The how and why of

every operation may

be clear as day to
you, but it’s clear as
mud to a brand-new
employee. You
wouldn’t believe the
number of employees
who say, “I never
could figure out
exactly what they
wanted me to do.”
They usually say that
on their way out the
door.
—T. Scott Gross,
Positively
Training and Outrageous Service

Compiled by:
JOSEPHUS B.
Developing CAYABYAB
QSTH311 Lecture

Employees to Serve
HOSPITALITY PRINCIPLE: TRAIN YOUR EMPLOYEES, THEN TRAIN THEM SOME MORE
LEARNING OUTCOMES:
• Identify the importance of training and development to hospitality organizations.
• Narrate the principles and methods used by hospitality organizations to train and
develop their employees.
• Identify methods used by hospitality organizations to measure the effectiveness
of training.

Training and Developing Employees to Serve Page | 1

Training and Developing
Employees to Serve
HOSPITALITY PRINCIPLE: TRAIN YOUR EMPLOYEES, THEN TRAIN THEM
SOME MORE

Table of Contents
LEARNING OUTCOMES: .......................................................................................................................... 1
EMPLOYEE TRAINING ............................................................................................................................... 4
Training at Starwood Hotels .............................................................................................................. 4
Training at Disney ................................................................................................................................. 5
Wall-to-Wall Training at Scandinavian Airline Services.............................................................. 5
Berry’s Five Training Principles ........................................................................................................... 6
1. Critical Skills ................................................................................................................................ 6
2. The Big Picture .......................................................................................................................... 6
3. Formalized Learning ................................................................................................................ 6
4. Varied Approaches ................................................................................................................ 7
5. Continuous Improvement ..................................................................................................... 7
DEVELOPING A TRAINING PROGRAM ................................................................................................ 8
What Do We Need to Improve? ..................................................................................................... 8
Solving the Guest’s Problem ............................................................................................................. 8
External Training ................................................................................................................................... 9
Examples of the Types of Training Programs Offered in the Hospitality Industry ................................. 10
Internal Training .................................................................................................................................. 10
Some reasons why your employees could be your best trainers?(Pavlou, 2021) ....... 10
Training Costs ...................................................................................................................................... 11
TRAINING METHODS .............................................................................................................................. 12
Mentoring ............................................................................................................................................. 12
Coaching ............................................................................................................................................. 12
Apprenticeships ................................................................................................................................. 12
On-the-Job Training .......................................................................................................................... 12

Training and Developing Employees to Serve Page | 2

 Cross-Functional Training ................................................................................................................. 13
Classroom Training............................................................................................................................. 13
Simulation ............................................................................................................................................. 13
Audiovisual Training........................................................................................................................... 13
Computer-Assisted Instruction ....................................................................................................... 13
eLearning ............................................................................................................................................. 14
Training at Home ................................................................................................................................ 14
CHALLENGES AND PITFALLS OF TRAINING ....................................................................................... 15
Know Your Training Objectives ...................................................................................................... 15
Measuring Training Effectiveness................................................................................................... 15
1. Participant Feedback .......................................................................................................... 15
2. Content Mastery .................................................................................................................... 15
3. Behavioral Change ............................................................................................................... 15
4. Organizational Performance .............................................................................................. 15
EMPLOYEE DEVELOPMENT ................................................................................................................... 16
Career Paths and the Right Experience ..................................................................................... 16
1. Preparing for Organizational Needs................................................................................. 16
2. Giving Employees the Chance to Advance ................................................................. 16
Education............................................................................................................................................. 16
1. Tuition Refunds ........................................................................................................................ 16
2. Supporting General Education .......................................................................................... 16

Training and Developing Employees to Serve Page | 3

EMPLOYEE TRAINING
Hospitality organizations face the special challenge of training not only in
the require job or task skills; they must also teach the server how to solve
inevitable problems creatively and how to interact positively with guests.
Training for certain positions has long been important in the workforce.
Apprenticeships and on-the-job training were commonplace until recently.
People would join a company, often at an early age, and labor there until they
mastered their position. As industrial technology entered the workforce in the
1800s, so did the necessity for increasingly specialized workers. The adoption of
formalized training programs spread rapidly from factories to other types of
organizations. Training programs for employees have spread throughout the
business world in the 20th century, becoming de rigueur for most companies.
Blended training programs utilize both human trainers and computers due to the
increased prevalence of computers, mobile devices, and digital training tools
over the past several decades. (What Is Employee Training?, n.d.)
Employee training and development refers to the continued efforts of a
company to boost the performance of its employees. Companies aim to train
and develop employees by using an array of educational methods and
programs. Even though the terms “training” and “development” are used
interchangeably, there are a couple of differences between the two concepts.
The differences are related to the scope of their applications. Essentially, a
training program comes with very precise and measurable goals such as
learning how to perform a particular procedure with accuracy or how to
operate a piece of machinery. On the contrary, a developmental program
centers on acquiring broader skills that can be applied in a wide range of
situations. They include skills such as decision-making, communication, and
leadership. (CFI Team, 2022)

