specialist and artisan food sector is characterised by premium products,
commanding a premium price. Therefore, success in this tapping into this required connection could
be a source of significant and sustainable competitive advantage for Tartisan. With 37 new Tartisan
Baristas joining and further expansion on the horizon, differentiation necessitates offering customers
an overall experience that is sufficiently valuable and distinctive, uniquely and valuable addressing a
specific customer preference, a niche segment –‘The Tartisan Experience.’
The ‘visionary’9 strategy of beating the trend towards the ‘Premiumisation’ and the ‘third wave’ of
coffee is timely. Tartisan envisage that this trend is on the rise, recognising the mushrooming of ‘third
wave’ coffee outlets in Dublin and elsewhere. Such outlets keep with Tartisan principles of first class
customer service characterised by ‘a certain traditionalism, wide-smiled hospitality, locally sourced
food, an emphasis on sociality and community’10 . ‘Premiumisation’ of coffee within the Coffee Shop
and Café Segment is driven by higher consumer awareness of different brewing techniques, such as
filter and French press11. Furthermore, Teagasc12 has specifically highlighted beverages as a product
opportunity for the artisan food sector. Ireland is currently primed to receive highly skilled baristas, as
it hosts the Coffee Association of Europe World Championships’ in Dublin in 2016. Tartisan needs to
build its capacity and capabilities to address these trends and make the Tartisan vision a reality.
Figure 1 Key Trends in Coffee Shop and Cafe Segment
8 Hinchion, M. (2014)9 Reeves et al, 201510 Gray, D. 201411 Bord Bia Irish Food Service Channel Report, 201412 Hinchion, M. (2014)
5
For Tartisan to deliver on its strategy it requires a skilled workforce that can operationalise it. There is
a need to emphasise the organisation’s strongest corporate resource - its people and their long term
effectiveness13. In keeping with the definition of artisan, Tartisan provides local and international
products that are unique, with a distinct taste and flavour, giving the organisation its own persona14.
This unique persona is the embodiment of Tartisan, its suppliers and its customers. Delivering a
unique first class customer service and experience across the business requires employees that deliver
superior customer service. Learning and Development can provide Human Capital capable of
delivering first class customer service within this environment. Tartisan staff and ‘The Tartisan
experience’ should be hard to replicate (inimitable, non-substitutional) meaningfully differentiated
(rare) and relevant to customers (valuable)15. Moreover, Learning and Development can benefit the
organisation as a whole in terms of improved organisational performance, (profitability, effectiveness,
operating revenue per employee), as well as other outcomes that relate directly (improved quality) and
indirectly (employee turnover) to Tartisan’s overall performance16. Benefits of training for individuals
and team ‘including tactic skills technical skills, self-management) or indirectly (communication,
planning and task coordination) have also been evidenced.
Philosophy on Learning & Development Tartisan’s Learning and Development strategy is designed to meet learning needs due to specific new
situations, Tartisan’s strategic expansion and its new employees. The Strategy is first and foremost
evidence based. ‘Evidence-based HRD in this context is ‘ the conscientious, explicit and judicious use
of current best evidence in making decisions about the development of individuals, groups and
organizations, integrating individual HRD practitioner expertise with the best available external
13 (Schein, 1965)14 Hinchion, M. (2014)15 Reeves et al (2015)16 Aguinis and Kraiger (2009)
6
evidence derived from systematic research’17. It is a rational staged and ongoing process18 involving
ongoing collaboration with multiple stakeholders committed to its implementation. The proactive
drivers of this strategy are the strategic objectives outlined. Moreover, in linking the learning strategy
to the overall corporate strategy additional learning needs which are inevitable can be addressed, if
and when other change occurs19. Learning needs will be identified on an ongoing basic with the
priority to ‘improve both employee and organisational capabilities through meeting the learning needs
of the organisation20 Learning is defined as a relatively permanent change in behaviour that occurs as
a result of experience.
This Learning is delivered through use of the Industry standard systematic Human Resource
Development (HRD) cycle (fig 2)
Figure 2 Systematic Human Resource Development Cycle
Design
In Tartisan training is purposeful, planned, organised, active and results orientated- through which an
individual is facilitated to master defined tasks or competencies for a definite purpose21. Learning
outcomes are established with the end in mind, are specific, measurable, attainable, and relevant and
time framed. This systematic approach can facilitate learning in line with strategic objectives, in line
with its mission, and evidenced with a clear Return on Investment to allow Tartisan to fully leverage
its strengths to the best opportunities. Industry standard stages of design are utilised (fig 3).
