CHAPTER-V.docx

**CHAPTER V** Hospitality Training Centers -- Real Tourism **Training and Development in the Tourism and Hospitality Industry** **Learning Objectives** At the end of this chapter, students must have: 1. defined what training is and differentiates from development; 2. discussed the importance...

**CHAPTER V** Hospitality Training Centers -- Real Tourism **Training and Development in the Tourism and Hospitality Industry** **Learning Objectives** At the end of this chapter, students must have: 1. defined what training is and differentiates from development; 2. discussed the importance of training and development; and 3. Identify the key concepts in preparing a training plan. **Introduction** Many people who work in the hospitality and tourism industry begin in entry-level roles and progress up the ranks. Investing the time and resources to educate employees makes it simpler to identify and nurture the potential for advancement to higher management roles within a business. Hospitality and tourism training is available in many different formats. Interaction with hotel customers is a fundamental skill, and communication is one of them. Guests see the personnel as a cohesive one, therefore collaboration and diversity training are also part of the curriculum. Learning to collaborate with individuals from various backgrounds is vital since staff members never know what kind of guests they will be serving or their environments. While this is true, the overall customer experience must be consistent across the board. **Employee Training and Development** The hospitality and tourism sector employs a varied workforce, including a range of professions that may or may not need a significant educational background to do their jobs effectively. Valet, cleaning staff, and restaurant waiters have distinct requirements from check-in clerks, concierge providers, and managers, to name a few examples. However, since the whole team reflects a hotel's hospitality culture, educating everyone from top to bottom on a particular set of values and norms is necessary. The hospitality and tourism business aims to provide excellent service that results in memorable experiences. This is something that hospitality and tourism managers and executives must instill in their employees.  If a risk arises at the hotel, visitors turn to the personnel for guidance. After all, the staff is acquainted with the area, while the customers are unfamiliar with it. Staff members should be educated in the fundamentals of safety, with many of them capable of doing first aid and CPR if required. In addition, the hospitality and tourism sector must train its employees and create [contingency plans] in the case of natural catastrophes or possible terrorist actions. This is critical because if the staff is unsure of what to do, pandemonium will ensure as individuals panic while identifying the best course of action.  [The ability of hospitality and tourism employees to achieve success (or failure) will always be a determining factor in their overall performance]. This, in turn, will be decided by the level of training that each member of the team receives throughout their time on the job. [The hotel industry\'s training and development programs are of poor quality, which results in unsatisfactory performance.] Employee training that is intensive, continuous, and dedicated, on the other hand, creates exceptional teams. There is no additional investment that has the potential to provide such significant profits in any business or area. Quality training has a beneficial effect on everything that matters most in the workplace, from employee loyalty to employee motivation to employee performance. ***[Training]*** is a systematic process by which an organization\'s human resources gain knowledge and develop skills through instruction and practical activities that improve corporate performance. Training can be defined as how human resources gain knowledge and develop skills through education and practical exercises to enhance corporate performance. On the other hand, the term \"***development***\" refers to an educational process primarily concerned with gaining knowledge of the overall growth and improvement of the employee\'s abilities. ***Difference between Training and Development*** +-----------------------------------+-----------------------------------+ | **Training** | **Development** | +===================================+===================================+ | 1. So simply we can say it is a | 1..So simply we can say it is a | | process of increasing the | process of learning and | | knowledge and skills of an | growth | | employee | | +-----------------------------------+-----------------------------------+ | 2. It is short-time/term focused | 2. It is long-timer focused, | | and for a fixed duration | which takes. place throughout | | | the life of a person | +-----------------------------------+-----------------------------------+ | 3. Training is a job-oriented | 3. Development is a | | process. | career-oriented process. | +-----------------------------------+-----------------------------------+ | 4. Training is performed to | 4\. Developments are performed | | improve knowledge and skill | to improve knowledge and skill | | that are needed to perform | to face future challenges | | their existing jobs | | +-----------------------------------+-----------------------------------+ | 5. It helps an individual to | 5. It prepares individuals for | | learn how to perform his/her | future jobs and growth in all | | present job satisfactory | aspects | +-----------------------------------+-----------------------------------+ | 6\. It is a reactive process | 6\. It is a proactive process | +-----------------------------------+-----------------------------------+ | 7\. It is the result of | 7\. It is the result of | | initiatives, taken by | initiatives, taken by self and | | management and it is a result | it is a result of | | outside and it is the result of | self-motivation | | self-motivation | | +-----------------------------------+-----------------------------------+ | 8\. Training arising attended by | 8\. Development is mainly | | individual | attended by individual | +-----------------------------------+-----------------------------------+ | 9. Mainly training refers to | 9\. Mainly development refers to | | learning new things and | implementing learned sessions | | refreshing old one | and | | | | | | finding new ones | +-----------------------------------+-----------------------------------+ | 10. It focuses on technical | 11. It focuses on Conceptual and | | skills, and it has a narrow | human ideas, and it has a | | scope | wider scope | +-----------------------------------+-----------------------------------+ | 12. Training focuses on the role | 12 When agile development focuses | | | on the person | +-----------------------------------+-----------------------------------+ | 13. It revolves around the | 13\. It revolves around the | | present need | future need | +-----------------------------------+-----------------------------------+ ***Importance of Tourism and Hospitality Training and Development*** Providing customers with food, accommodation, or a mix of these and other services is the primary purpose of companies in the hospitality and tourism sector. It is impossible to emphasize the significance of staff training and development in the hospitality and tourism industry since every position eventually strives to provide complete customer pleasure. The experience of customers is has influenced by employees in every aspect of the tea industry, from dishwashers to managers and owners. Employee-guest interactions may go awry if they are not adequately trained, which can harm your bottom line. Although training may be costly, the advantages can often exceed the expenses associated with the process. The most effective outcomes from a training program may be obtained by focusing on areas that need development. *For example*, if you\'ve seen an increase in complaints from customers about food quality and service, you could direct your training efforts on improving these two areas specifically. You might force your chefs to participate in company-sponsored cooking courses or you could bring in servers from well-known established restaurants to train your wait staff. The significance of these efforts will become evident when client complaints are turned into compliments, and you begin to see an increase in recurring business from your customers. You should begin training your new employees as soon as possible after they are hired, educating them on your [standard operating procedures as well as the details of their tasks.] This puts them on the correct path right from the start of their job and prevents the formation of negative habits down the road. When it comes to new employees, job training should extend well beyond the first orientation, which is usually focused on your business rules and employee perks; continuous training may significantly contribute to your firm\'s development. ***Key Concepts in Preparing a Training Plan*** An essential part of information transmission in hospitality and tourism operations is designing a training plan. When a product moves from the development stage to operations, it must be seamlessly integrated with the customer\'s existing infrastructure. Effective training planning is a process that is carried out throughout the whole project lifecycle. Identifying and collecting training needs analysis should first start early in the design phase to identify a business, technical, user, and maintenance process. Plans and resources are developed to implement the first concepts[. During the testing phase, these artifacts are verified and completed later in the project\'s life cycle]. These materials are fine-tuned before being implemented if any changes are required. We conduct training on using the product system and its supporting components before moving into the operation and maintenance phase. A ***Training Plan*** is a document that conveys to management and other stakeholders the specifics of the planned training program. A training plan that has been authorized gives the project team the authority to spend resources on creating, designing, and executing the planned training program. The document outlines critical information regarding the training program's objectives, schedule, strategies for designing and developing curriculum and supporting training materials, a method for implementing the program, campaigns for continuous improvement, and helps to ensure that stakeholders are appropriately trained for their specific job function A five-phased Instructional System Design (ISD) method is usually used to create a training program, supporting training materials, and its related training plan: 1. ***Analysis phase*** identifies and explains current knowledge and skills and instructional issues, goals objectives, learning environment, audience type, limitations, and delivery choices. 2. ***Design phas*e** specifies learning goals, assessment tools, activities, content, subject matter, lesson plans, medium, and Presenting style for such materials. In designing a training plan, the following must be considered: a. Program duration b. Program structure c. Instruction methods d. Trainers qualification e. Nature of trainees f. Support resources- materials, OHP, classroom g. Training location and environment h. Criteria and methods for assessing participant learning and achievement i. Criteria and methods for evaluating the program 3. ***Development phase*** develops and assembles training material elements, such as storyboards, textual content, presentations, graphics, and e-learning, conceived during the design phase. 