Training at Starwood Hotels

Starwood Hotels and Resorts Worldwide has an extensive portfolio of hotel
brands— Sheraton, Le Méridien, Four Points by Sheraton, The Luxury Collection,
Westin, Element, W Hotels, Aloft Hotels, and St. Regis—and uses a
correspondingly extensive training program to ensure that they deliver the
proper service product for each distinctive brand. For Starwood Hotels, the
service product is all about being “on brand,” and so employees must fully
understand what that means.
As in most companies, new Starwood employees receive an orientation.
They learn about the brand of the hotel for which they now work, the history of
that specific brand and Starwood Hotels in general, and something about the
entire line of Starwood brands.
This general orientation sets up the next three phases of training, which
over roughly the next two years are designed to build and shape employee

Training and Developing Employees to Serve Page | 4

attitudes, skills, and behaviors. These next three phases deliver what Starwood
calls service culture training

Training at Disney
Disney uses an extensive training program to teach new employees how
to do their assigned jobs and how to deal with guests in a manner consistent
with guest expectations about what the Disney experience should be and how
employees who deliver it should act. Visitors to Walt Disney World Resort not only
assume that employees will be competent at the technical aspects of their jobs
but also have high expectations about the level of employee caring,
consistency, and enthusiasm. While a street cleaner inside the Magic Kingdom
can quickly learn the mechanics of operating a pickup broom and dustpan,
learning how to do it the Disney way takes more time. The street sweeper is to
many guests the always-handy expert on where everything is, the available
extra person to snap a group photo, or the symbol of continuing reassurance
that the park is clean, safe, and friendly for all. To prepare that person properly
for those multiple roles is an essential training task.

Disney’s innovative Traditions training program is made mandatory for all

new employees from street sweepers to senior management. The program
teaches everyone the company’s history, achievements, quality standards, and
philosophy; details the responsibilities of new cast members in creating the
Disney show; and provides a tour of the property. It becomes the first exposure
for new employees to the culture that unites all Disney cast members in a
common bond. Here, they are taught the four parts of the Disney mission
in their order of importance: safety, courtesy, show, and efficiency.

Wall-to-Wall Training at Scandinavian Airline Services

Other organizations also appreciate the value of including every employee in a
training program. When Jan Carlzon took over the ailing Scandinavian Airline
Services (SAS) in 1980, he immediately recognized the deficiencies in the airline’s
strategy and in its employees’ understanding of the airline’s mission. He
launched a service quality training program for all 20,000 employees that
eventually cost several million dollars at a time when SAS was losing $17 million a
year. Because it involved training every employee throughout the airline, this
concept became known as wall-to-wall training. Karl Albrecht, the author of At
America’s Service, says, “He [Jan Carlzon] wanted the message [of service
quality importance] presented in its original, compelling, unfiltered, undiminished
form to every SAS employee.”7 Albrecht suggests that this was the first time a
major corporation used a 100 percent training process to help create an
organization-wide cultural

Training and Developing Employees to Serve Page | 5

change. Every employee, from shop workers to top managers, went through a
two-day workshop entitled The New SAS

Berry’s Five Training Principles

Len Berry recommends that service companies, including hospitality
organizations, should follow five key principles in developing an effective
training strategy:
1. Focus on critical skills and knowledge.
2. Start strong and teach the big picture.
3. Formalize learning as a process.
4. Use multiple learning approaches.
5. Seek continuous improvement.

