Introduction of an Employee-Led Training System at Stage Entertainment Germany: A Qualitative Study

Sutton, Kim Maya

Introduction of an Employee-Led Training System at Stage Entertainment Germany: A Qualitative Study

Zusammenfassung

Inhaltsangabe:Introduction:
The topic of this thesis is the introduction of an employee-led training (ELT) system at Stage Entertainment Germany. Included are the process description, pros and cons, and the implementation of the resulting improvements in the new business year. The basis is a qualitative study supported by a survey in the form of interviews performed at Stage Entertainment Germany in the summer of 2009, as well as analyses of observation and material, such as the seminar program of the business years 2008/2009 and 2009/2010. The aim of the research conducted was to work out in where this newly started system could use improvements to make it a successful education tool for Stage Entertainment Germany. Since very little literature exists on the topic, this thesis intends to close that gap by describing an ELT system using Stage Entertainment Germany as a practical example.
There is only one essay about ELT programs, which illuminates some of the introductory process as well as some possible outcomes, benefits and drawbacks.
Training is one of the strongest drives of employees as it helps them express their desire to develop themselves. It strengthens their craving for growth and career advancement. Moreover, continuous learning is the key to remaining useful in a changing market, economy, and organizational structures. Employment security is closely tied to retraining and continuous learning; all employees have to have the skills needed to uphold the organizations competitiveness. An organization that offers training programs signals the intent to maintain the strength of its talent and it is likely that staff will be loyal to such an organization.
While advanced trainings are the most common HR measure used in Germany, particularly when changes or introductions are necessary, organizations use other measures such as layoffs or new hiring much less.
Several training methods exist for the training of employees. For the purpose of this research, the focus will remain on ELT. Most commonly found are ELT seminars from the areas of information technology, finance, leadership development and performance management; though, nearly all seminars, which could be taught in-house, are qualified for ELT. Seminars that may not be suitable are regulatory seminars and those with a delicate content such as discrimination or sexual harassment at the workplace. Other seminars might also not be suitable for ELT, depending on the industry or […]

Leseprobe

Inhaltsverzeichnis

Kim Maya Sutton

Introduction of an Employee-Led Training System at Stage Entertainment Germany: A

Qualitative Study

ISBN: 978-3-8366-4574-4

Herstellung: Diplomica® Verlag GmbH, Hamburg, 2010

Zugl. Hochschule für Angewandte Wissenschaften Hamburg, Hamburg, Deutschland,

Bachelorarbeit, 2009

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Abstract

Particularly in times of a crisis, an employee-led training (ELT) system is a cost-

efficient way to give employees the further education they deserve and need to stay

on top of things, and to increase their ability to be efficient and effective.

An ELT system accrues very few costs while having copious benefits, such as

motivated, broadly positioned employees who understand the procedures and

interfaces in the company and can thus work much more efficiently, while being

enabled to network, cooperate, and communicate on a new level. The employees will

identify with the organization and the solidarity between headquarters and branch

offices will enhance tremendously. The seminars are well targeted and easy to

understand for the employees, as a colleague, who knows exactly which lingo and

examples to use, holds them. The knowledge transferred is practical and the

employees can implement it into their daily work immediately. The organization itself

not only becomes transparent towards its employees, it also sets a new standard by

pointing out that employer-employee work relationships can go beyond the

maliciously obedient work that is rewarded with a pay-check at the end of the month.

All parties involved benefit from the ELT system and it requires a minimal amount of

administration work, which the personnel development within the HR department

covers. The extra work that has to be conducted by the in-house trainers is factually

compensated by their chance to distinguish themselves in the organization and to

further their work portfolio. They become powerful multipliers.

This thesis sheds light on the ELT system using the practical example of Stage

Entertainment Germany, while providing a process description, describing assets and

drawbacks, as well as the implementation of the resulting improvements in the new

business year. It can be used as a guide to implement an ELT system at a similar

organization.

