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Level 1 Rubric: Reaction EvaluationExcellentModeratePoorDesign of the Training:Training Objectives The objectives were stated concisely and clearly for the training on how to make the coffee drinks. The objectives met every need to understand what the training was covering about how to make the drinks perfectly. The learners felt positive with the knowledge about making coffee that was attained through the training objectives.The objectives were communicated through the training, but they were not as clear as they could be about the objectives. The objectives helped to understand how to make the coffee, but they did not go in depth enough for the learners. It seemed effective about the knowledge of the objectives of making coffee, but the learners were still unsure about all of the objectives.The objectives were not stated clearly or at all during the training on learning how to make the coffee drinks. The missing objectives made the introduction into the training difficult and almost impossible. The learners felt troubled and unsure about the objectives going into training.Pace of TrainingThe pace of the training fits because it was learning at the learner's own pace training. The training had a specific date to be finished, but there was leniency because each barista needed to be ready when they stepped up to the bar to make drinks. The learners felt very comfortable with no stress on the pace, which brought incredible morale.The pace of the training was learning at the learners own pace, but there was too little or too much concern on the ending date. The pace helped with learning the drinks, but more time and concentration could have helped. The learners felt content on the pace of the training, but they could have learned more before stepping onto the bar.The pace of the training was learning at the learners own pace, but this rule was not followed often. The training had a specific date, but it was not followed, so it brought on more stress on everyone in the environment. The learners did not feel comfortable stepping foot into the bar area to make drinks.Difficulty Level During TrainingThe level of difficulty was challenging, but invigorating and motivating during the training. The information was a lot to take in, but learning at the learners own pace helped, and the information stuck better than most training. The learners were pleased with the difficulty level because it was a fun challenge.The level of difficulty was challenging, and it was hard to process some of the information. Learning all of the drinks was a lot of information, and it was harder to remember all of the information. The information was in the learner’s brain, but it was difficult to remember because of the difficulty level. The learners were sufficed with the difficulty level, but they needed something a bit simpler for beginning training.The level of difficulty was too high, and most of it was hard to understand how to make the drinks to their standards. Learning all of the drinks was almost impossible, and remembering the drinks was too difficult. The learners were discouraged and dissatisfied with the results in the end.Evaluation of the Instructor:Instructor’s PerformanceThe instructor was informative, and they let learners learn on their own. The instructor answered any question immediately with a correct and informative answer about the knowledge of the coffee drinks. The instructors would visually show the learners at the bar any doubts or questions the learners had about any coffee information. The learners felt completely comfortable and captivated with the instructor.The instructor was helpful, but they were not always around to assist the learners. The instructor answered the learners’ questions when the learners could find them, and the instructor had time for the learners training to be a barista. There was some helpful feedback when the instructor was not distracted, so the learners felt like they were left in the dark sometimes. The learners felt uneasy but content with the instructor.The instructor was not helpful during the learners training. The instructors were always missing when they had questions, so the learners had to resort to other employees who were taking care of customers. There was no feedback on how well the learner was doing with their coffee knowledge. The learners felt hopeless and scared of the future working at the store because of my instructor.Instructor’s KnowledgeThe instructor knew everything there was to know about how to make coffee to how to run the store. The instructor knew how to teach the subject of making each drink in depth. They could answer any questions without looking up the answer about the coffee drinks, but they could show the learner where the answer was located. The instructor knew easy ways of remembering the drinks, and these tips were not located in the training manuals. The instructor made the learners feel like they were learning information that they would use forever. The instructor’s knowledge helped the learners be the employees that they are, and the instructors will always be remembered for their knowledge and training skills.The instructor knew the information, but not to the specific level that the learner was supposed to be learning as a new barista. The instructor had to look up questions because they were forgetful or did not often train, which made them rusty with knowledge. The instructor did not want to get information wrong, so the instructor's research helped themselves, but they should have the knowledge pouring out of their brains. They pawned the learners off on other employees because the instructor was having trouble with a topic. The instructor made the learner feel self-conscious and unsure to begin working at the bar making drinks. The instructor's knowledge helped, but it was not enough to be considered to be a trainer.The instructor barely knew any information and was not knowledgeable at all. They could not answer a specific question, so