1. Critical Skills
The first principle is to establish the talents that all service employees must
have. Through a comprehensive review of the service, delivery methods, and
people, a hospitality firm can discover these important competencies. They can
also find out by asking their visitors and workers. Employees can be trained to
ask guests what it takes, and guests can tell you what staff abilities are related to
their own pleasure. Regular consumers who are familiar with the company can
be polled. Employees should be involved in the design of training since they
know the important skills they need for their jobs.
2. The Big Picture
To show employees the big picture, the best organizations do this
consistently and well. Teaching the big picture entails teaching employees
about the organization's general principles, goals, and culture, as well as how
what they do contributes to the organization's success. New employees in any
business are usually eager to learn about the company's basic values and what
it stands for, so they can see how their positions fit into the bigger picture. When
an employee is later faced with a problem circumstance that does not appear
in a handbook or training manual, the fundamental values acquired and
embraced throughout training should guide that person to do the right thing for
the customer.
3. Formalized Learning
This refers to the process of incorporating learning into the employment,
making learning necessary for all employees, and formalizing that expectation.
Provide staff with learning opportunities on business time. The finest hospitality
firms send a powerful message to employees by putting their money where their
values are by putting their money where their values are.

Training and Developing Employees to Serve Page | 6

 4. Varied Approaches
Because different employees will learn differently, using a variety of
learning approaches is also important. Berry recommends leaving no
opportunity unexplored. In addition to traditional methods, he suggests that
organizations sponsor book clubs, send employees out to observe exceptional
organizations in the service industry to benchmark against the best, and
constantly practice the necessary skills through a variety of means.

5. Continuous Improvement
A commitment to continuous improvement is essential. The initial training
found at most organizations provides the KSAs that enable employees to begin
doing their jobs. But training shouldn’t stop there. The best service organizations
and their employees want continuing employee improvement through on-the-
job training and supervision, special training sessions, video demonstrations,
online courses, and the full range of training methods available to modern
organizations.

Training and Developing Employees to Serve Page | 7

DEVELOPING A TRAINING PROGRAM
Training should always be preceded by a needs assessment to determine
if perceived organizational problems or weaknesses should be addressed by
training or by some other strategy.
After conducting a training need analysis and reaching organizational
consensus on the importance of training, the next stage is to design a training
curriculum. The second crucial decision is whether or not the training will be
provided by an internal specialist or an external consultant. (Juneja, n.d.)

What Do We Need to Improve?

Needs assessment takes place at three levels: organizational, task, and
individual.
The organizational analysis seeks to identify which skills and competencies
the organization needs and whether or not it has them already.
The second level of analysis is the task. What tasks need to be
performed? Are they being done well, or is training needed? Most training in the
hospitality industry is at the task level, either to prepare new or newly promoted
employees to perform the necessary job tasks or to retrain existing employees
when existing task requirements change.
The third level, that of the individual, the organization reviews the
performance of people doing tasks to determine if they are performing up to
job standards. For example, low customer satisfaction scores may reveal that
employees need to be better trained in customer interaction skills.
Solving the Guest’s Problem
The needs assessment also leads to identifying the objectives of training
and learning goals. If the needs analysis reveals a lack of some important
employee skill, the training objective would be to ensure that each employee
needing that specific skill to perform effectively has it. If, for example, guest
comment cards show general dissatisfaction with the effectiveness of a hotel’s
front desk agents in checking guests in and out, the training objective would be
to improve their mastery of the check-in and check-out procedures.
With the objectives known, specific learning goals should be specified. It
should be clear to both the trainer and trainee what is supposed to be learned
during the training process. Continuing the above example, what do front desk
agents need to learn in order to improve their mastery of the check-in and
check-out procedures? Depending on the situation, it could require better
customer service skills, or perhaps better knowledge of the company’s
information systems. Once you are clear on your learning goals, it is much more
straightforward to design a training program to accomplish those specific
needs. This is what is ultimately needed for a training program in order to
improve employee job performance.

Training and Developing Employees to Serve Page | 8

External Training
Companies typically look to independent training organizations or training
consultants when they decide to outsource their training. Small businesses with
experience and a good reputation in training within a certain field are among
these external training providers, as are giant multinationals that provide courses
on virtually any subject, talent, or area imaginable.
Universities and colleges are also important sources of training as their
faculty members frequently have job or industry expertise and the teaching
experience and ability to convey it.
External training* is characterized by the fact that trainers may have a broader
training experience and have a deeper theoretical and practical background.
External Training* adds ideas from outside the organization and allows
employees to see another point of view and learn about the new techniques.
External Training* courses separate the groupthink and offer a crisp viewpoint on
how things are done. This can dramatically affect the organization culture and
the way things are done and pushing forward (either in a positive or a negative
way).
External Training* courses also give teams the chance to gain from industry
specialists. The information shared by the tutors can be precious. They help
organizations to snap out of their ‘tradition is the only way’ mindset and view
things from another angle.
*(London Premier Centre, 2021)

Training and Developing Employees to Serve Page | 9

Examples of the Types of Training Programs Offered in the Hospitality Industry

Internal Training
In-house training departments are found in larger hospitality organizations.
Every major company has an internal training unit that provides programs to its
employees.

