a. Analyse the similarities and differences between training and development. b. Which between training and development is most important to Aldi and why?
c. Evaluate the different ways that Aldi attracts and trains new staff. Which of these do you think is the most important route for Aldi? Give reasons for your answer.
(NEED ALL....THREE QUESTIONS. ....ATTEMPT IF YOU WILL PROVEDE ANSWERS For ALL THREE....THANKS)
Transcribed Image Text: The colleague is always on hand to answer any questions
or deal with any unexpected problems. For most on-the-
job training at Aldi stores, the store manager acts as the
trainer. A typical 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.
Once the manager is happy that trainees are competent,
they can then carry 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 stock accurately. All positions from apprentices
through to trainee area managers follow this type of
structured 'tell, show, do' training. Trainee area managers
also undergo job rotation. They have the opportunity to
experience all aspects of the business to give them a
complete overview of how Aldi operates. They can then
see how each department and business operation relates
to and links with other parts of the company and other
processes. Off-the-job training As the name suggests, off-
the-job training is provided away from the immediate
workplace. This might be at a specialist training centre or at
a college or at a company's own premises. This type of
training can be particularly useful for developing
transferable skills that can be used in many different parts
of the business. It may be used, for example, to train
employees in the use of new equipment and new methods
or to bring them up to date with changes in the. law.
Development Development is not the same as training.
Development focuses as much on personal growth as skills
that are directly related to the job. A development
programme is designed to make individuals more skilled,
more flexible in their approach and better qualified for their
chosen careers. Through a development programme,
employees can obtain transferable qualifications that
benefit the individuals concerned as well as the business.
This can have disadvantages for the business, as it gives
workers greater value in the job market. However, Aldi is
willing to take this risk as it believes in providing what is
best for its staff. Development options for apprentices
include working for various qualifications. Aldi has a fast-
track approach for graduates. Conclusion Aldi seeks to
provide its customers with quality products at prices that
provide value for money. It wants efficient operations, with
its stores staffed by people who are keen and competent.
Aldi's success is shown by the fact that it is expanding
rapidly. It is opening new stores and experiencing sales
growth that requires it to take on more staff. This means
that it needs to combine good recruitment policies with
robust selection processes. Staff are recruited from school
or college into Aldi's apprenticeship scheme or directly into
stores for positions from store assistant up to trainee Store
Manager.
Transcribed Image Text: Read the Following and Answer the questions that Follow:
Aldi Introduction Aldi is a leading retailer with over 8,000
stores worldwide. It continues to expand in Europe, North
America and Australia. The Aldi brand is associated with
value for money. Its stores provide customers with a wide
range of products. There is an emphasis on high quality
products and providing excellent value for customers. Aldi's
slogan is 'spend a little, live a lot'. It works hard to keep
prices low for its customers. The company buys large
quantities of products from carefully selected suppliers. Its
buyers are experts who choose the best quality products at
the most competitive prices. Training is the process of
providing employees with the necessary knowledge and
skills to perform their tasks and roles competently. It can
also ensure that it has training and development
programmes in place to meet these needs. Aldi identifies
future training needs through an ongoing analysis of
company performance in key areas at all levels. For
example, the company monitors the availability of its
products to the customer within its stores. If the level of
availability drops below the targeted level then a
programme of training on order accuracy would be
undertaken. It also considers future developments within
the business and within the grocery retail sector in order to
predict both the total numbers of staff it will need and,
more crucially, the skills and competencies that will be
required. Aldi's rapid expansion means that its current
workforce cannot meet its future staffing requirements. The
company will need to recruit more than 4,000 new
members of staff within the next 12 months to meet the
requirements of current exceptional sales growth and new
store openings. To attract the best candidates, it offers
industry-leading salaries at all levels. Aldi organizes high-
leveltraining for recruits to all levels. For example, in their
first year, graduate recruits receive training in all areas of
the business. This ranges from training instore to
understand how the retail operation works, to regional
office tasks such as logistics, trading and financial planning.
All new recruits go through a comprehensive structured
training plan. New employees learn about the philosophy
of Aldi and its expectations of them. This is important in
making new employees quickly feel part of the Aldi family.
This training will be appropriate to the role, so could be in a
store or at an Aldi regional office. On-the-job training On-
the-job training is training that takes place while employees
are actually working. It means that skills can be gained
while trainees are carrying out their jobs. This benefits both
employees and the business. Employees learn in the real
work environment and gain experience dealing with the
tasks and challenges that they will meet during a normal
working day. The business benefits by ensuring that the
training is specific to the job. It also does not have to meet
the additional costs of providing off-the-job training or
losing working time. There are several methods of
providing on-the-job training. Four frequently used
methods are briefly described here: • Coaching - an
experienced member of staff will help trainees learn skills
and processes through providing instructions or
demonstrations (or both). Mentoring - each trainee is
allocated to an established member of staff who acts as a
guide and helper. A mentor usually offers more personal
support than a coach, although the terms 'mentor' and
'coach' are often used interchangeably. Job rotation - this
is where members of staff rotate roles or tasks so that they
gain experience of a full range of jobs. 'Sitting next to
Nellie' - this describes the process of working alongside a
colleague to observe and learn the skills needed for a
particular process. This can be a faster and more useful
way of learning a job role than studying a written manual.