they would tell the learner to look it up in the manual. The manual was large, but contained at least fifteen smaller booklets, and it was not easy to look up the answer. The instructor’s knowledge just made learning more difficult, or the learner learned the wrong information. The instructor made the learner feel like they did not learn anything, especially from the instructor. The instructor’s knowledge was extremely lacking and shouldn’t have been in a training position.Instructor’s Time ManagementThe instructor knew how to manage their time well by multitasking; the instructor would train the learners and do their own work in their spare time. The instructor was always working, but they were always available for questions. They knew how to make sure that they were not giving the learners enough attention, and they would check in on the learner when the learner was doing their individual work. The instructor even had time for a sit down to take the learner’s mind off of the coffee material for a moment. The instructor had their time management down perfectly, and the learner never felt like they were being ignored.The instructor knew how to manage their time, but they were not good at multitasking. It was difficult for the instructor to train and do their work at the same time. They were consistent with their work, but there were times when they were not doing anything. They did not check in on the learners during their spare time, or try to start a conversation with the learner. The instructor needed better time management skills, but they were still efficient enough to be helpful during the learner’s training as a barista.The instructor did not know how to manage their time well, and they did not like training and having their own work at the same time. They would be negative about the situation, or make the learner feel in the way when they were supposed to be training the learner. They did not check in on the learner, start a conversation, or offer any help unless the learner asked. When the learner did ask it would take forever for the instructor to get over to help, and someone else had already helped the learner by then. The instructor had no time management skills, and they did not help with the learners’ training at all.Instructor’s Feedback and Answers to QuestionsThe instructor offered feedback every chance they got because they knew it boosted morale and self-esteem in a new employee. The instructor gave useful feedback, and it was not all negative if the learner had things to work on, so the instructor used the sandwich method to make the learner feel comfortable. The instructor was always willing and around to answer the learners' questions and they were always very informative with their answers. No question went unanswered, and the instructor would add in extra information to help the learner. The instructor assisted the learner in any way that they needed during the training. The instructor was attentive and always offered answers and feedback, and this made the learner feel lively and passionate about learning about the coffee material.The instructor offered little feedback, and it was almost forced out of them, or there was not very much feedback. It did not help with motivation and enthusiasm for the knowledge. The offered answers to questions but they were not always right, or it took forever to get a question answered. They were not used to giving feedback, so their feedback was what I was doing wrong. Answering questions were overlooked or sometimes ignored because of what they were doing and then they would forget. The instructor did offer some feedback and informative answers that were correct sometimes, but they did not make the learner feel confident.The instructor did not offer any positive or negative feedback, and it made the learner feel like they were invisible while they were training. The instructor did not answer questions to help with learning the coffee material. The learner did not feel confident in the job, training or material because of the instructors’ actions.Evaluation of the Training Exercises:Understanding Concepts & Their ApplicationThe concepts were in the booklets to the learner’s manual, and it was very informative on the details of coffee and making coffee. The manuals explained and showed how to apply the concepts when the learner was behind the bar. The instructor would show the learner how to apply them in a hands-on environment for further knowledge on how to apply the concepts. The learner had a full understanding of the concepts, and how and when to apply them from the manuals and instructor.The booklets in the manual explained some of the concepts, at least enough information to get by behind the bar. It showed how to apply them in an unclear manner, but sometimes it was easy to understand. The instructor did not do much hands-on training to show how the concepts apply in person. The manual gave the learners a vague general understanding of the concepts and how to apply them.The booklets in the manual did not explain the concepts, so it was hard to understand anything. Since, the concepts were absent, then how to apply the concepts was not in the manual. The instructor did not do any hands-on training for learning how to apply the concepts. So, the concepts and how to apply them were not learned.Time to PracticeThere was always time to practice when the learner was at work training. If the learner wanted to practice, and there was a rush, then they would go back to their booklets to the manual about coffee. After a bit of training, the instructor would have time for the learner to practice on the bar with real customer's drinks. The slower times were the best times to practice with customer's drinks because there is less stress with the store not being busy. The whole idea of training was to practice, so there was never time lacking to exercise hands-on.There was time to practice when the learner was training at work, but it was only during certain times, and it was not always convenient timing