Learning events are learner focused yet also sufficient designed to meet the needs of the organisation.
Learning strategies are selected based on specific learning outcomes. Drawing from the theories of 17 Hamlin (2002), pp 96.18 Mayo 2004, Carbery, 201519 Garavan, 200720 McCarthy, 2015, pp 13521 Garavan, 2003
7
behaviourism, cognitivism and socioconstructivism, a mix of learning strategies will be applied, from
skills based, didactic learning, problem solving and content learning strategy. It will make ongoing
consideration of models of learning styles, the methods and approaches individuals use during the
learning process22 knowing that individuals vary in learning styles and preferences. Drawing on
VARK sensory learning styles and Honey and Mumford Learning Styles, a mix of visual, auditory,
reading, kinaesthetic, and thinker and doer type activities will be included. It will encompass a
tripartite view of human capital inclusive of knowledge related, skill related and attitudinal outcomes.
Figure 3 Stages of
HRD Design Process
A key principle of learning in Tartisan is that learning is best through experience. In this sense
Tartisan will endorse learning as a process allow learners to engage in all four of Kolb’s23 learning
cycle (pp 71). Furthermore, consideration will be made of the 70/20/10 model 24; 70 per cent of what
we learn comes from experience, 20 per cent comes from social learning, and 10 per cent comes from
taking courses. Tartisan are also cognisant of the full learning environment. Learning events are
framed with a Model of the Learning environment25. This fully considers both the Individual level
learning opportunities, facilitators and barriers and the organisational opportunities, facilitators and
barriers, for both learner and facilitators. Full consideration increases opportunity to acquire and
develop behaviours and memories, including skills knowledge and understanding.
Moreover, Tartisan L&D strategy considers implications for motivation. While the L&D strategy will
provide the skills and abilities, the AMO model26 also reminds us that training alone is not enough. An
individual’s ability to do their job is only one factor influencing their final performance. The other 22 Dowling –Hetherington (2015, pp 72)23 Kolb (1984)24 Lombardo and Eichinger (1996):25 McCarthy, J (2015)26 Applebaum (2015)
8
factors (motivation and opportunity) will mostly be influenced by management. The AMO model also
clarifies that a person’s motivation and opportunity to participate may be as important as their skills.
This has subsequent implications for the proposed Management Development programme.
This systematic and evidence based approach to learning will be sufficiently flexible to account for
changes in individual and organisational priorities and must be able to cope with emergent
opportunities and challenges27, to maintain competitive advantage for Tartisan now and in the future.
Section 2 - Tartisan Barista Onboarding ProgrammeWhy use an onboarding programme?The Chartered Institute of Personnel and Development28 describe onboarding, also known as
induction, as an activity that encompasses a new employees experience from first contact with an
organisation, to being hired, understanding how the organisation operates and consequently working
as highly productive employees. The onboarding process is essential in helping new employees adjust
to the social and performance aspects of their jobs as quickly as possible so that they can become
productive, contributing members of the organisation29. All staff, both full and part-time, need an
induction programme30.
The Tartisan Barista Onboarding Programme aims to firstly introduce new barista hires to the culture,
mission, and values of Tartisan. This culture is based around the values of fresh, locally sourced food
from the best suppliers; specialty local and international Artisan foods to nourish and satisfy our
Tartisan Customers; freshly baked delicious tarts and pastries; freshly ground specialist coffee beans
prepared to each Tartisan Customer’s taste, and Tartisan Employees- who have expert knowledge,
specialist skills and provide unprecedented customer service.
Onboarding programmes provide benefits for both employees and employers. For newly hired
Tartisan Baristas, the Tartisan Barista Onboarding Programme will introduce them to the rich history,
culture and values of Tartisan along with an opportunity to meet with senior management to be
welcomed to the Tartisan community of employees. On a more practical level, it will also allow them
a physical orientation of their new place of work and provide them with information on, for example,
payroll practices, health and safety practices and the essential training they will be undertaking to
become a Tartisan Barista. The Onboarding Programme will also provide an ‘organisational
orientation,’ showing employees where they fit into the Tartisan team, and how their role fits with the
organisation’s strategy and goals31. Essentially, the Tartisan Barista Onboarding Programme will also
27 Carbery, 2015, pg 49. 28 Chartered Institute of Personnel and Development, 2015. 29 Bauer, 2010, p.1 30 Chartered Institute of Personnel and Development, 201531 Chartered Institute of Personnel and Development, 2015
9
provide a socialisation opportunity for new employees. Socialisation of new hires allows them to
become ‘functional members of a collective’, learning together how the core values of Tartisan shape
the practices of its employees, and gaining an understanding of why practices are performed in
particular ways32.
