2.

3 Training & Development

FGCC carries out a continuing program of training and development for their employees and
allocates an annual budget for implementing a companywide training program to increase efficiency,
productivity and quality of work of employees, develop a sense of positive work attitude among
employees and to form good work habits.

2.3.1 Training Methods

Annual Training Program (ATP)
A Training Needs Analysis Form (TNAF) is accomplished by all Department Heads during the last
quarter of the year and they determine the training needed by employees under their department. All
TNAF are submitted for evaluation to the Training Supervisor and assessed based on the following:
1. Relevance and appropriateness of the training program
2. Number of employees to be trained
3. Resources needed
The Training Supervisor prepares the Annual Training Program that includes training program,
training objectives, budget requirement, and facilitator, duration of the training and target participants.
He then submits it to the Human Resource and Administration (HRA) for review and the HRAs shall
approve the ATP base on the priority needs of the training and budget requirement.
Upon approval of the HRA manager, the ATP is discussed with the Country Corporate Service
Manager (CSM) and with the approval of the CSM, the ATP is finalized according to the comments and

inputs of the CSM for budget approval. The approved ATP shall be the basis for preparing the Training
Calendar (TC) which shall include the date, training program, speaker and remarks. The Schedule of the
training program shall be followed as indicated in the TC and can only be rescheduled upon the approval
of the HRAs manager.
At the end of the training program, all trainees shall accomplish the Course Evaluation Form
(CEF) and submitted to the Training Supervisor for consolidation and review of the results with the CEF.
The effectiveness of the training is measured through the TEF. Three to Six months after the training, the
Training Supervisor selects the respondents per department/ section utilizing the appropriate sampling
techniques and the TEF is submitted to the Training Supervisor. During the last quarter of the year, the
ATP is prepared by the Training Supervisor and the evaluation of the selection, method, implementation
and effectiveness of the training program is conducted. A report is prepared which includes the
summary of the CEF and TEF for each training course.

New Talent Orientation Program (NTOP) and Basic Operations Training Program (BTOP)
The New Talent Orientation Program is conducted within four consecutive days. On the first day
of The New Talent Orientation Program (NTOP) discussion of the topics include company profile,
orientation, and talent code of conduct. On the 2nd day of the NTOP the topics discussed are personality
development and good grooming, values formation and behavior modification workshop and legendary
service culture training. Product information and coffeeology, marketing branding and corporate
responsibility are discussed on the 3rd day and on the last day, customer services training is tackled.

The Basic Operations and Training Program are done within one day. Topics included in the
discussion are Barista Training, Food preparer training, Cashier POS Training and Service and Sales
Training.
All newly hired head office talents are required to attend the NTOP and BOTP. The training
supervisor takes note of the attendees of the training program after which, he accomplish an Employee
Orientation Checklist (EOC) which contain the details of all the orientation programs that the newly
hired back office talent has attended. The training supervisor forwards the EOC to the Employee
Relations Officer to endorse the newly hired back office talent and the EOC is filed in the Employees 201
File.
After the NTOP and BOTP, the Training Supervisor decides which Outlet to endorse the Crew for
the In-store Station training which takes 7 days. The Training supervisor accomplishes a Training and
Mentoring Endorsement Form (TMEF) and sends it to Store Manager. Upon completion of the In-store
Station Training, the crew returns to the Figaro Training Center for the Station Examination or written
exam. An average of 89% is required for the crew to pass the Station Examination. Any grade below this
percentage will require a retraining period of two weeks in his or her store assignment. The Training
Supervisor will send a memorandum to the Store manager concerned regarding the result of the
examination and scheduled for re-examination. If in any case the Crew still did not pass, he or she will
not be considered for the position.
After the examination, all Crew will accomplish a Training Feedback Questionnaire (TFQ) to
describe their training experience. At the end of the training, the Training Supervisor will accomplish an
EOC and it contains in detail the orientation program that the Crew has attended, the EOC is forwarded
by the Training Supervisor together with all the other training files to the Employee Relations Officer and
attached to the Employees 201 File.