Keywords

Employee-led training, ELT, in-house training, internal trainer, train-the-trainer

Table of Contents

Abstract

Keywords

Table of Contents

List of Abbreviations

List of Tables

List of Pictures

Acknowledgements

1 Introduction... 1

1.1

Background and Aim of the Research ... 1

1.2

Composition ... 3

2 Theoretical Background and Implementation at Stage Entertainment Germany... 3

2.1

The Company... 3

2.2

Musical Scene in Germany and Especially in Hamburg... 4

2.3

Employee-Led Training Systems ... 5

2.3.1

Fundamental Benefits... 5

2.3.2

Prerequisites... 6

2.3.3

The Training Process... 7

2.4

Personnel Development at Stage Entertainment Germany... 8

2.4.1

Situation from 2003 until 2008... 8

2.4.2

Development of the Staff Academy and Stage Insight in Times of the Global Financial

Crisis 9

2.5

Introduction of the ELT System at Stage Entertainment Germany... 11

2.6

In-house Trainers... 11

2.7

Seminar Organization ... 13

2.7.1

Process Description and Chain of Permission ... 13

2.7.2

Feedback ... 14

2.8

The Seminar Program... 16

2.8.1

Location and Accessibility ... 16

2.8.2

Language and Structure ... 17

2.8.3

Content ... 17

2.9

Summary... 18

3 Empirical Analysis of Stage Insight ... 18

3.1

Insights and Establishment of the Need for Research... 18

3.2

Research Questions ... 19

3.3

Methodology... 19

3.3.1

Qualitative Research ... 19

3.4

Data Collection and Interviews ... 20

3.4.1

Interview Compendium... 20

3.4.2

Pretests of the Interviews ... 21

3.4.3

Arrangement of the Interviews... 21

3.4.4

Description of the Interview Participants ... 22

3.4.4.1

Sample ... 22

3.4.4.2

Interviewer... 22

3.4.5

Recording and Transcription of the Interviews ... 23

3.5

Research Ethics... 24

3.6

Context Analysis ... 24

3.7

Obstacles during the Research... 25

3.8

Summary... 25

4 Interview Results and Answers to Research Questions... 25

4.1

What Effects does the ELT System have on Stage Entertainment Germany, the

Employees, and the Trainers? ... 25

4.1.1

Benefits for Stage Entertainment... 25

4.1.2

Benefits for Trainers ... 26

4.1.3

Benefits for Participants... 26

4.1.4

Disadvantages ... 27

4.2

Are Any Improvements Necessary? ... 27

4.3

Other Findings... 28

4.3.1

Are Other Seminars Necessary?... 28

4.3.2

Workload... 28

4.3.3

Miscellaneous ... 29

4.4

Summary... 29

5 Analysis and Discussion ... 29

5.1

Benefits, Perks and Drawbacks of Stage Insight... 29

5.2

Practical Implications for Stage Entertainment Germany ... 31

5.2.1

Fundamentals ... 31

5.2.2

Marketing ... 32

5.2.3

Train-the-trainer Seminar and Feedback... 33

5.2.4

Seminar Development ... 33

5.2.5

Administration ... 34

5.2.6

Compensation of the Trainer ... 35

5.3

Practical Implications for Further Research... 35

5.4

New Round in New Business Year 2009/2010 at Stage Entertainment... 35

5.5

Summary... 37

6 Conclusion ... 38

7 References ... 40

7.1

Books ... 40

7.2

Internet sources ... 41

Appendices ...I

Interview Compendium...I

Transcription of Interview Notes ...II

Trainer 1... II

Trainer 2... V

Trainer 3... VII

Trainer 4... X

Trainer 5... XII

Trainer 6...XV

Clustering and Quantification of Interview Results...XIX

List of Abbreviations

ELT employee-led

training

et seqq.

and the following (more than one page)

et seq.

and the following (one page)

GmbH

Gesellschaft mit beschränkter Haftung (limited liability corporation)

Human Resources

List of Tables

Table 1 Socio-demographic Data of the Interviewees ... 22

Table 2 Effects of Stage Insight ...XX

Table 3 Disadvantages...XX

Table 4 Suggested Improvements ...XXI

Table 5 Further Seminars Needed...XXI

Table 6 Other Relevant Responses ...XXI

List of Pictures

Picture 1 Three-Pillar System of the Staff Academy... 9

Picture 2 Process Description for Stage Insight... 13

Acknowledgements

I wish to acknowledge the help of Claudia Schnoor. She delivered her input in a

highly professional manner. Special thanks to all interviewees who donated their

time, for their valuable insights on the subject matter. Finally, my husband deserves

more than mere words for putting up with me during these busy times.