Some reasons why your employees could be your best

trainers?(Pavlou, 2021)
1. Onboarding new employees or employee transfers: It makes sense to
have an employee instruct new hires or employees transferring from
another department. Onboarding should be a personalized and humane
experience. Colleagues and HR professionals are a natural choice for
teaching others about internal resources, processes, and career paths.
They can also help introduce the new hire or transfer to the company or
department culture.
2. Sharing expertise across departments: When you need to share
information more widely across your organization, turn to the in-house
experts. You can use peer learning for specific topics.
3. Mentoring within a team or department: You may consider having more
senior team members train those newer to the company on specific

Training and Developing Employees to Serve Page | 10

 processes and skill sets. This kind of internal mentoring serves more than
one purpose. It helps educate everyone on company-specific best
practices to make sure they get more widely used. It also helps build team
relationships and a healthy team dynamic.
4. Internal training is cost-effective: If you have a limited training budget,
having your own employees train is less costly than bringing in external
trainers.
5. It’s a way to show appreciation and even unofficially “promote”
employees: Facilitating training is a chance to learn and hone leadership,
communication, and presentation skills. So, when you ask employees to
train their peers, you don’t just show that you value their skills and
knowledge. You also invest in leadership development and career
growth.
6. Training schedules can be flexible: As your learning strategy evolves, you’ll
likely want to adjust schedules and the types of courses you offer. These
changes are easier to schedule with internal instructors.
7. You boost cross-team collaboration: As employees reach out to offer
training to other departments, you’ll support a culture of collaboration.

Training Costs
Although some businesses keep all training in-house to protect
organizational security and culture, cost is typically the deciding factor when
choosing between in-house and external training. The price depends on how
many personnel, where they are located, and what level of competence they
need to obtain. It will be costly for the company to give highly technical training
if only a small number of employees require it. The expense of the training would
rise even further if the workers are dispersed across several sites. However, if
these individuals merely require basic skills training, the company will likely
provide it internally. The company will undoubtedly find a way to provide its own
training if numerous employees at a single location require it. The selection may
be influenced by the significant employee turnover that is a common issue for
many hospitality firms.

Training and Developing Employees to Serve Page | 11

TRAINING METHODS
Mentoring
Mentoring is a relationship in which an experienced manager is paired up
with an individual early in the latter’s career or when new to the company. The
purpose of the relationship is for the experienced employee to convey
interpersonal, organizational, and developmental skills. Mentoring can help
employees acclimate to a new organization quicker, reduce stress by providing
an efficient way for employees to get help, and allow employees to better
develop their own careers within the company by using the advice of their more
experienced mentors.

Coaching
Coaching involves a relationship between an individual (a teacher, supervisor,
or trainer) and either an individual or a team of employees. Coaching requires a
strong relationship between the coach and the individual(s) being trained, but it
is not the same as mentoring. Whereas mentoring focuses on providing career
advice, coaching focuses on building skills or competencies.

Apprenticeships
An apprenticeship is a training program that combines on-the-job training
with related instruction so that a worker learns how to perform a highly skilled
craft or trade. In exchange for the instruction, the apprentice works for the
trainer or training organization for an agreed period of time. Apprenticeship
programs can be run by individual employees, trade groups, unions, or
employer associations.

On-the-Job Training
One of the best ways to learn something is to do it. On-the-job training
comprises having an experienced employee help a new employee do the job.
One-on-one supervised experiences are a typical on-the-job training method.
The trainee may attend a short classroom introduction and then go to a
workstation, where a supervisor or trainer can demonstrate, observe, correct,
and review the employee performing the required tasks. Because the skills
required to do some jobs are often unique, the only cost-effective training
method to perform them is to put new employees into the actual job and let
them learn the job by doing them in real time, under close supervision.

Training and Developing Employees to Serve Page | 12

Cross-Functional Training
Cross-functional training enlarges the workforce’s capabilities to do
different jobs. Since all hospitality organizations have similar variability in their
demand patterns, cross-functional training is often necessary to handle the
sudden surge in guests at different points in the service delivery system. At the
same time, it provides task variety and higher interest levels for employees,
which has significant benefits in employee motivation and morale. Cross-
functional training is often a win-win-win for guests, hospitality organizations, and
employees.

Classroom Training
Classroom training can follow a variety of formats. The most usual is the
lecture presentation. A knowledgeable expert speaks to employees so that they
will learn the necessary skill or knowledge in the available lecture time. This listen-
and-learn approach is based on the assumption that an expert can train the
uninformed by speaking to them. That this assumption has been questioned by
research on how people learn does not seem to deter its continued use.
University teachers and students alike know that not everyone listens and not
everyone can learn by listening.

Simulation
While learning by doing is often the most effective way to train new
employees in certain areas, the consequences of failure may be too great or
expensive to allow the employee to fail in real time with real guests and
equipment. Sometimes, employees should learn by practicing a task in a
controlled and safe environment, a simulation.

Audiovisual Training
Another major training technique involves using videos, either through
DVDs or delivered on-line, collectively referred to as audiovisual training.
Audiovisual training is frequently used in conjunction with a live presentation to
bring in new material beyond the expertise of the classroom presenter or to add
variety to the presentation. For many hospitality organizations, videos are a cost-
effective strategy.

Computer-Assisted Instruction
"Computer-assisted (or aided) instruction" (CAI) refers to instruction or
remediation presented on a computer. These tools improve instructional
qualities. CAI's were also known as CBTs (Computer based training) when they
were used to "train" individuals for vocations. (Selvarajah et al., 2012)

Training and Developing Employees to Serve Page | 13

 Computer-assisted Instruction, such as with Webinars and streaming
video, can allow interactions between instructor and learners across the world.
Expertise can be delivered anytime, anyplace, to anyone who is online. These
advances are expanding the reach of much classroom training and are even
blurring the distinctions between classroom and at-home training. Computers
can help with on-the-job training, as technology can monitor an employee’s
speed on check-ins, accuracy in placing orders, and so forth.

eLearning
eLearning is training through a computer or any digital device. Watching
an instructional video, taking a quiz, or playing an educational game — all this is
eLearning. The latest trends also offer mobile learning, which includes activities
like courses, quizzes, video lectures, and simulations, but learners take them at
their own pace on their smartphones and tablets. (Helga, 2022)

Training at Home
Self-study is another major training method, and training at home can
prove efficient and effective for both employees and organizations. Here, a
trade association or private training organization produces materials that
people can receive in their homes by mail or online and study at their own
learning pace. When they have gone through the materials, they take an exam
online, at home, or at a central location often with a proctor.

Training and Developing Employees to Serve Page | 14

CHALLENGES AND PITFALLS OF TRAINING
Know Your Training Objectives
Training programs can run into trouble if the precise nature and objective of the
training are unknown or imperfectly defined, or if the expected outcome of the training
is hard to define or measure. Such programs are hard to justify or defend when senior
management reviews the training budgets.

Measuring Training Effectiveness

If you don’t know what your training is or is not accomplishing, you cannot know
whether it is making your organization more effective. Four basic measurement
methods are available to assess training’s effectiveness. These approaches range in
complexity, expense, and accuracy.

1. Participant Feedback
The easiest, cheapest, and most commonly used measure of assessing training effectiveness
is to simply ask the participants what they think about it. They fill out a questionnaire based on
general evaluation criteria and respond to questions such as “How valuable was this training?”.
Although asking such questions has merit, responses to these questionnaires tend to reflect the
entertainment value of the training rather than its effectiveness. Such evaluations, therefore,
have relatively little usefulness for accurate program evaluation.

2. Content Mastery
Another way to assess a training program is to test participants for content mastery. After all,
if the point of the training was to learn a specific skill, competency, or content area, it should be
possible to design a test to determine whether participants learned what they were supposed to
learn. These measures can be as simple as paper-and-pencil tests like academic exams or as
elaborate as on-the-job demonstrations of how well participants mastered the skill.

3. Behavioral Change
A more advanced level of training evaluation is to assess the behavioral change in the
participant. Many people quickly forget what they learn in classroom settings, especially if they
don’t apply it. “Use it or lose it,” as the saying goes. College students often say they learn a
subject well enough to get through the final exam and then flush all the information out of their
brains. To be effective in any meaningful way, training must be followed by real and lasting
behavioral changes when the employee returns to the job.

4. Organizational Performance
The ultimate and most sophisticated level of evaluating training effectiveness is to watch
what happens to the measures of overall organizational performance. The training may be well
received, the employees may remember most of it upon completion, and they may continue to
use it on the job, but the training is useless unless it eventually contributes to overall
organizational effectiveness.