The benefits of on boarding for Tartisan include increasing employee commitment and job
satisfaction, improving the person-job fit of the new baristas and, essentially, reducing turnover and
absenteeism6.
‘Coffee Bean’ Competency Model for Tartisan BaristasCompetencies outline behaviours, based on the knowledge, skills and attitudes (KSAs) required for
the role of a Tartisan Barista, which an employee needs to bring to their role in order to carry out that
role successfully33. The ‘Coffee Bean’ Competency Model for Tartisan Baristas combines the set of
competencies that, taken together, encompasses the total requirements for the role of a Tartisan
Barista. Competency models are now seen as an essential factor in achieving high organisational
performance as they offer an opportunity to assess and then review each individual’s capability and
potential8.
The ‘Coffee Bean’ Competency Model for Tartisan Baristas therefore makes reference to the seven
key competencies required to work as a Tartisan Barista under the umbrella of two key performance
indicators- ‘Intentional Excellence’ and ‘Exemplary Sectoral Knowledge.’
Under the umbrella of ‘Intentional Excellence’ four competencies are outlined:
• Dedication to Outstanding Customer Service• Superb Communication Skills• Team Player• Passion for Tartisan Mission and Values
Under the umbrella of ‘Exemplary Sectoral Knowledge’ a further three competencies are outlined:
• Excellence in Standards of Hygiene• Commitment to Continuous Learning• A Tartisan ‘Barista of Brilliance’
32 Antonacopoulou, & Güttel, 2010. 33 Donovan, 2015.
10
Intentional
Figure 3 Coffee Bean Competency Framework for Tartisan Barista
11
Exemplary Sector
Learning Outcomes for the Barista Onboarding Programme
Competency Learning OutcomeAt the end of the Tartisan Barista On boarding Programme, Tartisan Baristas will be able to:
Content Delivery/Learning Strategy
Superb Communication Skills Demonstrate effective verbal and nonverbal communications in line with Tartisan expectations
Developing effective communication skills
Role-playsExperiential exercises and games
Demonstrate appropriate responses to customer queries , comments or complaints in line with Tartisan’s Customer Service Policy and Procedures
Developing effective communication skills in dealing with customers
Role-playsBrainstormingFocus Group discussion
Explain the products that are suggested customers as extras when purchasing to enhance their experience
Maximise revenue at Point of Sale (POS)
Audio-visual mediaOn the job training
Tartisan Team Player Demonstrate effective verbal and nonverbal communications in line with Tartisan expectations
Developing effective communication skills
IcebreakerRole-playsExperiential exercises and games
Work effectively alongside other Tartisan Baristas and staff to support the delivery of the Tartisan Customer Experience
Working as part of the Tartisan Barista TeamDealing effectively with customers
Experiential exercises and gamesOutdoor Team-building Activities
Support other Tartisan staff during busy periods, stepping in to other roles when necessary to ensure smooth delivery of the Tartisan Customer Experience
Working as part of the Tartisan Barista TeamExpanding Ability Across Specialties
On the job trainingOutdoor Team-building ActivitiesExperiential exercises and games
Passion for Tartisan Mission and Values
Understand own responsibilities in relation to Tartisan’s unique culture and expected professional behaviour
Becoming a Tartisan Barista of Brilliance
PresentationsMeeting with Senior Management Team
12
in line with organisational values and strategy
Focus group discussions
Articulate Tartisan’s definition of Artisan with reference to ‘The Four P’s’: the Personality of the producer; the Place it comes from; the Product itself, and Passion in the manner it is produced. 1
Understanding Tartisan Mission and Values
PresentationsMeeting with Senior Management TeamFocus group discussions
Identify Tartisan’s mechanisms to keep Tartisan Baristas abreast of current trends and product knowledge in the specialist food sector
Continuous Professional Development at Tartisan
PresentationsDiscussion with Human Resource Development (HRD) Personnel
Outline Tartisan’s business structure, work policies and practices including:
the Organisation’s history Mission Statement the Tartisan brand Tartisan’s Organisational
Chart, outlining the roles and key responsibilities of senior management teams (SMT)
Tartisan’s Customer Care Policy on dealing effectively with customers
Tartisan’s business environment
The role of high quality product information
Tartisan’s Quality Systems Tartisan products and
services
Understanding Tartisan Mission and Values
PresentationsMeeting with Senior Management TeamAudio-visual mediaTasting demonstrations
Outline Tartisan’s Conditions of Employment relating to:
sickness procedure working hours
Tartisan’s Policies and Procedures Lecture based formatPresentationsMeet with Head of Payroll/Human Resources
13
shift structure probationary period performance management
system disciplinary/grievance
