Assistant Manager Training Program – Learning Outcomes, Agenda, And WHS Requirements

Duties, Schedules, Leadership, Responsibilities, Customer Service, On-the-Job Training, Inventory Management, Cash Management

T-Shirts R Us is a medium-sized company with its head office in Melbourne.
You have four retail outlets in Melbourne and three in Sydney. All outlets are in major shopping malls.
Staff in each outlet includes:

– one manager (full time)

– one assistant manager (some part time in a job share, others full time)

– 10-15 casual staff (exact number varies from outlet to outlet)

You are hoping to expand operations so that you have outlets in all major Australian cities, but this is still some time away.
Outlets are open 7 days per week and follow standard operating hours of the mall they are in.

In the past three months, T-shirts R Us has appointed three new assistant managers:

one of the new assistant managers is full time and is based in Sydney
the other two are part time workers in a ‘job-share’ arrangement.

All new managers were previously casual employees of T-shirts R Us, so are familiar with the day-to-day operations of the store. This is the first time they have had a supervisory or management position.

Advise all casual staff of their allocated working hours each week, ensure their availability and make alternative arrangements if a casual staff member is unavailable to work an allocated shift (N.B. Store managers set up the schedule; this is not part of the assistant managers’ role)
Act on behalf of the manager on days when the manager is not on duty. Relevant duties include:

– supervise casual staff and ensure their compliance with T-Shirts R Us operating procedures, including procedures for customer service

– identify circumstances when casual staff are not doing their jobs as required and take immediate steps to rectify this

– manage customer complaints effectively

Help train new casual staff on-the-job, including:

– how to use the cash register

– customer service procedures, etc.

Assist the store manager with inventory management using the company database to track inventory
Assist the store manager to keep track of day-to-day cash flow.

T-Shirts R Us senior management wants to run an introductory management training program for all assistant managers at all seven outlets (new and experienced included, meaning a total of 8 learners: 6 full time and 2 part time).

Design and develop a learning program that holistically addresses either your chosen unit of competency from a relevant qualification or the criteria relevant to your workplace or industry. The program must be suitable for the target learner group.

Case study 2 —
Write learning outcomes for each session

Write the learning outcomes for each session of your learning program. Use information and examples in the learner guide to guide you.

Refer to the learner guide for examples and assistance.

Session	Learning outcome By the end of the session, learners should be able to…
1	Understanding duties	Understand his role in the organization and the responsibilities that will be placed on their shoulders. Also, know the details of his designation requirements.
2	Managing Schedules	The role of a manager is all about managing the schedules of the various employees. By the end of this session, the personnel should be comfortable in managing the various schedules of the other employees (Jackson, Schuler & Jiang, 2014).
3	Leadership	This session should teach the employees to lead the employees and make them comfortable with the various responsibilities associated with training.
4	Managerial Responsibilities	A manager has various other responsibilities on his shoulders; the manager should be able to manage all these responsibilities as well. For e.g., staff grievance, customer redressal.
5	Customer Service	A business is all about customers. Through this, the manager should understand the various types of consumers and their importance to the business (Wilton, 2016).
6	On the job training	The new employees will be provided with training and the manager should be aware of the relevant details of providing training.
7	Inventory Management	The manager should be skilled at managing the inventory of the organization. This training may help the employee in understanding how to manage the inventory.
8	Cash Management	The cash register has to be maintained regularly and hence, the manager should be aware of the procedure (Jiang et al., 2017).

Case study 2 —
Develop activities and allocate time frames for each session

Develop activities and allocate periods for each session. Use the example in the learner guide to guide you.

Session (topic)	Content and activities (and timing)	Intro, conclusion & contingencies	Total time
1	Understanding duties	The duties of the assistant manager will be explained to him .Will be followed by a brief intro, giving out handouts and other activities like presentation and others. (2 hours)	1 hour	3 hours
2	Managing Schedules	A dummy situation is presented in front of the managers and they are given real life situations to understand how to manage schedules. (2 days)	1 day	3 days
3	Leadership	They will be given a brief introduction on the importance of leadership, will be given real life scenarios and understand their point of view and correct them eventually(1 day)	Half a day	1 and a half days
4	Managerial Responsibilities	They will be told about what the organization wants them to do and their roles specific to managing the employees and customers alike. ( 2 days)	Half a day	2 and a half days
5	Customer Service	The trainees will be taught how to treat the consumers. How to understand the needs of the consumers. ( 1 day)	1 day	2 days
6	On the job training	They will be taught the importance of training and how they will be training the new staff. Some reading material may be provided to the staff.(2 days)	–	2 days
7	Inventory Management	They will be provided with details about the inventory status, stock measurement and stocktaking. (1 and a half days)	Half day	2 days
8	Cash Management	The cash needs to manage. They will taught how to manage their cash register( 2 days)	1 day	3 days

Case study 2 —
Complete the learning program agenda

Add the following to your learning program agenda, as relevant (include timing):

Program introduction
Program conclusion
Formative and summative assessment activities
Breaks and ‘catch up’ time
keynote speakers or other activities if relevant.