Kim Maya Sutton

Introduction of an Employee-Led Training System

1 Introduction

1.1 Background and Aim of the Research

The topic of this thesis is the introduction of an employee-led training (ELT) system at

Stage Entertainment Germany. Included are the process description, pros and cons,

and the implementation of the resulting improvements in the new business year. The

basis is a qualitative study supported by a survey in the form of interviews performed

at Stage Entertainment Germany in the summer of 2009, as well as analyses of

observation and material, such as the seminar program of the business years

2008/2009 and 2009/2010. The aim of the research conducted was to work out in

where this newly started system could use improvements to make it a successful

education tool for Stage Entertainment Germany. Since very little literature exists on

the topic, this thesis intends to close that gap by describing an ELT system using

Stage Entertainment Germany as a practical example.

There is only one essay about ELT programs, which illuminates some of the

introductory process as well as some possible outcomes, benefits and drawbacks.

Training is one of the strongest drives of employees as it helps them express their

desire to develop themselves. It strengthens their craving for growth and career

advancement. Moreover, continuous learning is the key to remaining useful in a

changing market, economy, and organizational structures. Employment security is

closely tied to retraining and continuous learning; all employees have to have the

skills needed to uphold the organization's competitiveness.

An organization that

offers training programs signals the intent to maintain the strength of its talent and it

is likely that staff will be loyal to such an organization.

Tyler 2005

London 1989, p. 19-22

Charney 2005, p. 218

Kim Maya Sutton

Introduction of an Employee-Led Training System

While advanced trainings are the most common HR measure used in Germany,

particularly when changes or introductions are necessary, organizations use other

measures such as layoffs or new hiring much less.

Several training methods exist for the training of employees. For the purpose of this

research, the focus will remain on ELT. Most commonly found are ELT seminars from

the areas of "information technology, finance, leadership development and

performance management"

; though, nearly all seminars, which could be taught in-

house, are qualified for ELT. Seminars that may not be suitable are regulatory

seminars and those with a delicate content such as discrimination or sexual

harassment at the workplace. Other seminars might also not be suitable for ELT,

depending on the industry or organization.

Holding leadership development

seminars as ELT bears certain risks, such as possible prejudice and bias towards the

trainer.

Stage Entertainment Germany introduced the ELT system Stage Insight in the

beginning of the business year 2008/2009 as an in-house training system for internal

topics only, and desired comprehensive feedback.

The researcher gave academic as well as practical recommendations for the future

development of the program to Stage Entertainment Germany in the form of an

uncommented list, extrapolated from the interviews, before the beginning of the

business year 2009/2010, in order to show and elaborate on advantages, and find

and eliminate possible disadvantages in a timely fashion. Stage Entertainment

Germany implemented the recommendations, at least in part, for the second round of

the program.

This thesis summarizes and analyzes the process of Stage Insight's introduction as

well as the actual empirical research at Stage Entertainment Germany. With this

thesis, Stage Entertainment Germany has a comprehensive paper on their ELT

system. They can implement an ELT system in offices in other countries faster and

Reinemann 2002, p. 24

Tyler 2005, p. 1

Kim Maya Sutton

Introduction of an Employee-Led Training System

more efficient, as the only other necessary research prior to implementation will be

the necessary adaptations for the respective country.

1.2 Composition

The second chapter introduces Stage Entertainment Germany and focuses on the

process description of the implementation of Stage Insight. The third chapter starts

with the explanation as to the indication and necessity for the research at Stage

Entertainment Germany, following which is a description of the methodology and

data collection method. The fourth chapter contains the grouped and quantified

results and findings of the interviews, documented to answer the research questions.

The fifth chapter contains the analysis and discussion of the findings from chapter

four against literature opinion. Moreover, practical implications for further research

and for the company, including recommended changes grouped into marketing,

general, train-the-trainer seminar and feedback, seminar development, administration

and trainer compensation are outlined. This chapter concludes with a summary about

the implemented changes in the new business year. An overall conclusion is drawn

in chapter six.