Training Program for Newly Hired Outlet Manager Trainees (MT)

The Training Supervisor shall take note of the attendees for the training program in the
attendance sheet which includes the NTOP and BOTP, In-store Station Training, Basic Supervisory Skills
Training (BSSTP) for 1 day, Outlet Supervisory Training with mentor for 6 days and another 6 days for
solo shift.
The Training Supervisor decides which outlet to endorse the MT for the In-store Station Training.
The Training Supervisor will accomplish a TMEF and sends it to the Store Manager. After every In-Store
Station Training, the MT will return to Figaro training center for examination and on the last station
examination, all MT will accomplish a TFQ to describe their training experience. All MT who passed the
Station Examination will attend the BSSTP which will serve as an introduction to the Outlet Supervisory
Phase. It discusses topics such as concepts of managing store operations, sales marketing concepts,
working hours, form, etc.
The MT is then endorsed for the Outlet Supervisory Phase that is divided into 2 parts:
Supervisory Training with mentor and Supervisory Training Solo Shift. During the Supervisory Training
Solo Shift, the Training Supervisor arranges an unannounced visit to the Outlet to assess the
performance of the MT. The Training Supervisor together with the Store manager shall evaluate the
performance of the MT. The evaluation shall be documented on a Shift Certification Form. A grade of
89% for station examination and Shift Certification is required for the MT to pass. Any grade below shall
require a retraining program for two weeks in his or her store assignment. The Training Supervisor will
send a memo to the Store manager concerned regarding the result of the examination and schedule a
reexamination. All MT with an average grade that is below 89% will take another examination and
certification after the retraining and if in any case the MT still did not pass, he or she will not be
considered for the position.

At the end of the training program, the Training Supervisor will accomplish the EOC which
contains in detail the orientation programs that the MT attended and attached to the employees 201
file.
Training Program for New Business Partners
Business partners undergo the same set of training program for Management Trainees. The
Business partner together with his or her staff will be required to manage or take-over a Companyowned Outlet. The Training Supervisor will endorse the Business Partner and Store Take-Over Form
(STOF) to the Store Manager. The Store manager will be the one to evaluate the Management of the
Outlet through a STOF. An average grade of 89% for Store-Take Over is required to pass. Any grade
below this percentage shall require a retraining and if in any case they still did not pass after the
retraining, they shall be required to under a refresher course.
In-House Special Training Program
The Training Supervisor is the one who plans for the In-House Training program based on the
Annual Training program. He recommends to the HRA manager who approves the training program, a
resource speaker outside the company in case there is no qualified internal resource speaker available
to conduct the training.

Upon approval, the Training Supervisor informs the Department Heads

regarding the schedule of a training program through a memorandum which includes the title of the
training program, objectives, brief description of the training program, place and date, requirements for
training and submission date of the list of participants. After which the department head forwards the
list of participants to the Training Supervisor on or before the specified submission date. All participants
are required to sign in the Attendance Sheet to monitor the attendees of the training. It is then used by
the Training Supervisor to prepare the Certificates for Attendance which will be photocopied and

forwarded to the Personnel and Administration Office for filing to the Employees 201 file. All employees
required to attend the training shall be excused from work during the day.
2.3.2 Performance Appraisal System
The Figaro Coffee Company 3 kinds of forms when appraising their employees and these are:
1. Performance Appraisal Form for Supervisors and Managers (PEMS)
Supervisors and Managers of the franchised owned Outlet are appraised annually by the
representative from the company that owns the Franchise and the evaluator from the Figaro
Coffee Company.
Supervisors and Managers of the Figaro owned store outlets are also evaluated once a year.
2. Performance Appraisal Form for Contractor and Probationary Employees (PCP)
Contractual and Probationary Employees are evaluated on a monthly basis by the evaluator
from the Human Resource Administration Department of Figaro, the Supervisor and the
Manager.
3. Performance Evaluation Form for Regular Employees (PER)
Regular Employees are appraised every 3 months by the evaluator from the Human Resource
Department Of Figaro Coffee Company, the Supervisor and the Manager

2.3.3 Career Development

It very important for any big organization to create a healthy atmosphere & good culture to encourage
the employees, show them career development path & friendliness within the organization. Internal

promotions and job opportunity is one career development plan that the Figaro Coffee Company has.
Employees who want to go for higher position and acquire new learnings are always welcome to apply
for the new job vacancies, this way the management may retain its employees by communicating an
open fair opportunities for existing employees.