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  1. How well do you think do
    these programs support the corporate strategies?

    Throughthe training process the employees are learning what the company values as far
    as customer service delivery, cleanliness of staff as well as the store they
    work in. Having prescribed methods of making a sandwich or meal shows the
    quality that is expected in the food they are making.

    Identify key elements ofthe programs’ design and delivery. In what ways did their design or
    implementation strengthen or inhibit alignment?

    Theprogram is pretty impressive. The fact that they can detail the learning
    process to each brand as well as each store shows the commitment the company
    has to helping the employee as well as the store and brand succeed. When
    employees know exactly what is expected of them and what the job entails they
    can work in a secure environment knowing that they are doing it correctly.

    Describe your recommendations on how the strategic alignment of these programs may be enhanced (e.g.,revisions to programs, additional programs, etc.)?

    The article does not say if there is an annual review of the material or only if
    new products are introduced. I would think an annual review of basic procedures
    would be good as a reminder to continue doing the proper procedure.

  2. 1. How well do you think do these programs support the corporate strategies?

    I believe that Yum programs support the corporate strategies successfully. As a customer, I have come to expect the level of service that the Brand has created for their employees. The employees are provided the vision, tools and attitude that is expected of them every day and each time they walk into work. I agree with the statement in the article that if employees are given multiple answers in how this pizza is created then there is confusion and self doubt. Given the right consistent learning tools, creates confidence, a good product and a happy customer. A happy customer will return over and over to spend their money.

    2. Identify key elements of the programs’ design and delivery. In what ways did their design or implementation strengthen or inhibit alignment?

    A key element of the programs is that it is personalized to each employee or team member. A driver doesn’t need to know what a General Manager does in all aspects. A Customer Service Rep does not need to know every aspect of a Driver’s position. Every employee knows where to find the training, tools and information to do their job well and to serve the customer to their best ability. The program reminders that employees receives notices for a particular training puts the responsibility on the employee. The program saves money for the company and time for employees. It frees managers to do their job as the electronic programs and documentation make the employee responsible for their effort in learning. Consistency is key for all employees.

    3. Describe your recommendations on how the strategic alignment of these programs may be enhanced (e.g., revisions to programs, additional programs, etc.)?

    I would recommend a quarterly review of the material to keep the training fresh on all employees minds and keeping each employee aware of what is expected. It is said that the material is updated with new information and older employees would need to be aware and supplied the new information just as much as new employees.


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