LESSONS LEARNED MEETING

AGENDA TEMPLATE SAMPLE

PROJECT NAME
New Hire Training Program Overhaul
MEETING FACILITATOR	MEETING DATE AND TIME
Liz	4:00 PM; Monday, May 7th
ATTENDEES
Michelle, Greg, Shaun, Jazz, Horte

MEETING OBJECTIVES

ORIGINAL PROJECT GOAL State the project's scope of work and deliverables. Was the product delivered on time and to client satisfaction?
Original Goal: Redesign the new employee training protocol so that includes the following steps in the following order: The new hires receive three days of centralized training; the new hires begin work at their home stores. On their first day in store, new hires should be able to interface with customers and operate the cash register with minimal oversight. Overall, the project was a success! Store managers now say that, with the new training protocol in place, it’s much easier to onboard a new hire.
TIMELINE Compare the initial schedule to the actual timeline. Were there events that impacted the schedule or client relationship?
We scheduled the initial rollout for March. However, we did not complete full implementation until April. We had to hire another trainer for the central location in order to onboard groups of more than five new hires. This actual timeline did not impact our relationship with store managers.
BUDGET Did the outcome match the original cost goals?
We budgeted an annual cost of $150K for this project ($60K for a trainer’s salary and $75K in hourly training rates, plus incidentals). We had to hire an additional trainer ($60K annual), but we’re confident that the long-term savings in training time will pay for this additional cost.

TEAM DISCUSSION

Did we get our desired results?
Yes! Training time and costs are down 20 percent from previous protocols, and our six-month retention of new hires is up by 40 percent. Store managers reported increased satisfaction with the quality of work from new hires. As a result, managers are now spending less of their time on initial training and more on their other tasks.
What went well?
New hires reported higher levels of two-weeks-on-the-job comprehension of company protocol than did previous groups. Existing employees reported higher levels of satisfaction with the quality of work from new hires who have been on the job for less than one month. With the new protocol in place, we have received fewer customer complaints concerning long lines and slow cashiers.
What could've gone better?
We needed an additional trainer to complete the work of training new hires, so we incurred that additional cost. It took us a few weeks to nail down a training program that was both informative and effective. We realized (after the fact) that certain aspects of the training were more effective in store than in a remote context.
What could we do differently next time?
We are outlining a project to build out a “training store” in our office in order to make the current program more applicable and less theoretical. We are also going to involve the trainers in the creation of the training program as it evolves.

ACTION ITEMS FOR FUTURE PROJECTS

What are the actions that we can implement now?
Set up weekly meetings with current trainers and store managers to implement changes to the program as it evolves. Create plans and establish a budget for building out the training store. Improve our hiring practices to prioritize new employees who have prior experience in a similar retail environment.

WRAP-UP

Thank the team and, when ready, send out a meeting recap.
Liz is preparing meeting notes and will have a report ready to send by the end of the week.

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