Unit 4: Training & Development in Tourism & Hospitality Industry PDF

UNIT 4 Training and Development in the Tourism and Hospitality Industry Prof. Danceldale Calago  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 resource...

UNIT 4 Training and Development in the Tourism and Hospitality Industry Prof. Danceldale Calago  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 signif ic ant educational background to do their jobs effectively. A valet, cleaning staff, and restaurant waiters have distinct roles, as do check clerks, concierge providers, and managers, to name a few examples. However, since the whole team ref lects 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 the hospitality and tourism managers and executives must instill in their employees. There will be setbacks; this is a natural part of life. In the case of a misplaced reservation, for example, if the issue is not handled courteously and positively, the customer will not have a pleasant experience. The aim is to address the problems so that the visitor is pleased with the answer and wants to prolong her stay so that she will desire to return in the best-case scenario. 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 ensue and individuals will 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 its 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 an d d evelo p men t p ro g rams are o f p o o r q u alit y, w h ic h res u lt s in unsatisfactory performance. Employee training that is intensive, continuous, and dedicated, on the other hand, creates exceptional teams. Quality training has a beneficial effect on everything that matters most in the workplace, from employee loyalty to employee motivation to employee performance. Trai ni ng i s a syst e m at i c p ro c e ss b y w hi c h an organization's human resources gain knowledge and develop skills through instruction and practical activities that improve corporate performance. Training c an b e d e f ine d as ho w hum an re so urc e s g ai n 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 is a process of increasing knowledge 1. So simply we can say it is a process of learning and growth and skills of an employee 2. It is short/term focused and for a fixed duration 2. It is long/term focused, which takes place throughout the life of a person 3. Training is a job-oriented process 3. Development is a career-oriented process 4. Trainings are performed in an aim of improving knowledge 4. Developments are performed in an aim of improving and skill that are needed to perform their existing jobs knowledge and skill to face future challenges 5. It helps individual to learn how to perform his/her present 5. It prepares individuals for future job and growth in all job satisfactorily aspects 6. It is a reactive process 6. It is a proactive process 7. It is the result of initiatives, taken by management and it is 7. It is the result of initiatives, taken by self and it is a result of a result outside motivation self-motivation 8. Trainings are mainly attended by individual 8. Development are mainly attended by individual 9. Mainly training refers to learning new things and refreshing 9. Mainly development refers to implementing learned old one sessions and finding new ones 10. It focuses on technical skills, and it has a narrow scope 10. It focuses on conceptual and human ideas, and it has a wider scope 11. Training focuses on the role 11. While development focuses on the person 12. It revolves around present need 12. It revolves around 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. This emphasizes the signif ic ance of staff training and development in the hospitality and tourism industry since every position eventually strives to provide complete customer satisfaction. The experience of customers is inf luenced by employees in every aspect of the hotel 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 specif ically. You might force several staff members to participate in company-sponsored cooking courses, or you could bring in experts from well-known, established restaurants to train your wait staff. The signif icance 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 f irst orientation, which usually focuses on your business rules and employee perks. Continuous training may signif icantly contribute to your f irm's development. When you invest in new workers by giving them learning opportunities, they may be motivated to go above and beyond what is expected of them in the f ir st place. Adequate and proper training improves your capacity to identify prospective employees who have the potential to develop into leaders in your organization. Furthermore, concentrated training has a trickle-down effect. New employees learn from experienced employees about the most effective methods to increase customer satisfaction. Human resources experts, seasoned employees, and consultants may all assist in the training of new employees. Investing in the development of your staff is critical to maintaining a high level of visitor satisfaction over time. You may choose your best performers to participate in advanced training se ssio ns that may be linke d w ith pro mo tio ns o nc e yo u have established a reputation for providing excellent customer service. They are aware of the signif ic ance of progressive employee development and the importance of encouraging it among their peers. When you invest in development and encourage it among your developing new supervisors and managers, you are demonstrating your trust in the individuals who work for you. The hospitality and tourism sectors, which have a high turnover rate, may prof it from the development of exceptional people throughout their careers. By doing so, you can maintain consistency throughout the organization while also improving your future workforce. KEY CONCEPTS IN PREPARING A TRAINING PLAN An essential part of information transmission in hospitality and tourism operation 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. Effect ive t ra ining pla nning is a process t ha t is ca rried out throughout the whole project lifecycle. Identifying and collecting training needs analysis should f irst start early in the design phase to identify business, technical, user, and maintenance processes. Plans and resources are developed to implement the first concepts. During the testing phase, these artifacts are verif ied and completed later in the project's life cycle. These materials are f ine-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 Tra i ni ng P l a n i s a d o c um e nt t ha t c o nv e y s to management and other stakeholders the specif ics of the planned training program. A training plan that has been authorized gives the project team the necessary guidance and structure for the training program. The document outlines critical information regarding the training program's objectives, schedule, strategies, m ateri al s, m ethod s, c urri c ul um , and sup p or ti ng resources for implementing the program. It also includes plans for continuous improvement and helps ensure that stakeholders are appropriately trained for their specif ic job functions. A f ive-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 identif ie s and explains current knowledge, skills, instructional issues, goals, objectives, learning environment, audience type, limitations, and delivery choices. 2. Design Phase specif ies learning goals, assessment tools, activities, content, subject matter, lesson plans, medium, and presenting style for each material. In designing a training plan, the following matters should be considered: a. Program duration b. Program structure c. Instruction methods d. Trainers' qualifications 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 trainers' 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 of the program in terms that management and executives can understand (increased productivity, improved quality, decreased cost, etc). SAMPLE TRAINING PLAN FOR NEWLY HIRED RESTAURANT EMPLOYEE Date Topic Duration Facilitator Venue Day 1 New Recruits 1 day Training and HO/Store Orientation Development Day 2 St o r e To ur and 1 day R e s t a u r a n t Store Observation Manager/Head Chef Day 3 Classroom Training 1 day Training and HO/Store Fo o d Safet y and Development Sanitation Training Day 4 Classroom Training 1 day Training and HO/Store C us t o m e r S e r vi c e Development Standards Training Day 5 Classroom Training 1 day Training and HO/Store FSC Standards Development Training Day 6 Classroom Training 1 day Training and HO/Store Acco unt ing /Cas h Development Handling Standards Training Day 7 Classroom Training 1 day Training and HO/Store Basics of Floor Development Control Training  Date Topic Duration Facilitator Venue Day 8-9 Store Training Menu 2 days Restaurant Manager Store and Cashiering Training Day 10-11 Store Training 2 days R e s t a u r a n t Store Bartending Training Manager/Server Day 12-14 Store Training Actual 2 days R e s t a u r a n t Store Service Training Manager/Server Day 15 Revalidation 1 day Area Manager Store Day 16-17 Store Training Shadow 2 days Restaurant Manager Store Shift Handling (Opening) Training Day 18-19 Store Training Shadow 2 days Restaurant Manager Store Shift Handling (Closing) Training Day 20 St o r e Training So lo 1 day Restaurant Manager Store Shift Handling (Opening) Training Date Topic Duration Facilitator Venue Day 21 Store Training Solo 1 day Restaurant Manager Store Shift Handling (Closing) Training Day 22 Revalidation 1 day Area Manager Store Day 23 Feed backing 1 day Training and Store Development THANK YOU!