3. Typical situation Employee leaves New person brought on board Short of staff, time pressure How will new person know what to do? Who does the training usually? How good a job will they do in training? Is the trainer skilled?
6. Why the buddy system is not a good idea? No control over work methods, procedures, services, attitudes, performance standards New person will at best only be as good at these as the person training him/her is Let’s talk about examples
7. Cost versus Benefits for company Small mistakes can have big impact Reduce turnover Manager will have more time to lead Reduce tensions Consistency of product and service, return guests Lower costs
8. Benefits to employee Morale, confidence, comfort Satisfaction, security Less stress Reduced accidents Career advancement Cross Training
10. Barriers to training Need someone NOW Time and money Turnover: “just got him trained” Diversity of backgrounds and motivation Some jobs are not very interesting, others are very complex and require more investment (examples:…..) Content: what and how do you want it done
11. Who is most logical person to do the training?
21. Trapp Family Lodge TQM: develop service standards for all jobs: Job analysis Job standards Training program to train job standards Feedback program (customer service feedback: Marketing Metrix – sample) Involve everyone, build from bottom up based on company mission and values
22. Trapp Family Lodge Discuss with owner to define parameters and buy-in Meet key managers to get buy-in Set goals with senior management Organize staff meetings: overall, by department, by shift – discuss concept Develop job analysis teams: 3 to 4 people by department or shift including managers and line staff
23. Trapp Family Lodge 6. Develop performance standards for each task in job analysis 7. Train the Trainer: select one or two staff members (or more) to become department trainers, adjust their job description and pay 8. Weekly training sessions 9. Daily line-up; standard of the day 10. Measure guest satisfaction scores, feedback
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25. Different from re-training efforts at TFL: what are the differences?Orientation for all staff of entire resort New culture, all staff new Training of all new staff members Job descriptions for each position developed by managers
26. Training Session parameters Select standard you are training on Set objective for training session (i.e. after 1 hour of training housekeeper will know how to make bed according to the job standard) List all tasks involved and standard associated
27. How do you train? Show and tell Employee does task him/her self Repeat if needed Follow through Group or individual training Location: quiet Training materials are professional and organized
28. How much training does someone need? Let him or her do the task first to determine level of knowledge Train based on level of existing knowledge Evaluate
29. Re-Training When would this be needed? Changes in job, tasks (examples) Performance drops Going back to old habits Question: what leadership style would you use in re-training?
30. Keep in mind, possible obstacles Fear and anxiety Varying levels of intelligence Attitudes Involve all senses: seeing, hearing, feeling, experiencing -> examples?
32. Training as career development tool http://www.hiltoncampus.com/lit-program.php http://www.starwoodhotels.com/sheraton/careers/recruiting/mgmt_training.html
35. Home Work Prepare Case Study 3.3 (page 309) for discussion in class Research and prepare a short (no more than one page) essay about performance review methods in the hospitality industry: Describe method Advantages/disadvantages Why you like or dislike method