during training. During a rush sometimes there was nowhere for the learner to work on their booklets, so time to practice in any way was hindered. The instructor did not let the learner on the bar make customer's drinks until the learner was almost done with their booklets. The learner did get chances to practice, but it depended on the day and trainer for the day.There was never any time to practice when the learner was training at work. There was not a proper area to practice the material, which affected the training and learning as a new learner to coffee and making coffee. During a rush, there was no time to practice, and the learner could not practice on customer's drinks. There was no hands-on experience during the training.Exercises for the ConceptsThe instructor for the day would give the learner their manual with their booklets in it. The booklets had information; guidance, practice questions, quizzes, a hands-on exercise to do behind the bar, and photos to go along with the information. The booklets were interactive, and the learner learned at their own pace with the booklets. The learners got to learn how to make every single drink on the menu, the cash register, the pastries, different coffees from different regions, and cleaning information. The learners had to have the instructor over each time they started something new, and then the learner was allowed to keep practicing on the bar. The instructor would check the learners' drinks to make sure they were correct; the instructor would ask the learners questions or give them easy tips on remembering the material. The booklets gave the learners experience in many ways because it was not all just reading. The quizzes and other answer places were all done in pencil, so the learners could go back on topics they had trouble with at that time. These different exercises for the learner's mind and practice making the coffee drinks helped exponentially.The instructor for the day would give the learner their manual with their booklets in it. The booklets had information about coffee, and exercises as quizzes to be graded, and they had to be done in pen ink. The exercises outside of the booklet were just the instructor showing the learner step-by-step how to do something. The learner would go into the training with no experience, and the instructors were not always watching, so the learners did not get as much out of the exercises as they could have because the instructor had their own work too. The exercises helped, but there was not a variety of ways to take in the material. It was not as in depth, so when the learner got to the bar to make drinks they did not feel confident.The instructor for the day would give the learner their manual with their booklets in it. The booklets were just filled with text with no photos, quizzes, or practice in them. The only exercise was reading the text, and then the learner went straight to the bar with no experience.How the Training is Relevant to Learners:Applying Knowledge at WorkAfter the learner’s training they were able to apply their knowledge at work. The learner was successful and knowledgeable from their training, so they had the ability to do anything in their work environment.After the learner’s training they were able to apply some knowledge at work. The learner was moderately trained, and their knowledge and ability were just enough to get by at work.After the learner’s training they were not able to apply any knowledge at work. The training was not relevant, and this made the learner unsuccessful at work.Applying Knowledge PersonallyThe knowledge that the learner acquired during training helped them at home when they were not working. It was relevant and helpful in their everyday life because some of the learners made coffee often. The knowledge helped the learners appreciate and learn even more about coffee.The knowledge the learner learned during the training helps them sometimes if they were home. It was helpful when the learner wanted to drink coffee for a change, but they did not learn anything more about coffee outside of training.The knowledge the learner learned during the training did not help them in their personal life. The learner did not drink coffee, so there was no need to make coffee, or apply any knowledge unless they were working.RecommendationsThe learner will recommend this type of training for all businesses and individuals. It had multiple learning styles, very informative, and the learner attained a large amount of knowledge from the training. The learner thinks everyone should be able to experience such a diverse way of training.The learner will probably recommend this training for others to try. The two different learning styles help learners in some ways, but it does not have a lot of diversity. The learner still thinks that people would benefit in some ways from the training.The learner would never recommend this training to anyone or any business. It only had one learning style that gives the learner no experience. The training was not knowledgeable enough, and it is a waste of time even to talk about it.Implementation and Logistics:Layout of the Training EnvironmentThe training was very laid back, and the instructor wanted everyone comfortable during training. The learner was able to sit anywhere in the lobby, at any chair, table, or comfy chair with a coffee drink, while they worked on their booklets in their manual. The layout of behind the bar was relatively roomy, and enough room to get practice in while still getting customer's drinks out. For both training environments, everyone has room, including the learner while they were training to make coffee.The training for the manuals is done on a specific table by the bathrooms unless the table is taken. If the table is taken, then there is another specified table. Behind the bar for practicing drinks is not roomy, so if someone is clumsy, then they may have trouble. The training environments are stricter for the learners training, and not as comfortable as they could be for