procedures Internet and social media
policies equality and diversity policy telephone and computer
system Security and car park
arrangements Security procedures Data Protection Act/Freedom
of Information Act Professional behaviour
expected in line with Tartisan’s Values and Culture
Understand Tartisan’s financial arrangements including:
payment date and method employee benefits pension arrangements contact details of payroll
personnel
Financial Arrangements Lecture based formatGroup discussion
Be cognisant at all times of Tartisan’s Health and Safety policies, including:
location of emergency exits evacuation procedures how to report accidents smoking policy first aid facilities the purpose and use of any
equipment and protective
Health and Safety at Tartisan One day Health and Safety training Lecture based format Group discussion Role play Demonstration and imitation Audio visual media
14
clothing that Tartisan provideTartisan ‘Barista of Brilliance’ Explain the role and responsibilities
of a Tartisan Barista and the reporting mechanisms involved
Tartisan Specialist Barista Training Two day Barista Training Icebreaker Lecture based format Demonstration and imitation Audio visual media Practical Activities with
regular feedback Continuous assessment In-group discussions
Recall current product line information based on ‘The Four P’s’1
Understanding Tartisan Mission and Values
PresentationsAudio visual mediaMeet with a Tartisan supplier
Recall origins of both Arabica and Robusta types of coffee, the roasting and grinding process, and its impact on coffee taste
Tartisan Specialist Barista Training Two day Barista Training Icebreaker Lecture based format Demonstration and imitation Audio visual media Practical Activities with
regular feedback Continuous assessment In-group discussions
Define how to manage coffee yield and registration
Tartisan Specialist Barista Training Two day Barista Training Icebreaker Lecture based format Demonstration and imitation Audio visual media Practical Activities with
regular feedback Continuous assessment
In-group discussionsDefine and demonstrate the Tamping Process
Tartisan Specialist Barista Training Two day Barista Training Icebreaker Lecture based format Demonstration and imitation
15
Audio visual media Practical Activities with
regular feedback Continuous assessment In-group discussions
Operation espresso machine Tartisan Specialist Barista Training Two day Barista Training Icebreaker Lecture based format Demonstration and imitation Audio visual media Practical Activities with
regular feedback Continuous assessment In-group discussions
Demonstrate ability to use required milk techniques
Tartisan Specialist Barista Training Two day Barista Training Icebreaker Lecture based format Demonstration and imitation Audio visual media Practical Activities with
regular feedback Continuous assessment In-group discussions
Prepare all core drinks to Tartisan Standards, including but not limited to: cappuccino; Americano; Mocha; Flat White; Cortado; Latte.
Tartisan Specialist Barista Training Two day Barista Training Icebreaker Lecture based format Demonstration and imitation Audio visual media Practical Activities with
regular feedback Continuous assessment In-group discussions
Prepare food items and food areas for service
Tartisan Health and Safety TrainingHACCP Training
One day Health and Safety training Lecture based format Group discussion
16
Role play Demonstration and imitation Audio visual media
Two day HACCP Training Lecture based format Audio visual media Practical Activities with
regular feedback Continuous assessment In-group discussions
Demonstrate cooking techniques required for current Tartisan menu-Use ovens to reheat food from the delicatessen appropriately
Tartisan Health and Safety TrainingHACCP Training
One day Health and Safety training Lecture based format Group discussion Role play Demonstration and imitation Audio visual media
Two day HACCP Training Lecture based format Audio visual media Practical Activities with
regular feedback Continuous assessment In-group discussions
Outline and demonstrate the appropriate method to clean the Tartisan Barista Machines
Tartisan Specialist Barista Training Two day Barista Training Icebreaker Lecture based format Demonstration and imitation Audio visual media Practical Activities with
regular feedback Continuous assessment In-group discussions
Demonstrate operational use of tills On the Shop Floor Training Icebreaker
17
and appropriate money management skills
Group discussionRole playPractical Activities with regular feedbackFocus group discussions
Recite Tartisan’s current pricing as per current menus
On the Shop Floor Training IcebreakerGroup discussionRole playPractical Activities with regular feedbackFocus group discussions
List product available in store and their ingredients
On the Shop Floor Training IcebreakerGroup discussionRole playPractical Activities with regular feedbackFocus group discussions
Explain products that are suggested to customers as extras when purchasing specific products to enhance their experience and maximise sales