2 Theoretical Background and Implementation at Stage

Entertainment Germany

This chapter introduces the examined organization, Stage Entertainment Germany,

and the industry context, the musical market in Germany, specifically in Hamburg.

After giving a theoretical overview on ELT systems, it leads over to the

implementation at Stage Entertainment Germany.

2.1 The Company

Joop van den Ende founded Stage Entertainment in 1998. From its headquarters in

Amsterdam, the company has focused on international growth and has become an

important player in the international live entertainment industry. Worldwide, about

Stage 2009

Kim Maya Sutton

Introduction of an Employee-Led Training System

4,000 people work for Stage Entertainment in its productions, offices and theaters in

the Netherlands, Germany, Spain, France, England, the United States, Russia,

Belgium and Italy.

Stage Entertainment Germany, established in February 2000, exemplifies the

company's European growth strategy. It has quickly acquired a strong position in the

German market and focuses on three core activities: productions (musicals, ice

shows, and dance events), theaters, and ticket sales/marketing power. It has

partnered with major players such as Disney Theatrical Productions (Tarzan, The

Lion King, Aida, Beauty and the Beast), Andrew Lloyd Webber/ the Really Useful

Group (Cats, Phantom of the Opera, Jesus Christ Superstar), and Vereinigte Bühne

Wien (Roman Polanski's Tanz der Vampire, Elisabeth). The company also develops

and produces its own musicals, such as Ich war noch Niemals in New York, Der

Schuh des Manituh in Germany and Ciske de Rat in the Netherlands. Holiday on Ice,

another one of Stage Entertainment's divisions, performs at least four skating shows

annually around the world.

In 2002, Stage Entertainment Germany added seven theaters and several open-

ended productions. These include four theaters located in Hamburg, two in Stuttgart,

three in Berlin, one in Essen, and one in Oberhausen. The increase of ticket sales

through in-house call centers and Internet orders reflects the success of the strategy.

Stage Entertainment Germany accounts for approximately 60% of the yearly turnover

for Stage Entertainment.

2.2 Musical Scene in Germany and Especially in Hamburg

Germany has a rich musical tradition and, with more than 82 million inhabitants, has

achieved third place in the world's musical market, just behind the West End and

Broadway. The open-end musical theaters alone attract more than 7.5 million visitors

per year, 4.2 million of which are accounted for by Stage Entertainment productions.

In February 2008, the fifth million ticket was sold for Disney's The Lion King, which

has long become one of Hamburg's most famous tourist attractions. According to

research by the Hamburg Tourism Board, visitors of a Stage Entertainment musical

production book a third of the hotel rooms in Hamburg.

Kim Maya Sutton

Introduction of an Employee-Led Training System

2.3 Employee-Led Training Systems

2.3.1

Fundamental Benefits

ELT systems create a win-win situation, as the trainers and the students both

enhance their skills, while the company benefits as well.

Internal trainings are

becoming much more popular.

When using ELT, companies can save the cost of

outside consultant trainers. Even more importantly, the trainings target the

company's needs directly and are tailored accordingly. Thus, the trainees are much

more willing to learn because they easily understand the relevance to their day-to-

day work. This is the reason why ELT generates greater attendance and

attentiveness than non-mandatory seminars held by outsiders. Trainees know that

the trainings were developed according to real needs, and thus perceive the

credibility on a much higher level.

Another advantage is that the organization has

control over the training program as well as the content of the individual seminars.

Subtle issues of corporate culture are often taught in-house.

Not only the trainees benefit from ELT, in fact, the trainers also confirm their

knowledge by teaching it to others. In the end, everybody in the organization

benefits, and thereby a win-win situation is created without the necessity for a high

monetary input.

It is always covetable to improve efficiencies and reduce costs. Several budget cuts

are possible, such as reducing management education, providing less education in

general, cutting training support services, and reducing development.

ELTs are

also a method to reduce costs, as they utilize knowledge from within the

organization, and the internal trainers are already there without having to be hired

additionally for a short time.

