training and development carmen

8/19/2019 Training and Development Carmen

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Introduction

Aldi is a leading retailer with over 8,000 stores worldwide. It continues to expand inEurope, North America and Australia. The Aldi brand is associated with value for

mone. Its stores provide customers with a wide range of products. There is anemphasis on high !ualit products and providing excellent value for customers. Aldi places great importance on how it trains and develops its emploees. Training isthe process of providing emploees with the necessar "nowledge and s"ills toperform their tas"s and roles competentl. Training not onl helps to increasebusiness efficienc but it can also ma"e staff more motivated b increasing their #obsatisfaction.$hile training is narrowl focused on helping a compan become efficient andeffective in the short term, development is more about building the long%termcapabilities of the wor"force. It is about helping individuals to gain "nowledge, learnnew s"ills and develop a wide range of attributes. &evelopment ma"es emploees

more adaptable and more able to ta"e on a wider range of roles.This case stud will demonstrate how Aldi's training and development programmeshelp ensure its emploees have the s"ills and competencies that the businessre!uires both now and in the future.

T(AININ) AN& &E*E+-ENT

$or"force planning is the process of finding out how a business will meet its labour

re!uirements both now and in the future. Aldi, li"e other businesses, needs to predict

its future staffing needs accuratel. It needs to plan for both the number of wor"ers it

will re!uire and the specific s"ills that the business will need in the future. The

compan can then recruit new staff if necessar. It can also ensure that it has

training and development programmes in place to meet these needs.

Aldi identifies future training needs through an on%going analsis of companperformance in "e areas at all levels. /or example, the compan monitors theavailabilit of its products to the customer within its stores. If the level of availabilit

drops below the targeted level then a programme of training on order accuracwould be underta"en. It also considers future developments within the business and



also within the grocer retail sector in order to predict both the total numbers of staffit will need and, more cruciall, the s"ills and competencies that will be re!uired. Aldi's rapid expansion means that its current wor"force cannot meet its future staffingre!uirements. The compan will need to recruit more than ,000 new members ofstaff within the next 12 months to meet the re!uirements of current exceptional sales

growth and new store openings. To attract the best candidates, it offers industr%leading salaries at all levels.To ensure it gets people with the right set of s"ills, the compan produces clear anddetailed #ob descriptions for each post. These show the tas"s and responsibilities forthat position and in turn, the s"ills and competencies needed b an individual tosucceed in that role.n%the%#ob training is training that ta"es place while emploees are actuall wor"ing.It means that s"ills can be gained while trainees are carring out their #obs. Thisbenefits both emploees and the business. Emploees learn in the real wor"environment and gain experience dealing with the tas"s and challenges that the willmeet during a normal wor"ing da. The business benefits b ensuring that the

training is specific to the #ob. It also does not have to meet the additional costs ofproviding off%the%#ob training or losing wor"ing time.There are several methods of providing on%the%#ob training. /our fre!uentl usedmethods are briefl described here3

• 4oaching 5 an experienced member of staff will help trainees learn s"ills and

processes through providing instructions or demonstrations 6or both7.

• entoring 5 each trainee is allocated to an established member of staff who

acts as a guide and helper. A mentor usuall offers more personal support than acoach, although the terms mentor' and coach' are often used interchangeabl.

• 9ob rotation 5 this is where members of staff rotate roles or tas"s so that the

gain experience of a full range of #obs.• :itting next to Nellie' 5 this describes the process of wor"ing alongside a

colleague to observe and learn the s"ills needed for a particular process. This can bea faster and more useful wa of learning a #ob role than studing a written manual.The colleague is alwas on hand to answer an !uestions or deal with anunexpected problems.

/or most on%the%#ob training at Aldi stores, the store manager acts as the trainer. A

tpical format is for the manager to explain a process to the trainee, then to

demonstrate it. The trainee then carries out the process, while the manager

observes. nce the manager is happ that trainees are competent, the can then

carr out the process unaided. This process is used, for example, to teach a store

assistant how to operate the till and to instruct a trainee manager how to order stoc"

accuratel.

