The hotel business is a lucrative venture in most parts of the world. This kind of business requires much planning as well as knowledge concerning the target market and associated challenges. There are many essential aspects in such a business. They include the staff of the establishment, location of the hotel facility, the type of facility available and the level of competition that such a facility is likely to face. Others include the clients and what they would prefer as the service offered by a hotel., It is important to note that the staff of the hotel plays a crucial role in the achievement of the objectives for which the company has been set up. This paper seeks to explain how effective training and the development of the human resource should be in liaison with the objectives and goals of the business.
The cost involved in undertaking practical training is enormous. However, it is cheaper than foregoing the staff developmental training at all. The kind of program suggested to be put in place for the training is an important aspect of the staff development. The staff undergoing the program may need to acquire knowledge that they can use for the attainment of the organization’s objectives. The participants should have both the theoretical basis and the practical part of the training they go through after the training period is over. The training program should also arouse interest in those being trained, and give them an appetite for the intake of knowledge on offer. However, the emphasis should be made on the staff’s drawbacks which have to be eliminated (Chen, Sok, & Sok, 2007).
Another essential element of the staff training is a training plan. Planning will enable the development of training design to be intent on changing know-how and technical capability in the hotel business. In many cases, personnel training have to instill in employees the desire to achieve the objectives of the business. Training has to be effective in eliminating the inefficiency mentioned earlier (Chen et al., 2007). While planning, the needs of training the hotel staff will be identified through the analysis of deficiencies in particular aspects of the service delivery. To define appropriate skills and knowledge that employees need is critical in formulating the plan for the hotel business. It is crucial to understand whether the employees require additional training in order to increase the capacity of the organization. For example, additional training is required when the organization needs more staff with the prerequisite skills to help the VIPs. It is also important to train such staff on the efficient use of certain technical equipment to serve customers in the hotel.
Employee training in the hotel business requires certain level of flexibility. This comes after the right plan and program have been introduced. The instructors have to identify the unique needs of most of its participants. To achieve this, they have to use varied instruction methods in order to benefit maximum number of individuals taking part in the training. Training and teaching could be rather beneficial in delivering knowledge and skills to the hotel staff. The training should also help the trainees to achieve the level of self-efficacy. The members need the confidence in their abilities in relations to what they have been trained for, irrespective of how delicate the task of serving people appears to be. For instance, a junior chef who received training to improve his or her culinary skills should have the belief that he or she can do what the senior chefs can do. After such trainings, confident trainees demonstrate very strong commitments towards the achievement of the hotel’s objective. To make the training more efficient, the trainees should be supported by the supervisory and managerial staff of the hotel. In this way, the staff can make use of what they were taught during the course. This element of social support has to be emphasized by the leaders of this hotel in order to overcome the deficiency in service delivery in future. The ability to apply the skills and knowledge learnt by the participants in their areas of jurisdiction within the business is another important aspect. The application of this knowledge is the most critical element of the training program for the hotel facility (Chen et al., 2007).
The managers and owners of the business face many challenges in their quest to address the performance standards of a hotel business. Failure is inevitable if the management of the business does not view these challenges with the positive amount of attention or doesn’t apply enough efforts to overcome them. Among the challenges they are likely to face is the absence of integration in the situation where the performance management is involved. The performance management has to be blended with other systems in the business like human resource and the strategic plans (Blanchard &Thacker, 2013). All the objectives of the business have to be synchronized. For instance, the goals of the trainees should be in line with those of the hotel business. The leaders of the business have to demonstrate that they are truly behind the whole performance management initiatives. Their vision of the business should inspire other employees to achieve the same goals. Above all, the implementation of the performance management should be spearheaded by the top leaders.
Another possible challenge is the level of competency of those involved in the implementation of the performance management initiative. They should be knowledgeable about management areas in order to carry out all the core aspects of the performance management initiative. These elements encompass the development of the business performance indicators in its core areas and the use of proper measures for these developed indicators. They also include effective communication concerning the results, and conducting monitoring as well as evaluating this performance. The performance management is an important aspect for any organization or business (Blanchard & Thacker, 2013).
An organizational gap in the business can be connected with the people, processes or the right technology. It refers to individuals or items that add very little or are valueless to the company, or a person, process or technology that is necessary for the business to get what it aims at. A gap analysis is beneficial to small business in a number of ways; one of them is in the assessment of resources the business has in its arsenal necessary for the achievement of its objective. For example, if the hotel business has the vision of expanding or adding a facility such as a swimming pool, the management or the leaders will have to consider the availability of the resources, and its implications of the business future.
By conducting a gap analysis, the business is capable of prioritizing with respect to utilization of the resources. For instance, renovation and repair of critical facilities that are major revenue earners should be given priority over the planned expansion. Gaps can also reveal dissatisfied clients and even staff. Thus, the hotel can undertake projects that are practical and in line with the expectations of both clients and personnel. The employees are also important since their satisfaction with work has an impact on their morale, which in its turn influences their productivity. This is crucial for a hotel business (Becker, 2007).
In the hotel business it is essential to train staff as a means of enhancing business position on the competitive market. The training has to cover critical areas of the business, especially those involving the staff that was recruited without any tertiary training in the hospitality industry. The main items for the training will largely depend on the assessment of training needs that have uncovered the following areas of weakness for the employees of this business.
• General management and marketing.
• Record keeping and financial management.
This training is possibly the best solution since many of the staff at the hotel have serious drawbacks in these two areas. The training design has considered the use of lectures and practical demonstrations at the facility. There will also be activities geared towards team building in the business, and aligning the goals of the trainees with the objectives of the business. The combination of the first two teaching methods will ensure the attainment of both theoretical foundation, and practical skills required to achieve the objective of the training. After the training the trainees are expected to keep records of all the clients checking in at the hotel and manage their accounts and be conversant with all the payment methods.
Finally, they are also expected to know how to manage the guest house records. Metric is defined for the purposes of calculating the return on investment using the formula below. Return to investment (RI) is equivalent to changes in the cost of activity/cost of training x100. The RI of more than 100 is favorable for the training that has been undertaken. Metric is measured before the training and translated in terms of money. It enables accurate calculation of the return on investment since the second value is calculated after the training and the difference between the two is taken as a change in the cost of activity. The cost of training is computed from the following costs: the payment to the instructor, materials used in the training, disruption of service in the facilities used for the training and the time expressed in terms of money the staff have spent on training away from duty (“A step by step approach to determine your return on training investment”, n.d).
The upgrading and repair of the facility in the hotel, necessitated by the training program, are suitable for the image of the business and will also enhance the efficiency. For example, the installation of an integrated financial management system in all the departments of the business promotes effective service delivery. The training conducted on marketing and management will be beneficial for the front office staff. To maintain the image of the hotel, it is prudent to have the essentials of advertising. It will as well cause enormous embarrassment if a client complains about the deficiency in this area. Such skills are covered adequately by the principles of management.
In conclusion, effective training and development of the human resource should be in liaison with the objectives and goals of the business. The hotel business needs highly competent personnel in order to ensure that they deliver high-standard services. Thus, there is a need for further training and development as outlined above.