4. ***Implementation phase*** involves facilitator and/or teacher training, validation of anticipated learning outcomes, execution of planned delivery methods, testing and ongoing improvement of processes and techniques, and use of available resources. Besides the trainer\'s qualifications and experience, the following are also needed: a. Participant selection b. Group comfort - physical and psychological c. Trainer enthusiasm and skills d. Effective communication e. Feedback mechanism f. The need to learn new training skills g. Preparation by trainers 5. ***Evaluation phase*** allows users, instructors, and other stakeholders to assess and comment on the training program and supporting artifacts, instructors, and methods. Effective training metrics are critical for evaluating if and how well training has aided corporate objectives. This is often done using a four-level evaluation model. Successive levels build on the information provided by lower levels to measure performance by analyzing: a. Reactions-How participants reacted to the training program. Did they like it? Was it relevant to their job function? b. Learning - Assess the extent students have advanced their knowledge, skills, and attitudes towards what is being communicated in the training program. c. Knowledge Transfer - Measure the change in behavior due to the training program. Are the knowledge and skills gained during the training program being used by the trainee? d. Results-Measures the success f the program in terms that managers and executives can understand (increased productivity, improved quality, decreased cost, etc). ***Sample Training Plan for Newly Hired Restaurant Employees*** +-------------+-------------+-------------+-------------+-------------+ | **Date** | **Topic** | **Duration* | **Facilitat | **Venue** | | | | * | or** | | +=============+=============+=============+=============+=============+ | Day 1 | New | 1 day | Training | HO/Store | | | Recruits | | and | | | | Orientation | | Development | | +-------------+-------------+-------------+-------------+-------------+ | Day 2 | Store Tour | 1 day | Restaurant | Store | | | and | | Manager/ | | | | Observation | | Head Chef | | +-------------+-------------+-------------+-------------+-------------+ | Day 3 | Classroom | 1 day | Training | HO/ Store | | | Training | | and | | | | Food Safety | | Development | | | | and | | | | | | Sanitation | | | | | | Training | | | | +-------------+-------------+-------------+-------------+-------------+ | Day 4 | Classroom | 1 day | Training | HO/ Store | | | Training | | and | | | | Customer | | Development | | | | Service | | | | | | Standard | | | | | | | | | | | | Training | | | | +-------------+-------------+-------------+-------------+-------------+ | Day 5 | Classroom | 1 day | Training | HO/ Store | | | Training | | and | | | | FSC | | Development | | | | Standard | | | | | | Training | | | | +-------------+-------------+-------------+-------------+-------------+ | Day 6 | Classroom | 1 day | Training | HO/ Store | | | Training | | and | | | | Accounting/ | | Development | | | | Cash | | | | | | Handling | | | | | | Standards | | | | | | Training | | | | +-------------+-------------+-------------+-------------+-------------+ | Day 7 | Classroom | 1 day | Training | HO/ Store | | | Training | | and | | | | Basics of | | Development | | | | Floor | | | | | | Control | | | | | | Training | | | | +-------------+-------------+-------------+-------------+-------------+ | Day 8-9 | Store | 2 days | Restaurant | Store | | | Training | | Manager | | | | Menu and | | | | | | Cashiering | | | | | | Training | | | | +-------------+-------------+-------------+-------------+-------------+ | Day 10-11 | Store | 2 days | Restaurant | Store | | | Training | | Manager/ser | | | | Bartending | | ver | | | | Training | | | | +-------------+-------------+-------------+-------------+-------------+ | Day 12-14 | Store | 3 days | Restaurant | Store | | | Training | | manager/ser | | | | Actual | | ver | | | | Service | | | | | | Training | | | | +-------------+-------------+-------------+-------------+-------------+ | Day 15 | revalidatio | 1 day | Area | Store | | | n | | manager | | +-------------+-------------+-------------+-------------+-------------+ | Day 16-17 | Store | 2 days | Restaurant | Store | | | Training | | Manager | | | | Shadow | | | | | | Shift | | | | | | Handling | | | | | | (opening) | | | | | | Training | | | | +-------------+-------------+-------------+-------------+-------------+ | Day 18-19 | Store | 2 days | Restaurant | Store | | | Training | | Manager | | | | Shadow | | | | | | Shift | | | | | | Handling | | | | | | (closing) | | | | | | Training | | | | +-------------+-------------+-------------+-------------+-------------+ | Day 20 | Store | 1 day | Restaurant | Store | | | Training | | Manager | | | | Solo shift | | | | | | Handling | | | | | | (opening) | | | | | | Training | | | | +-------------+-------------+-------------+-------------+-------------+ | Day 21 | Store | 1 day | Restaurant | Store | | | Training | | Manager | | | | Solo Shift | | | | | | Handling | | | | | | (Closing) | | | | | | Training | | | | +-------------+-------------+-------------+-------------+-------------+ | Day 22 | Revalidatio | 1 day | Area | Store | | | n | | Manager | | +-------------+-------------+-------------+-------------+-------------+ | Day 23 | Feedbacking | 1 day | Training | Store | | | | | and | | | | | | Development | | +-------------+-------------+-------------+-------------+-------------+ Name:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ Date:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ Year/sec:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ Score:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ ***Discussion Questions*** 1. What is the difference between training and development? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ 2. How important is training and development in hospitality and tourism operations? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ 3. What is a training plan? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ 4. Enumerate the key concepts of the hospitality training plan and discuss each \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ 5. What is the importance of making a training plan as part of hospitality training and development? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ ***Concept Application and Discussion*** Assuming you are the Training and Development Manager of a hotel. Make a one-month training plan for a particular hotel department. Use the template provided below. You can use as a guide the example given in the lesson discussion. ***Training Plan for (indicate the hotel Department)*** **Date** **Topic** **Duration** **Facilitator** **Venue** ---------- ----------- -------------- ----------------- -----------