On the Shop Floor Training IcebreakerGroup discussionRole playPractical Activities with regular feedbackFocus group discussions
Describe the menu and pricing structure
On the Shop Floor Training IcebreakerGroup discussionRole playPractical Activities with regular feedbackFocus group discussions
Excellence in Standard of Hygiene Identify required standards in food safety management based on the Food Safety Authority of Ireland (FSAI) HACCP Principles
HACCP Training Two day HACCP Training Lecture based format Audio visual media Practical Activities with
18
regular feedback Continuous assessment In-group discussions
Outline and demonstrate the appropriate method to clean the Tartisan Barista Machines
Tartisan Specialist Barista Training Two day Barista Training Icebreaker Lecture based format Demonstration and imitation Audio visual media Practical Activities with
regular feedback Continuous assessment In-group discussions
Use ovens to reheat food from the delicatessen safely and appropriately
HACCP Training Two day HACCP Training Lecture based format Audio visual media Practical Activities with
regular feedback Continuous assessment In-group discussions
Prepare food areas for service HACCP Training Two day HACCP Training Lecture based format Audio visual media Practical Activities with
regular feedback Continuous assessment In-group discussions
Store coffee and milk correctly to maintain high standards of hygiene and taste
Tartisan Specialist Barista Training Two day Barista Training Icebreaker Lecture based format Demonstration and imitation Audio visual media Practical Activities with
19
regular feedback Continuous assessment
In-group discussionsMake clear to customers and staff any allergens that may be present in products served and sold through the use of proper signage and up-to-date knowledge
Tartisan Health and Safety TrainingHACCP Training
One day Health and Safety training Lecture based format Group discussion Role play Demonstration and imitation Audio visual media
Two day HACCP Training Lecture based format Audio visual media Practical Activities with
regular feedback Continuous assessment In-group discussions
Commitment to Continuous Learning Avail of Tartisan’s Learning and Development opportunities and the in-house training that will be provided in order to work as a Tartisan Barista, including:
Specialist Tartisan Barista Training
HACCP Training Tartisan’s commitment to
hygiene and cleanliness First Aid Training
Tartisan Health and Safety TrainingHACCP TrainingFirst Aid Training
One day Health and Safety training Lecture based format Group discussion Role play Demonstration and imitation Audio visual media
Two day HACCP Training Lecture based format Audio visual media Practical Activities with
regular feedback Continuous assessment In-group discussions
One day First Aid Training Lecture based format Role play Practical Activities with
regular feedback
20
Continuous assessment In-group discussions
Remain cognisant of Tartisan’s customer base and its space within the specialist food and coffee house market
Understanding Tartisan Mission and Values
Meeting with Senior Management TeamAudio-visual mediaTasting demonstrations
Demonstrate awareness of Customer Diversity
Understanding Tartisan Mission and Values
Role-playsExperiential exercises and games
Explain trends in the ’premiumisation’ of coffee in Ireland and the features of the ‘third wave’ of coffee houses
Tartisan Specialist Barista Training Two day Barista Training Icebreaker Lecture based format Demonstration and imitation Audio visual media Practical Activities with
regular feedback Continuous assessment In-group discussions
Demonstrate ability to address customer needs, preferences and dietary requirements
Understanding Tartisan Mission and ValuesTartisan Health and Safety TrainingHACCP Training
PresentationsAudio visual mediaTwo day HACCP Training
Lecture based format Audio visual media Practical Activities with
regular feedback Continuous assessment In-group discussions
Keep up-to-date with developments in relation to frequent allergens in order to ensure customers are always aware of product ingredients
Continuous Professional Development at Tartisan
Discussion with Human Resource Development (HRD) Personnel
Identify training necessary to keep Tartisan Baristas abreast of trends in
Continuous Professional Development at Tartisan
Discussion with Human Resource Development (HRD) Personnel
21
product knowledge in the specialist food sector
Dedication to Outstanding Customer Service
Place the Tartisan Customer at the centre of service
Understanding Tartisan Mission and ValuesTartisan’s Customer Service Policies and Procedures
Group discussionRole-playsExperiential exercises and gamesBrainstorming
Deal effectively with customer complaints and concerns and refer to line management when necessary
On the Shop Floor TrainingUnderstanding Tartisan Mission and ValuesTartisan’s Customer Service Policies and Procedures
Group discussionRole-plays
Become aware of the preferences of loyal Tartisan customers and greet them by name when possible