Tyler 2005, p. 1-4

Reinemann 2002, p. 29

Tyler 2005, p. 1

London 1989, p. 59

Tyler 2005, p. 1

London 1989, p. 146

Kim Maya Sutton

Introduction of an Employee-Led Training System

Internal training professionals are familiar with the organization and contribute to

cost-effective training, while employing external trainers has the advantage that the

organization can send them away after the performed training.

Internal trainers do

not necessarily have to be a training professional though. Rather, an internal trainer

needs to be a professional in his field, and willing and able to pass on his knowledge.

2.3.2

Prerequisites

Many big organizations use experts as trainers either for new employees or for the

advanced training of the permanent staff.

Four pillars ensure an effective ELT system. The employee teachers should develop

the curricula themselves, HR and supervisors should only assist but never hand

down boilerplate curricula. This is the only way to ensure that "subject matter

experts"

teach what they consider worth teaching. Practicing the course within the

department of the trainer is a good way to get feedback from other knowledgeable

employees. Secondly, the trainers need training either by external coaches or by an

expert from the HR department. The third important factor is that HR handles all

administration necessary for the courses, including the organization of the rooms,

catering, setting up and testing of technical equipment, paperwork, issuing of

certificates, scheduling, announcements, et cetera. Last, the trainers should receive

a form of recognition, either by compensation or by granting time off, or simply with

additional bonuses such as company sweatshirts and the mention in review talks and

reference letters.

An important aspect of training employees is effectiveness. An employee, who does

not know what do to or how to do it, will be very ineffective. In order to be productive,

particularly a new employee needs an introduction to company rules and regulations

as well as special requirements. A new employee also needs to feel welcome and at

home in the new environment and should be familiar with the company and its

London 1989, p. 193

Birkenbiehl 2008, p. 9, 13

Tyler 2005, p. 3

Kim Maya Sutton

Introduction of an Employee-Led Training System

product.

Understanding the organization is one of four important aspects for

orientation to the new company. The other three are feeling welcome at the new

organization, knowing exactly what is expected, and socializing with the company's

ways.

Two other important aspects are that trainings need to be meaningful and targeted

properly.

When the trainee understands the training and why he receives it, he will

learn and remember the material easier. Not only carefully selecting the trainees but

also carefully setting up the training ensures this. Familiar examples and concepts

illustrate key learning points.

Additionally, the new learned skills need to be easy to

transfer. It is thus helpful to maximize the analogies between the training and the

actual work. A fourth important aspect is to motivate the trainees, for example by

allowing them to learn at their own pace and by keeping in mind the schedule by

avoiding trainings that stretch over the entire day, as the learning capacities of

people drop significantly in such long trainings.

The organization needs to grant internal trainers the time to perform their training

duties, as their willingness to conduct the seminars in their spare time is low.

2.3.3

The Training Process

The training process itself contains five steps: need analysis, instructional design,

validation, implementation, and evaluation. The need analysis identifies specific

needed skills, and defines exact objectives for trainings. During the instructional

design, the actual content of the training is compiled and produced. Validation

intends to eliminate possible errors. This is often done by presenting the training to a

smaller target audience than is originally intended. Implementation means that the

Dessler 2005, p. 268

Hicks 2000, p. 59

Lawson 2006, p. 9

Wexley 2002, p. 90

Dessler 2005, p. 271 et. seq.

Albs 2005, p. 99

Kim Maya Sutton

Introduction of an Employee-Led Training System

program is put into action with the original target group. During the evaluation period,

the success of the actual program gets determined.

For the need analysis, it is vital that the trainings follow the strategy of the company.

Personnel development should see the organization as their customer and tie the

organizational ideas and concepts to the training plans to best ensure that they fulfill

the customer's needs properly.

The strategic planning process of personnel

development follows a four-step plan. First, managers of the organization define

training objectives. Second, personnel development develops an overall plan from

these training objectives. Third, personnel development develops overall corporate

objectives for the trainings in coordination with headquarters and HR. Last, personnel

development writes up the training plans and communicates them.

