Hospitality Series
How to Design an Annual Hotel Training Program
Human Capital Development Programs should always address their effectiveness
Designing an annual hotel training program is one of the most interesting chores a Human Resources chief is in charge of.
I have designed 3 annual programs for Hyatt, 2 annual programs for Shangri-La and a host of other programs for other independent hotels, resorts and restaurants (www.vicalcuaz.com).
To say that each of these programs did not metamorphose into a better one defies our understanding of good, better, best!
I will run through the entire process from ground zero.
Let me first tell you what an annual hotel training plan is not:
- It is not the bible (the end all and be all)
- It is not a ‘feather in the cap’ of the training manager (it’s not about the TM, it is about you, the trainee)
- It is not a ‘magic pill’ that guarantees the transformation of employees overnight (enough said in this statement)
So what then is an annual hotel training plan?
- It is a menu of learning modules covering the requirements for basic and advanced knowledge, skills and attitudes pertinent to one’s job.
- It is a suggested attendance timeline in the course of one’s employment.
- It serves as one of many other tools available for one’s effectiveness at work.
The success of the annual training plan is to balance HR’s effciency in managing the entire process while ensuring its effectiveness in the actual work place.
Efficiency of the training plan has to do with the administrative details the HR team puts in place to ensure the plan is implemented accordingly. The better the implementation, the better the performance rating of the HR Team.
Effectiveness of the plan on the other hand is all about how an employee that is the recipient of a training class/session, learns and applies this training in the workplace.
Let’s get to it.
The Annual Training Plan should contain the following:
- Staff Development Matrix
- Modules for identified ‘Top Tier Staff’
- Modules for staff in general
- Modules for identified ‘Transformers’
- KRA (key result areas)/KPI (key performance indicators) Measurements
STAFF DEVELOPMENT MATRIX
The Staff Development Matrix is a listing consisting of all staff members from top to bottom. The matrix should contain the following:
- The top 10% in the organization that management recognizes as potential members who will contribute a greater percentage to over-all productivity.
- The bottom 10% in the organization that require extra attention and further development to bring them at par with everybody else.
- The remaining 80% of the staff that are performing as expected.
This matrix should be accomplished using all available tools starting with performance appraisals, direct supervisors’ inputs, and feedback from guests and peers.
The HR chief is responsible for ensuring the accuracy of this matrix, which will serve as the key element in the designing of the annual training plan.
MODULES FOR IDENTIFIED TOP TIER STAFF
In the over-all allocation of budgets and training time, the ‘Top Tier’ will be given specialized attention.
This means that they will receive more training time that will require a bigger budget allocation per head.
The rule-of-thumb would be a ratio of 2:1 at the minimum, compared to the 80%.
The training modules for the top tier could include any of the following:
- Management Development Programs offered by reputable business schools
- Domestic or foreign seminars, workshops and conventions
- Online courses
- Cross training within the organization and its affiliates
- Subscriptions to relevant digital platforms and materials
MODULES FOR THE STAFF IN GENERAL
These modules will include knowledge, skills and attitudinal training for all staff. Examples of these are:
- Skills Training in all operational areas
- Service Excellence Workshops
- Team Building
- Supervisory Skills
- Leadership Skills
- Training the Trainers
Staff in this matrix may from time to time be offered specialized training when necessary.
The HR team should have regular schedules for all of the above modules in the annual training plan. It should also accommodate on-demand schedules whenever required by any individual.
MODULES FOR IDENTIFIED TRANSFORMERS
Who are these identified transformers? They are those who perform and /or behave below the organisation’s expectations.
It is the responsibility of his direct superior in close coordination with HR to prepare a special ‘transformation plan’ for this individual. The idea of the plan is to have a ‘progressive timeline’ where targeted improvements should occur.
The bottomline is for these improvement targets to be realized in order to remove this individual from this list and return him to where everybody else is, the 80%.
If the individual does not improve in any way, then this will cause management to look into the only other option available which would be separation from employment.
In a soon to be published article in this series entitled ‘TRANSFORM OR BUST’ I will discuss in detail this module.
KRA (key result areas)/KPI (key performance indicators) MEASUREMENTS
I will assume you are familiar with KRAs and KPIs. If not you may quickly read the link for a general idea.
The HR department is tasked to measure the effectiveness of all training conducted on a monthly, quarterly and annual basis.
The best tool for these measurements is to establish departmental and individual KRAs and KPIs on a yearly basis.
The end result of these measurements will provide management the numerical data it requires to further improve all training and development.
The annual training plan must take all of the above into consideration with adjustments as required.
You may be interested to read related articles about the hospitality industry I have written earlier:
