It's here: L&D Report, Part 2
Part 2 of our Hospitality Training 360 Report , developed in partnership with Opus, is ready for you to download. Find out which strategies 100+ L&D leaders are prioritizing in their training programs this year, and compare average training hours and budgets to see where your team stacks up.
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If you missed our webinar on the research, the recap with CHART is posted online so that you can catch up on benchmarks and insights from Part 2 of our Hospitality Training 360 Report. Go to chart.org > Trainer Development and Events > Webinars On Demand.
Meet Your Chicago Conference Team
“How have you partnered with others in your company to expand perspectives or lead change?” These volunteers are working hard to craft OUR Chicago conference experience. To get to know THEM a bit better, we asked them:
"By focusing on the people side of the business. People make our businesses! Without encouraging the growth of the people in your organization, you will not have sustainable growth in the business. I encourage communication about any areas of opportunity and allow people the opportunity to win and provide support when they lose." Facilities Co-Director Jay Hartwig Director of People and Retention, Fox Restaurant Concepts “I saw a communication gap between leadership and team members, so I partnered with operations to move our weekly newsletter into our LMS. While still a work in progress, it has already made a difference, and we’ve gotten some great feedback from the team and managers about how they feel more informed and in touch.”
Activities Co-Director De’Quan McBride Regional Trainer, Life’s Food
“I am proud to say we have hit a stride where the training team works closely with the operations teams, and we currently host recurring sessions for our restaurant managers called FRC University. In these sessions we refresh on our standards, roll out new initiatives, collect valuable information from the field, and generally focus on inspiring the leaders in our restaurants.” First Time Attendee Co-Director Kim Evans Director of Training, Hopdoddy Burger Bar “I work in operations and transferred to my current restaurant a few years ago. Upon arrival, I noticed that it needed major love and needed change to become what it has become today. While working with my team, James Frank and I were able to recognize, bring awareness to, and lead the change needed to create the Culture that promoted a positive, challenging, and rewarding environment.” Communications Director Matt Clark Field Training Manager, Condado Tacos
Hospitality Co-Director Jessica Espinoza Assistant Restaurant Leader, Raising Cane's
“It begins with fostering strong relationships and rapport with various teams and leaders. Consistent communication and the establishment of clear expectations and accountability within our teams are crucial. This ensures alignment and enables us to identify common ground regarding strengths and opportunities. In turn, this will lead to collaborative problem solving to drive innovative thinking and lead change within the organization.” First Time Attendee Co-Director John Poulos Vice President, Customer Success, Crunchtime
“Work with key stakeholders to understand barriers and perspective, define your strategy while continuing to build consensus, and develop a clear communication and execution plan.”
“I have had the unique ability to be in a role where I work cross-functionally with every department. Prior to joining the company, our organization had been without a Training Department for over four years. Coming in with a philosophy of always being ‘In Training’ and partnering with our leadership teams, we have been able to drive a training culture which is catching fire in our organization.”
Service Event Co-Director Corban Nichols Vice President of Restaurant Excellence, Piada Italian Street Food
“I firmly believe that soliciting and providing constructive feedback is essential for continuous improvement in both the quality of our work and the satisfaction of our clients. One notable instance of this collaborative approach occurred when my team and I initiated a "day in the life" exercise to gain deeper insights into our processes and identify areas for enhancement. By collectively examining our workflows, we were able to pinpoint inefficiencies and bottlenecks that hindered our ability to serve our customers effectively. This exercise served as the catalyst for developing a more streamlined approach aimed at enhancing the overall customer experience.”
Hospitality Co-Director Liz Rice Sales Manager, National Restaurant Association
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