All positions from apprentices through to trainee area managers follow this tpe ofstructured tell, show, do' training. Trainee area managers also undergo #ob rotation.The have the opportunit to experience all aspects of the business to give them acomplete overview of how Aldi operates. The can then see how each department



and business operation relates to and lin"s with other parts of the compan andother processes.

Aldi provides training opportunities for oung people. The Aldi apprentice scheme

combines on%the%#ob and off%the%#ob training. Apprenticeships are open to 1;%18 ear

olds. Apprentices training as store assistants also stud for an N*< in (etail

Apprenticeship. The complete store assistant training and gain an N*< +evel 2 in

their first ear. The then ta"e a store management training programme over two

ears and wor" for a +evel = advanced !ualification.

The variet seems to suit apprentices. As :am, an Aldi apprentice sas3

The fast pace of the role is reall exciting, with lots of chances to learn new anduseful s"ills. As well as the on%the%#ob training, there is also studing towards arecognised !ualification that I can fit around wor".'Emil, another apprentice, recognises that the programme is a good opportunit3>After attending college I was loo"ing for an opportunit that would allow me to usem customer service s"ills and the Aldi apprenticeship has given me #ust that. Thereis a lot of competition for places, so ou reall need to want to succeed. I reall feelpart of the store team. It can be challenging but it is well worth it.' At the end of their apprenticeships, :am and Emil will have the "nowledge ands"ills to ta"e on deput manager or assistant store manager positions. /rom thereeach can rise to become a :tore anager in the business. Aldi's current growth

means that there are man opportunities for promotion, so :am and Emil couldsoon #oin the man others who have been promoted within the business.

&evelopment is not the same as training. &evelopment focuses as much on personal

growth as s"ills that are directl related to the #ob. A development programme is

designed to ma"e individuals more s"illed, more flexible in their approach and better

!ualified for their chosen careers.

Through a development programme, emploees can obtain transferable!ualifications that benefit the individuals concerned as well as the business. This canhave disadvantages for the business, as it gives wor"ers greater value in the #obmar"et. ?owever, Aldi is willing to ta"e this ris" as it believes in providing what isbest for its staff. &evelopment options for apprentices include wor"ing for various!ualifications. Aldi has a fast%trac" approach for graduates. pportunities forgraduate recruits at Aldi include secondments to different international countries todevelop all%round expertise.

Aldi retail placement scheme



The Aldi retail placement scheme ta"es universit students on a one%ear placement.This allows the chosen individuals to show what the can offer the business and tofind out what the business can offer them. Aldi offers an excellent reward pac"age for students on a placement, but in return expects trainees to have enthusiasm, driveand ambition. :uccessful students get the opportunit to appl for a place on Aldi's

Area anagement training programme.To support their development, managers help emploees to set personal goals.These are identified during an appraisal process. This is when a member of staff sitsdown with their line manager to evaluate past and current performance, to considerwhat s"ills are needed going forward and to set targets for the future. This couldinvolve identifing further training or development opportunities.

4onclusion

Aldi see"s to provide its customers with !ualit products at prices that provide value

for mone. It wants efficient operations, with its stores staffed b people who are

"een and competent. Aldi's success is shown b the fact that it is expanding rapidl.

It is opening new stores and experiencing sales growth that re!uires it to ta"e on

more staff. This means that it needs to combine good recruitment policies with robust

selection processes.

:taff are recruited from school or college into Aldi's apprenticeship scheme or directinto stores for positions from store assistant up to trainee :tore anager. Those fromuniversit with a 2.1 degree or better are able to appl for the )raduate Areaanager programme. All recruits are assured of appropriate on%the%#ob and off%the% #ob training, as well as career development opportunities. -romotion is open to allstaff, regardless of the route the choose to #oin Aldi. Aldi puts great emphasis on developing its people. ver 8@ of Aldi directors havebeen recruited from within the compan. This commitment to training anddevelopment ma"es Aldi a business of choice for both ambitious teenagers and topgraduates. This is shown b its placing in the Top @ in The Times Top 100 )raduate

Emploers and the )raduate Emploer of 4hoice for 2012 for )eneral anagement.

training and development carmen

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