On the Shop Floor TrainingUnderstanding Tartisan Mission and ValuesTartisan’s Customer Service Policies and Procedures
Group discussionRole-plays
Enthusiastically address customer needs and preferences in how coffee and food items are prepared and presented
On the Shop Floor TrainingUnderstanding Tartisan Mission and ValuesTartisan’s Customer Service Policies and Procedures
Tasting demonstrationsFocus GroupsRole-plays
Get to know the dietary requirements of loyal Tartisan customers
On the Shop Floor TrainingUnderstanding Tartisan Mission and Values
Group discussionRole-plays
Demonstrate appropriate responses to customer queries and comments in line with Tartisan’s Customer Service Policies and Procedures
Understanding Tartisan Mission and ValuesTartisan’s Customer Service Policies and Procedures
Group discussionRole-playsExperiential exercises and gamesBrainstorming
Be prepared to always offer the Tartisan Customer ‘that little bit extra’ whenever possible
Understanding Tartisan Mission and ValuesTartisan’s Customer Service Policies and Procedures
Meet with Senior managementGroup discussionRole-plays
22
Overview of Content of Tartisan Barista Onboarding Programme Week 1 and 2
Day One Day Two Day Three Day Four Day Five
Welcome from Human Resource Manager and Learning and Development Specialist
Overview of Induction
Orientation of Store
Introduction to Tartisan Mission and Values
Policies and Procedures with member of Human Resources Team
Financial Arrangements with member of Payroll staff
Preparation for tomorrow’s outdoor activities/teambuilding day
Outdoor Teambuilding Activities at local centre34
Icebreaker
Climbing Wall
Coffee break
Archery
Lunch
High ropes
Group discussion/feedback from days 1/2
What do Tartisan Mission and Values mean for Tartisan employees? (Focus Groups)Meet with CEO and COO of Tartisan
- History, Permission and Values of Organisation
- Organisational Chart
Meet a Supplier- what it means to
supply food to Tartisan
- Four P’s35
( Group discussion)
Tasting Demonstration
Preparation for tomorrow
Barista Training Level I
Opportunity to practice Barista techniques using espresso machines throughout day
Health and Safety Training including Fire Training-half-day.
On The Shop Floor Training- Dealing effectively
with customers- Working as part of a
team- Role Plays
34 Guide only. Activities chosen will be based on discussion on the evening of Day One. Having taken into account levels of ability/possible injuries, those that do not wish to take part will act as informal 'guides' during activities
35 Hinchman, M (2014)
23
Day Six Day Seven Day Eight Day Nine Day TenOpportunity to practice Barista techniques using espresso machines in morning
HACCP Training 1
Barista Training Level 2
Opportunity to practice Barista techniques using espresso machines throughout day
On The Shop Floor Training
- Becoming a Tartisan ‘Barista of Brilliance’
- Dealing effectively with customers
- Working as part of a team
- Role Plays
Opportunity to practice Barista techniques using espresso machines throughout day
Group Discussion
HACCP Training Day 2 First Aid Training including the use of IED
24
Evaluation of Onboarding Strategy
Having implemented the Tartisan Barista On boarding Programme, it is essential that the programme
is evaluated, as evaluation itself can contribute directly to improving corporate effectiveness.
Consistently assessing and measuring the impact of the training on key stakeholders within the
organisation will provide evidence to Tartisan of the benefits of the programme.
The programme will be evaluated using a mixed method design, incorporating elements of both a
hierarchical evaluation that focuses on objective measurement of learning outcomes as well as a
contextual model which aims to assess the long-term consequences and Return on Expectations of the
on boarding programme .
The first stage of evaluation will involve ascertaining the responses of baristas to the programme
content and methods used to deliver the content of the on boarding programme. This will occur
through the use of ‘reactionnaires’, feedback sheets and keen observation throughout the programme
by the Learning and Development Specialist.
The second stage of evaluation focuses on how well knowledge and skills have advanced as a result of
the on boarding programme. This stage is built around testing and certification, including:
• HACCP Certification
• Barista Certification - Level I and II
• First Aid Certification
• Health and Safety Certification
Our facilitators are also skilled evaluators, and therefore Baristas will also be evaluated through
observation of On the Job Training and Teamwork exercises.
Stage three measures the transfer of learning from the on boarding programme to the workplace. This
will be evaluated through the regular use of focus groups during the on boarding programme and at
regular intervals for a period of six weeks after training. Online surveys will be used to assess
individual transfer of learning, and 360° feedback will be provided after one month on the job.