2.4 Personnel Development at Stage Entertainment Germany

2.4.1

Situation from 2003 until 2008

Stage Entertainment Germany had in-house seminars as well as external ones. The

external seminars were primarily in language and soft skills, personality development

and management skills such as leadership and appraisal interviews. There was no

consistent global or even national program for the further education of the

employees. The in-house seminars took mostly took place in one of the theaters and

were held by an expert from headquarters. Otherwise, an outside expert would have

had to be acquired and brought up to Stage Entertainment Germany internal speed.

These in-house seminars were on topics, for which a need gap arose during the

business year, usually related to a certain recent event. During this time, there was a

central contact person in headquarters, but no central structure and no seminar

program; only an obligatory external seminar took place regularly for senior

management, teaching them three aspects of management skills. Other seminars

were held, booked, and organized on a need basis.

Dessler 2005, p. 270

London 1989, p. 93 et. seqq.

London 1989, p. 100

Kim Maya Sutton

Introduction of an Employee-Led Training System

2.4.2

Development of the Staff Academy and Stage Insight in

Times of the Global Financial Crisis

In times of the so-called global financial crisis, companies often set up cost cutting

measures. Frequently, the first budget restrictions are set up for external consultants

and trainers.

Personnel development, a subdivision of HR at Stage Entertainment Germany,

developed the novel system Staff Academy in the beginning of the business year

2008/2009 without a comprehensive preceding need analysis as a system of three

pillars: personality development, Stage Insight, and specialized knowledge.

Picture 2 Three-Pillar System of the Staff Academy

External trainers carry out the seminars for the personality development pillar at

Stage Entertainment Germany locations. Seminars such as how to conduct appraisal

interviews, teamwork and team development, communication, and conflict

management enhance leadership skills and are thus primarily aimed at managers,

while the train-the-trainer and time-management seminars nurture methodology

Haufe Mediengruppe 2009

Kim Maya Sutton

Introduction of an Employee-Led Training System

competencies targeting internal trainers in the former and any employee in the latter

case.

The specialized knowledge pillar offers seminars for the acquisition of expert key

competencies. Seminars that fall in this category could be IT trainings, language

courses, or other expert seminars such as pyrotechnics for a theater staff member.

Usually, external professionals also carry out these seminars; sometimes, internal

experts carry out these seminars.

Employees of Stage Entertainment Germany teach the Stage Insight seminars. The

seminars contain only internal topics, such as how the sales department at Stage

Entertainment Germany operates rather than what a sales department in general

does. Stage Insight trainers are supposed to give a lecture on their daily work and

the interfaces they have with other departments. When the Staff Academy was

initially established, all departments were to introduce their work in a Stage Insight

seminar eventually.

The superior objectives for Stage Insight are to give the employees a broader

perspective and thus constitute interdepartmental knowledge. The employees are

supposed to understand the company and its departments better and gain insights in

individual processes. Finally yet importantly, colleagues will network better after the

implementation of Stage Insight.

The personality development pillar was estimated to be used for approximately 150

employees in the business year 2008/2009 while accruing costs in the middle four-

digit range per seminar while the Stage Insight pillar was estimated to be used by

450 participants while costing less than one-eighteenth of external seminars. This

shows that companies can save significantly when using internal trainers while at the

same time ensuring a seminar is tailored to the company's needs.

In-house

seminars are always considerably cheaper than equivalent external ones.

Tyler 2005, p. 1

Business Link 2009, p. 8

Details

Seiten
Erscheinungsform: Originalausgabe
Erscheinungsjahr: 2009
ISBN (eBook): 9783836645744
DOI: 10.3239/9783836645744
Dateigröße: 537 KB
Sprache: Englisch
Institution / Hochschule: Hochschule für Angewandte Wissenschaften Hamburg – Wirtschaft und Public Management, Studiengang Außenwirtschaft/internationales Management
Erscheinungsdatum: 2010 (April)
Note: 1,7
Schlagworte: employee-led
Produktsicherheit: Diplom.de

Autor

Kim Maya Sutton (Autor:in)

Introduction of an Employee-Led Training System at Stage Entertainment Germany: A Qualitative Study

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Autor

Kim Maya Sutton (Autor:in)