You are now ready to document the ‘final’ draft of your learning program agenda.Document your agenda by adding information above to part 2 of the learning program plan.

Program Introduction:

The primary motive of the given program is to analyse and assess the performance criteria of an assistant manager. The company needs to provide training to the existing as well as new employees and for this purpose it has designed an off the job training program which shall measure the skills required by each candidate and impart the training on the required gaps. The training will take place at the company outlet in Sydney (Wilson, 2014). It shall consider the various requirements of the training program and the training shall be imparted to eight employees.

Formatting assessment

Goal setting
Observations
Self and peer assessment

Summative activities

These are generally formed to know what the candidates know and what they do not know.

State assessments
Benchmarking
End of training tests
Analysing the scores received.

As the program will be conducted in duration of 20 days. The candidates will be given five breaks after every 4 days. This will not put too much pressure on them and make them adapt to the new training techniques.

If any amount of training is delayed, a buffer time of 4 days has been kept so that the candidates are able to catch up with the parts they missed out.

Therefore, the program has been imparted to make the candidates capable enough to take care of the outlets. Once the candidates will be performing adequately in their respective outlets, then the program will be deemed successful.

Case study 2 —
Organise the learning and address WHS requirements

Part 1—General Organisation

Discuss organizational requirements for delivery of the program. Consider:

Pre-program information or pre-work
Who needs to be advised that the program is taking place?
What are the administrative requirements for this program?
What other logistics must you consider, to ensure this program runs smoothly?

Note your ideas in the space below:

Identify hazards and risks posed by this training.

Risk #1: Employees Could Receive False/Outdated Information

If the trainer is not well updated with the current information then they may not be able to provide the proper training. The trainer should check and be well updated with the system of things.

Risk #2: Training Tools and Equipment Add Additional Costs and Exposures

Vey often the training tends to add up to huge costs for the given companies and hence, it affects the profitability of the firm. If new tools serve to be extremely expensive, other options will need to be considered instead (Skills: training.gov.au.2018).

Risk #3: The Trainer Must Put Other Tasks on Hold to Train; Thus Creating a Potential Business Interruption.

If the trainer is someone who is from within the organization then he must see to it that the operations of the business enterprise are not hampered. Time management plays a key role in the given scenario.

Develop and document a risk control plan for your program. Document your risk control plan using the template on the next page

Name of learning program	Assistant Manager Training Program
Delivery mode	Off-the job	Training environment	The store itself, in a separate room
Hazard	Assess risk and consult	Control and consult	Monitor and consult
False information	The manager will be going through the information that is given to the trainees.	In case he is able to verify that there has been some problem in the training, then it will be controlled. It is his liability.	He will then be taking further actions to ensure that the same risk does not occur twice.
Additional Costs	The finance manager will be assessing the training program.	In case the cost of the training goes beyond the estimated costs, the finance manager will formulate a method to control the risk (Bell et al., 2017).	He will be looking after the program from time to time in order to ensure that he performs well.
Business interruption	The owner of the business will be assessing the given risk. He will observe whether there are any interruptions taking place and not and will take actions (Kramar, 2014).	It is then the responsibility of the owner to see to it that the business is not interrupted due to this.	He shall then personally observe all the activities and see to it that the organization is running smoothly.

Case study 2 —
Document the learning program plan

Use the template below to document your learning program plan.