Again, observation by the programme facilitators will be a key element of this stage of evaluation,
particularly during On the Job Training exercises.
Key to the design of the on boarding programme was the alignment of programme content with the
overall business strategy of Tartisan in order to both add value to the training and to enhance the
capabilities of Tartisan Baristas to the required level. Stage four recognises the importance of
Tartisan’s overall strategy in the process of the evaluation of its Tartisan Barista On boarding
Programme.
25
To evaluate Return on Investment, productivity within the store can be compared with a similar
‘control group’ Tartisan store on a month by month basis for the first year of business. With training
costs estimated at €20,000, it is predicted that the Tartisan Barista On boarding Programme will
provide a return on investment of 120% in its first year.
In terms of Return on Expectations, it is predicted that, by the end of financial year one Tartisan will
have achieved its strategy to become the leading supplier of specialist Artisan grocery produce in
Ireland. It will also provide valued Tartisan Customers with exemplary customer service, offering
‘that little bit extra’ that guarantees return and loyal business. Tartisan ‘Baristas of Brilliance’ will be
renowned for their professionalism, personal service and exemplary sectoral knowledge that will
make visiting the store a joy for both returning and new customers.
Leading Performance Indicators will be represented by evidence of both ‘Intentional Excellence’ and
‘Exemplary Sectoral Knowledge,’ which will be evaluated through general workplace metrics such as
profit and turnover, as well as specific workplace indicators such as levels of absenteeism and
workplace accidents. Critical behaviours will be evaluated through the use of individual online
surveys and 360° feedback. Critical behaviours are identified in the ‘Coffee Bean Competency
Model’ for Tartisan Baristas, and are outlined as follows:
• Superb Communication Skills
• Dedication to Outstanding Customer Service
• Tartisan Team Player
• Passion for Tartisan Mission and Values
• Commitment to Continuous Learning
• Excellence in Standards of Hygiene
• A Tartisan ‘Barista of Brilliance’
This onboarding programme has been designed and built around Tartisan’s Strategy, leading
performance Indicators and the essential competencies necessary to become a ‘Tartisan Barista of
Brilliance.’ We are confident that evaluation as outlined above will confirm that the programme was
successful and has been of huge financial and reputational benefit to Tartisan.
Section 3 - Management Development Programme Suggestions
Increasingly organisations are seeing the benefit in developing its management and leadership,
recognising that these individuals are responsible for the operational delivery and development of the
organisations talent. Moreover, managers and leaders are seen as essential for the development and
delivery on the organisational strategy, for Tartisan’s classical and visionary strategic directions
26
specifically. It is suggested that 62% of organisations invest in Management Leadership Development
to achieve organisational objectives, 49% to manage change more effectively, 47% to improve
manager’s performance, 46% to improve competitive advantage and 41% to support business
growth36 . Such investment can have significant pay off in terms of creating sustainable competitive
advantage37. Equally returning to the AMO theory, the skills and abilities that the prior onboarding
programme can provide can be advanced in practice management who are competent to build the
abilities of staff and provide both motivation and opportunity for development. ‘Managers and leaders
are viewed as key talent groups and are vitally important to HRD in terms of the role of leaders in
modelling the behaviours of the organisation38 to not only deliver the Tartisan experience but to lead
the Tartisan experience.
Similar to the Barista role, increasingly organisations are using competency modelling to facilitate
identification of the knowledge skills and attitudes needed in management positions. In 2015 the
National Restaurant Association Educational Foundation (NRAEF) of America released the first
specified competency framework for the Food and Beverage Service Industry (appendix 1). This was
proposed as a means of not only establishing sector norms and standards but as a framework for
success and career progress that is beneficial at the individual, organisational and societal level. This
operates through a tiered competency development process, starting with Personal Effectiveness
Competencies, tier 1.
