Kenneth Wai, Area Director of Human Resources, Shangri-La Hotel explains why diversity of training methods is so important.
Diversify training methods
To provide structured training and ensure consistent quality of ideas, the Shangri-La makes use of on-boarding videos in addition to conducting on the spot 30-minute training sessions. Both methods help reinforce skills and help staff respond to common guest requests. Wai added, many multi-national companies already conduct a lot of classroom training, but could benefit from more operational, on-the-job coaching. Wai believes it is important to invest in more dynamic training. E-learning is being introduced in his organisation, which is especially good if employees do not have much time in their schedules to undertake traditional training.
The Shangri-La Academy at the Sun Yat-Sen University campus in Zhuhai, China offers certificate and diploma programmes, workshops, seminars and short courses for hospitality professionals in areas such as hotel operations, management and English among others. It also acts as a source for best practice, and promotes teamwork and camaraderie among staff.
Wai noted that it was important to look at different types of training to motivate staff because traditional lectures may not work. One solution, provided by the Shangri-La, is their self-paced leadership programme. The programme allows staff to develop themselves and widen their knowledge of different departments—particularly important for future directors. Staff must schedule these studies themselves, which also gives them an opportunity to demonstrate good time management, determination and organisational skills.
Shangri-La places a huge emphasis on development because they have new hotels opening every year. Employees need to be well-trained and mobility is encouraged. Secondments provide a mutually beneficial means of training and ideas exchange. Island Shangri-La in Hong Kong has two guest relations officers from China, which is an advantage for Hong Kong colleagues because they are native Putonghua speakers. They also benefit because they have more training and exposure to the industry while in the SAR.
On-going process
Wai asserted that training was often neglected during the recession, however as the economy and companies grow, there has been a growing realization that training and developing employees save the company money. The HKMA Award encourages SMEs to implement training programmes and identify the needs of the company and individuals.
Key criteria for effective training
The Awards also provide very structured judging criteria, and this is a great tool for companies to use to help benchmark how they are doing with their staff development programmes. Key issues judged include:
- Identifying training needs
- Having support from top management
- Having an effective programme design
- Delivering and implementing effectiveness evaluations
These guidelines or criteria are advisable for any training programme. Participants learn what is necessary for a good programme, therefore helping them to assess their programmes objectively and evaluate their effectiveness. In the interest of fairness when judging, the whole committee sits down to discuss issues if there is any variation in their opinions to ensure that all the judging criteria are being met by all the entrants. The Awards panel also reviews written submissions for evidence and on some occasions may vote. As much as possible they try to put people through to the second round to see if they can provide further evidence to substantiate their training and development programmes.
Top management buy-in
Wai highlighted the importance of getting support from top management, as they know about the company’s strategic direction, and can therefore assess if the training is in line with these objectives and ensure that the right employees attend. He added, “Training and development is critically important, and luckily we always have support from top management which means the training has very clear objectives and the training budget doesn’t get cut.”
Huge financial investment not required. Wai urged employers to invest more in training and ensure that top management identifies the company directives, goals and objectives. Plans must address cost, design, and engagement of staff and evaluation to ensure it is effective.
Wai pointed out, “For both large companies and SMEs, training does not need to be expensive, but effective.” He added, “Training programmes do not have to be outrageous, but the key is adapting and making use of all opportunities.”
Wai concluded, “Training is a solution. If you, your department or company has difficulties, training can put it in a positive light, solve the problem and help to realise the company goals. There will always be challenges such as fitting training into the schedule, but if we want people to be flexible, we need to be flexible as well.”
Paul Arkwright
Publisher