General information
Program name	Assistant Manager Training Program
RTO	20 days
Client	T-shirts R us
Program aim	To train the assistant managers present in the organization
Qualification	Graduate
Competency standards	Team engagement, technology use, managing and time management
Program outcomes	The desired outcome of the program is to train the employees and make them efficient assistant managers of the firm
Delivery and assessment information
Prerequisites	A room, trainers, tools and resources
Delivery mode	Off the job training
Program duration (total)	20 days
Assessment	During training	Measured as per daily tests
In workplace (after training)	Measured as per management on floor
Learner and assessment information
Number of learners	8
Target learner group (profile)	The trainees are graduates with a minimum of 3 years experience. They are mail candidates with relevant idea of the retail industry practices.
Special needs	None
Safety and other logistics
Venue and equipment required	At the outlet in Sydney, in a special room Presentation arrangements, laptops, notepads, and food.
Learning materials and other resources required	Reading material with reference to training, leadership and cash register will be required.
Pre-program information or pre-work	The trainers will need to be briefed up on what they will need to train the given employees on. They will be given the relevant resources as to their disposal in order to enable them to train effectively (Oke, 2016). The trainees will be selected and they will be provided with the required resources
Program administration	The program will be held in a separate room, which needs to be arranged. The security will be informed so that they check before they let the trainees enter.
People to be informed	The owner of the organization will be advised upon when the training program will begin. They will also be advised upon the costs and the duration as well as the outcomes.
Safety issues	Employees Could Receive False/Outdated Information Training Tools and Equipment Add Additional Costs and Exposures (Stone et al., 2015). The Trainer Must Put Other Tasks on Hold to Train; Thus Creating a Potential Business Interruption.
Other logistics	Proper food needs to be arranged for the trainees A room needs to be arranged. Notepads and presentation requirements

Session Title	Time	Learning outcomes—By the end of the session, learners should be able to:	Content and activities	Resources
	Introduction	2 hours	Understand the training objectives and importance	Introduction by owner and manager and also introduction of the trainees	None
1	Topics to be covered in the program	20 days	Understand their requirements of the assistant manager job and revive their skills	Understanding duties Managing Schedules Leadership Managerial Responsibilities Customer Service On the job training Inventory Management Cash Management (Osburn, Hatcher & Zongrone, 2015).	Reading materials, laptops, notepads etc
2	Formative assessment	1 day	Understand their goals and analyse their performance	Goal setting Observations Self and peer assessment	Questionnaire
3	Summative Assessment	1 day	Analysis of performance	State assessments Benchmarking End of training tests Analysing the scores received.	none
4	Conclusion	2 hours	Analyse their success at training	Closing the program	none
5	Program Review	Continuous	To check how employees are performing	Assessment of individuals	Assessment tools.

Case study 2 —
Develop a review strategy

Name of learning program	Assistant Manager Training Program
Principal developer/s	Manager and Owner
Focus of the review	Potential Assistant Managers skills received.
Data to be collected	Information about the trainee background Their relevant skills Objectives and their preferred location Estimated performance prior to training and after training
Method for gathering feedback	Questionnaires, e-mails, one to one interview and other relevant data
Stakeholders who will provide feedback	Customers Owners Existing employees
Method for reviewing, collating and summarising feedback	The feedback will be reviewed on analysis base. This means that each feedback will be analysed and the outcomes will be recorded separately.
Recommended improvements to be approved by	Manager and owner
Version control considerations	The performance of managers and sales.
Ongoing review strategy	Performance management.

References

Bell, B. S., Tannenbaum, S. I., Ford, J. K., Noe, R. A., & Kraiger, K. (2017). 100 years of training and development research: What we know and where we should go. Journal of Applied Psychology, 102(3), 305.

Jackson, S. E., Schuler, R. S., & Jiang, K. (2014). An aspirational framework for strategic human resource management. The Academy of Management Annals, 8(1), 1-56.

Jiang, K., Hu, J., Liu, S., & Lepak, D. P. (2017). Understanding employees’ perceptions of human resource practices: Effects of demographic dissimilarity to managers and coworkers. Human Resource Management, 56(1), 69-91.

Kramar, R. (2014). Beyond strategic human resource management: is sustainable human resource management the next approach?. The International Journal of Human Resource Management, 25(8), 1069-1089.

Oke, L. (2016). Human Resources Management. International Journal of Humanities and Cultural Studies (IJHCS)? ISSN 2356-5926, 1(4), 376-387.

Osburn, H. K., Hatcher, J. M., & Zongrone, B. M. (2015). Training and development for organizational planning skills. The Psychology of Planning in Organizations: Research and Applications, 334.

Skills: training.gov.au. (2018). Training.gov.au. Retrieved 2 February 2018, from https://training.gov.au/

Stone, D. L., Deadrick, D. L., Lukaszewski, K. M., & Johnson, R. (2015). The influence of technology on the future of human resource management. Human Resource Management Review, 25(2), 216-231.

Wilson, J. P. (2014). International human resource development: Learning, education and training for individuals and organisations. Development and Learning in Organizations, 28(2).

Wilton, N. (2016). An introduction to human resource manage

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