training.The training in the booklets for the manual is done in the back room sitting on a fold out chair. The chair has to be away from everything the employees may need access to, and there is no table to set the booklets on for training. Behind the bar is crowded because of all of the rushes, and there is no room for practice, so then both environments are uncomfortable for the learners.Lighting and VisualsLighting and visuals depend on the individual, but the lighting was a little too bright in the store unless they put down the shades. The instructors always let the learners put the shades down, and everyone saw an improvement, and they started being down during the whole day. The visuals of the drinks, names, and prices were all easy to see for learners, so it was easy to refresh on the menu.Lighting was bright most of the time because they did not put down the blinds very often during the day. The learner had to find the right spot to work on their manual, so the sun was not shining on them. The visuals of the drinks, names, and prices were relatively easy to see, but the font needed to be bigger to read the menu.The lighting was always bright with the sun and florescent lights, and this is not a comfortable environment for customers or learners. The lights distracted from the booklets for the manual, and the sun or bright lights were always in the learners’ eyes while making coffee. The environment was uncomfortable for customers and the learners.BreaksBreaks during training were the same as if you were a regular worker on the floor. The breaks were on the schedule, organized, and printed out in a notebook. The breaks depended on how many hours the learner worked, and the company gave more breaks than Texas gives normally. Instructors always made sure that everyone got every break, even if there were a lot of rushes in a row. During training, the learner could clock out if they wanted to, and they could go on a walk to stretch, and then come back and clock back in because the instructors were concerned about the learners being comfortable. Breaks were always given and respected by everyone.Breaks during training were the same as a regular employee working on the floor. The breaks were shown on the schedule, but they did not always get to them. During training, the instructor forgot to explain breaks to the learner, so they had to ask after training for a few days. Breaks were not as paid attention to because employees were overlooked.There was no time for anyone to have breaks; and even in training and working on the manual, the learner was not able to take any breaks. The management did not find breaks important, and the instructors were more concerned with how high the labor was because they wanted to let people off early. Letting them off early and taking no breaks affected the learners training because of the instructor and not getting a break.Length of TrainingThe training was at the learners own pace, so the length of training was excellent. The learner still got their breaks each day they went into work for training to be a barista. The length of training was necessary for all of the information, so the learner was comfortable when they were behind the bar making drinks. The training length depended on how many days, hours, and how much training the learner got done each day. The training length made the learner confident when they walked behind the bar.The training is fast pace, and the learner did not get as much time to spend on the booklets and practicing as they needed. The length of training is set by standards of percentages of how quickly people did their training. The learner started having trouble reading, and they could not miss their deadline for the length of their training. The learner was unsure when they stepped behind the bar to make drinks for the first time.The training length is short, so the learner did not get the training they needed to be a great barista. The instructor did not pay attention to training because they wanted everyone working behind the bar waiting on customers and making drinks. The manuals were not paid attention to or used, and there was no formal training. The learner felt lost and confused for months every time they stepped behind the bar because there was not much training at all.Senses (seeing, tasting, smelling, touch, and hearing)All of the senses are used in a coffee shop. The learner could see the menu, bar, and everything they had to use. The learner could taste what they smelled, and they would do coffee tastings during training. The smell was wonderful every time they walked inside, and it was also useful during the coffee tastings. Touch during training is essential because the learner needed hands-on training for the machines. During the training with the instructor the learner could always hear them, or they were both in the back room, which is completely quiet and good for short discussions.All of the senses are use in a coffee shop, but not every instructor focuses on these for the environment. The learner did not have to have perfect vision because they did not care. The instructors did rare coffee tastings, so smell and taste were not used as much. Touch was used during the short training, and then after because the learner had to touch the cups and machines to do a drink. The hearing was not always focused on in training, so the learner missed out on some information, and the instructor did not want to repeat themselves. The senses are just not concentrated on completely.All of the senses are experienced in a coffee shop, but during training, none of them were used. The learner did not have to see the menu or anything, but they needed touch to use the machines. Tasting and smelling did not matter because the instructor did not do coffee tastings while the learner was training. The hearing did not matter because the instructor was not talking or training. So, none of the senses were necessary for the learners training. ................
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