A modified competency framework for Tartisan MLD is proposed here (fig. 6). Having gained
competence in all 6 tiers of the Tartisan Management Leadership Competencies and Development
Programme, Tartisan Managers will have the appropriate and necessary knowledge, skills and
attitudes to deliver the Tartisan experience, lead the Tartisan experience and develop the business and
service delivery functions. Moreover, such as competency model has ongoing value for other aspects
of the organisations development. This framework has the capacity to facilitate identification of high
potential employees, for recruitment and as an employee development ladder. Through its strategic
alignment; the business strategy shapes the MLD, is integrated and links to the strategy and needs of
the business39
As Tartisan is an SME these competencies and the tiered programme offer opportunity for its many
‘home grown’ managers and for it future hires. This flexibility allows for the extensive company
based tacit knowledge that current managers and members of the leadership team have to be
developed utilised through both formal and informal interventions. The delivery of this programme is
based on the Optimal Leadership Development Matrix developed by the Centre for Creative
36 (McMain et al, 2012).37 Day, Harrison and Halpin (2009, pp213)38 Carbery, 2015 pp5339 (Garavan, 2015, pp217)
27
Leadership. Similar to the onboarding programmes philosophy of experiential learning, a 70:20:10
development mix of 10% formal learning (acceleration), 20 % Coaching, Mentoring and Networking
(Accelerators) and 70 % On the Job (Primary Development) is proposed. The content of the
interventions at each level is summarised in fig. 5.
Figure 4 - Optimal Leadership Development Matrix
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Figure 5 - Tartisan Management Leadership Competencies and Development Programme
29
Sample Learning Outcomes for Management Development Programme
The following sample learning outcomes are taken from Tier 5, Management Competencies, and
Leadership Skills40.
At the end of the Management Development Programme a Tartisan Manager will be able to:
• Explain leadership qualities and strategies for facilitating the work of employees such as
motivation, providing opportunities through coaching, and conflict resolution.
• Discuss basic management activities such as goal setting and strategic planning.
• Explain that managers have professional responsibilities (professionalism and responsibility
to customers and staff).
• Explain procedures that are helpful when delegating work tasks.
Professional development programmes
• Explain the importance of professional development for self and others
• Discuss three professional development methods in line with the optimal leadership
development matrix and the 70:20:10 model
Facilitate the planning process
• Explain basic principles of planning with an emphasis on how employees can assist and
procedures useful in managing planning information.
• Describe how a value statement, vision statement, and mission statement are developed and
implemented.
• State the importance of SMART goals in the planning process (specific, measurable,
achievable, time-bound).
• Review procedures for conducting a SWOT analysis (strengths, weaknesses, opportunities,
threats).
• Identify how managers use long-range, business, and marketing plans and operating budgets,
and explain the relationship among these planning tools.
• Explain an effective strategy for implementing change.
40 Modified from the NRAEF Model
30
ConclusionThis proposal outlines a clearly evidence based, systematically developed Learning and Development
Strategy specifically for Tartisan, to deliver the Tartisan experience. The proposed Strategy is strongly
aligned with the organisations strategic objectives; to expand the businesses service through store
expansion in Ireland and the UK in the coming months, and to be at the forefront of beating upcoming
trends including the premiumisation and the third wave of coffee house experiences. To deliver on
these strategies Tartisan requires staff with exception knowledge, skills and attitudes both in service
delivery and management to deliver the first class standard of service that Tartisan prides itself on.
This proposal can offer clear value to Tartisan in meeting these objectives. Tartisan can develop a
philosophy of Learning and Development that is not only in line with best practice but can facilitate
ongoing competitive advantage. Moreover, Tartisan may contribute more widely to the sector at a
societal level by being the first Irish company to adopt a framework of competencies developed
specifically for the food and beverage sector in the US. Tartisan’s modified model may well serve as
example for a new first class industry standard for the specialist and artisan food and beverage
provider, making the Tartisan experience not only first class for the consumer but equally a first class
exemplar at the industry level.
RecommendationsIn concluding this report, it is pertinent to make a number of recommendations for Tartisan regarding
the next steps to be taken in relation to learning and development in the organisation.
It is recommended that evaluation of the ‘Tartisan Barista On boarding Programme’ is
extended to include feedback from baristas on the effectiveness of the training, as well
as their line managers and the senior management team. This will ensure that the
views of all stakeholders on the benefits of the programme are recorded and,
essentially, incorporated into future training.
Once the report receives the approval of the senior management team, it is
recommended that the learning and development strategy for Tartisan is incorporated
into a policy document. This would allow Tartisan’s learning and development
specialists to again initiate the Human Resource Development planning cycle with a
view to implementing a management development programme in Tartisan over the
next eighteen months.
In line with Tartisan’s plans for significant expansion, it is recommended that the
value of L &D for Tartisan is recognised, and a long-term Learning and Development
Policy put in place. This investment in the organisation’s human capital will ensure
Tartisan‘s competitive and reputational success in the long-term.
31
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Appendices
Appendix 1 Food and Beverage Service Competency Model -NRAEF
34