Training and Developing Employees to Serve Page | 15

EMPLOYEE DEVELOPMENT
Employee development involves a combination of work experience, education,
and training. Training typically focuses on teaching people how to do the new jobs for
which they have been hired or to overcome deficiencies they may have in performing
their current jobs. Employee development, on the other hand, is typically focused on
getting people ready for their future. Training tends to look at the present to identify
and correct employee deficiencies in performing the job today. Development looks
forward to identifying the skills, competencies, and areas of knowledge that the
employee will need to be successful tomorrow. One problem with employee
development is that knowing exactly what the future will bring is impossible. Therefore,
employee development programs tend to emphasize more general managerial,
problem-solving, and leadership skills. Measuring these general development programs
and evaluating their effectiveness is difficult.

Career Paths and the Right Experience

1. Preparing for Organizational Needs
Despite the challenges in predicting what the future will bring, organizations need to
prepare for how they will meet it. Many companies plan to grow, and they need to
have people who are ready to rise to higher-level positions as that expansion occurs.

2. Giving Employees the Chance to Advance

Employees tend to believe that the longer a person is with a company, the more
that person is worth to the company. Many organizations support that belief by
celebrating anniversary dates with parties and pins to show that the organization
recognizes and appreciates the employee’s commitment to the organization.

Education
While experience and in-house training are clearly valuable in the preparation
for some tasks, certain jobs require formal education. For example, knowledge of
accounting, finance, human resources, information systems, marketing, and
organizational behavior is necessary for taking on many managerial roles in modern
businesses. Chefs are often required to have formalized instruction.

1. Tuition Refunds
A good example of how to provide formal education is the traditional employee
tuition refund policy that many organizations use to encourage employee
development. Companies may pay tuition in advance for certain programs, or they
may reimburse employees upon the successful completion of a course. Of course, the
providing of such programs needs to be thought out in advance.

2. Supporting General Education

Employers should encourage employees to improve, grow, and learn. Such
encouragement shows employees that the company values their potential and

Training and Developing Employees to Serve Page | 16

contributions. Employees must know that the organization promotes learning. An
organization that aggressively supports learning shows its employees that it believes the
only way to be competitive is to keep learning. These learning organizations support
active knowledge seeking, which benefits the person and the organization by growing
its knowledge pool. Creative employees relate irrelevant material to organizational
needs.

“Tell me and I forget, teach me and I may

remember, involve me and I learn.”

Benjamin Franklin, Founding Father of the United States

Training and Developing Employees to Serve Page | 17

APA style: Chapter 6 Training for service.. (n.d.) >The Free Library. (2014). Retrieved Oct 19 2022
from https://www.thefreelibrary.com/Chapter+6+Training+for+service.-a0185211670

Week 11 References (Ford et al., 2012)

CFI Team. (2022, October 26). Employee Training and Development. Corporate Finance

Institute.

https://corporatefinanceinstitute.com/resources/management/employee-

training-and-development/

Ford, R. C., Sturman, M. C., & Heaton, C. P. (2012). Managing quality service in

hospitality: How organizations achieve excellence in the guest experience.

Delmar, Cengage Learning.

Helga, K. (2022, January 25). How to Develop an Employee Training Program.

Https://Www.Ispringsolutions.Com/Blog/.

https://www.ispringsolutions.com/blog/how-to-develop-a-successful-training-

program/

Juneja, P. (n.d.). Designing and Developing Effective Training Programs. Development

of a Training Program. Retrieved October 29, 2022, from

https://www.managementstudyguide.com/designing-and-developing-effective-

training-programs.htm

London Premier Centre. (2021, March 22). The Importance of External Training in Career

Development. The Importance of External Training in Career Development.

https://www.lpcentre.com/articles/the-importance-of-external-training-in-

career-development

Training and Developing Employees to Serve Page | 18

Pavlou, C. (2021, June 7). Internal Training: Why and How to Turn Your Employees Into

Trainers. EFront Blog. https://www.efrontlearning.com/blog/2021/06/internal-

training-guide.html

Selvarajah, V., Dhanarajan, G., Menon, M. B., Phalachandra, B., & Abeywardena, I. S.

(2012). Computer-Assisted Instruction (CAI). Computer-Assisted Instruction (CAI).

https://woulibrary.wou.edu.my/weko/eed502/computerassisted_instruction_cai.

html

What is Employee Training? (n.d.). WalkMeTM - Digital Adoption Platform. Retrieved

October 29, 2022, from https://www.walkme.com/glossary/employee-training/

Training and Developing Employees to Serve Page | 19