Setelah karyawan direkrut, literature manajemen telah menunjukkan pentingnya pembelajaran dan pelatihan bagi organisasi. Pengetahuan dan praktik dapat meningkatkan keterampilan khusus karyawan dalam hal tertentu, seperti: aturan dan arahan, sekuensing, rutinitas dan pemecahan masalah, serta pengambilan keputusan (Grant, 1996). Pembelajaran dan pelatihan memiliki manfaat lebih bagi peningkatan tujuan organisasi jika organisasi dapat menyelaraskan pembelajaran dan pelatihan untuk mendukung tujuan organisasi mereka. Dalam penyelarasan strategis, pelatihan dapat menginformasikan pada karyawan tentang arah strategis untuk mendukung dan menciptakan pemahaman bersama tentang tujuan dan sasaran organisasi (Montesino, 2002; Schneider dkk., 2003). Demikian pula, Kaplan dan Norton (2006, 261), menegaskan bahwa “Human capital alignment is achieved when employee’s goals, training, (…) become aligned with business strategy”.
Karena keterlibatan langsung pelanggan dalam operasi pelayanan perusahaan jasa, pembelajaran dan pelatihan merupakan elemen penting
untuk melakukan kontrol kualitas dan untuk menjamin layanan yang baik (Schneider dkk., 2003). Selain itu, karena kompleksnya perusahaan jasa, pembelajaran dan pelatihan adalah cara bagi karyawan untuk meningkatkan pemahaman mereka tentang kualitas pelayanan, untuk meningkatkan keterampilan teknis dalam hal prosedur dan perangkat lunak, untuk memberikan kualitas pelayanan yang lebih baik kepada pelanggan, dan untuk bekerja dalam tim bersama anggota cabang dan karyawan dari departemen lain (Canel, Rosen, dan Anderson, 2000; Ponsignon, Smart, dan Maull, 2011; Schneider dkk., 2003).
Hansen, Sdanvik, dan Selnes (2003), merujuk pada hubungan antara pelanggan dan perusahaan serta peningkatan pengetahuan karyawan dan interaksi sosial melalui pelatihan dan pendidikan. Pendidikan dan pelatihan yang sesuai akan meningkatkan kemampuan karyawan untuk menyelesaikan setiap konflik yang terjadi saat memberikan layanan (Canel dkk., 2000). Pelatihan formal dalam pelayanan pelanggan harus dilakukan untuk mengonsolidasikan pengetahuan karyawan pada pelanggan dan pentingnya memberikan pelayanan yang berkualitas kepada pelanggan (Reichheld dan Sasser Jr, 1990:110; Schneider dkk., 2003).
Pemberton dan Stonehouse (2000), mengatakan bahwa dengan adanya pelatihan/pembelajaran akan dapat meningkatkan pemahaman sehingga karyawan mengerti:
1. Visi organisasi yang jelas;
2. Pemimpin yang perancang, pembelajar, dan pelayan; 3. Keinginan untuk perbaikan terus-menerus;
4. Menilai tinggi pengetahuan;
5. Mendorong pertanyaan dan eksperimen melalui pemberdayaan individu;
6. Kreativitas, pengambilan risiko, dan toleransi kesalahan;
7. Membangun kepercayaan untuk mendorong berbagi pengetahuan dalam organisasi dan dengan mitra yang dipilih;
8. Menekankan kontak dan komunikasi yang baik;
9. Mendorong sosialisasi dan pengembangan konsep masyarakat; 10. Experiential learning dari pengetahuan;
11. Visi eksternal untuk belajar dari lingkungan di mana bisnis beroperasi. Pembelajaran dan pelatihan sangat penting pada tahap pra- peluncuran produk layanan baru atau inovasi operasional baru untuk mensinkronisasikan pengetahuan dan keterampilan tentang produk dari tingkat atas ke tingkat bawah, untuk berbagi ketajaman pasar yang tepat
dari produk baru dan untuk mengoptimalkan proses pelayanan. Sekali lagi manusia merupakan modal pembangunan, melalui pelatihan maka membuat karyawan lebih produktif dan lebih baik dalam mencapai tujuan organisasi (Hatch dan Dyer, 2004).
Evaluasi kinerja dilakukan secara rutin oleh atasan pada bawahan mereka, terkadang perusahaan mempekerjakan seseorang untuk berpura- pura menjadi konsumen dengan tujuan untuk mengevaluasi karyawan garis depan saat mereka melayani pelanggan. Ini untuk meyakinkan bahwa karyawan tidak melakukan kesalahan yang tidak diharapkan dalam kinerja mereka. Setelah ini, perusahaan dapat memfasilitasi pembinaan untuk meningkatkan pengetahuan dan keterampilan karyawan.
Karyawan juga harus sering menjalani pelatihan yang bertujuan untuk mengurangi adanya pelanggan yang berpaling pada perusahaan lain. Misalnya: tindakan yang harus dilakukan ketika menanggapi perilaku pelanggan yang tidak selayaknya (Reichheld dan Sasser Jr, 1990).
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