Assessing Training Needs (Lecture 2: 27th November)

Organizational Analysis

• Here we focus on determining which factor are causing gaps in performance and what results the organization wants that is not yet achieving.
• Organizational need analysis is influence by internal and external factors.
• Training goals need to be aligned with the organizational goals
• It will help to align the goals of individual departments with the organization's goals

What type of training initiatives are of high priority for the property?

• Changing law or regulation
• When larger group need training.
• Pressure for the executive or corporate office
• If the performance problem has a high cost or risk if not addressed.

 Job and task analysis

• Job is made up of a series of tasks and each task has a standard or best practice associated with the task.
• This analysis begins with how the work should be done.
• The job is broken down into smaller tasks that are recorded on a task list.
• It is challenging to analyze, because ‘people accomplish same task in similar yet different ways’.
• Standardization of the task by eliminating the variations during a job analysis can produce: increase in consistency and quality, and decrease in time and cost.
• System approach is used to break each job into different processes and determines the best method for each.
•  This analysis is foundation for job description, performance evaluation and training a particular position.

The job analysis process can be broken into four phases

•  Develop a comprehensive list of tasks for each position.
• Break each task into organizational standards.
• Determine the best practice or performance standard.
• Merge these components to construct a comprehensive job description.

Task list: When jobs is broken down into individual tasks duties, responsibilities and the frequency, the list of such task is called task list or job check list.

The job Breakdown: In this phase we further break down each task listed into specific components, required equipment, supplies needed, procedures to be used and proficiency scores. The detailing depends upon organization standard, expertise of employees.

 Job Standards: They are the written document which prescribes certain standard to maintain to achieve the specific goals of the tasks and the training outcomes.

 Job descriptions: It defines the various criteria that the job demands. It is the standard by which a job is evaluated and new employees are hired.

Data collection Methods

• Data can be drawn from multiple sources which results in more information, more possible solution or alternative and more reliable decisions.
• The methods of data collection are:
• ◦      Interviews, observation, focus group, expert opinions etc.
• ◦      Greater the number of sources, the greater will be the reliability of data, which can accurately reflect workplace behavior
• ◦      Factors to consider in determining sources are: cost, time, size of groups, location of groups etc.

Classification of Data:

• Qualitative
• Quantitative
• Combination or blended
• Extant data

Surveys and Questionnaires

• It provides us with quantitative data.
• It allows to ask specific question in a standardized format.
• To encourage truthful responses, confidential must be assured.

Focus Groups

• It helps in collecting qualitative data.
• It focuses to have face to face interaction with number of participants simultaneously.
• Group discussion skills determine the effectiveness of a focus group.
• It is successful when discussion is carried in group of people with similar background, work areas, and having common goals.

Extant data

• The data collected from the operational records are called extant data.
• It requires high degree of skill to analyze and interpret the data correctly.

Nominal group technique

• It gives both qualitative and quantitative data.
• It is the process of data collection where the managers are gathered to brainstorm on a training issue.
• This will ensure sharing of ideas, promote consensus and encourages management for further input.

Interviews:

• It provides qualitative data.
• The interview should be structured
• It should focus on open ended questions
• Need to consider number of factors before conducting the interview. i.e.  Schedule date, time, plan questions, send questions, etc.

Observations

• It provides both quantitative and qualitative data.
• The data is collected by observing at the work place.
• It should be factual rather than judgmental.
• It is important that the observer do not interfere with the work performance.
• The observer should be detail-oriented, objective and accurate.

Assessing Training Needs (Lecture 1: 25th November)

Why assessing needs is crucial?

• Managers often choose training based on intuition or according to the latest hot topic, often on issue not specific to the organization.
• This will be major reason for the failure of the training, resulting to unproductive training, and resistance for future training.
• The purpose of training is to help employee work efficiently to meet organization objective by reducing any problems or gaps in organization.
• The best way to identify problems or gaps is through need assessment.

How it helps?

• It focuses us to be aware that the problems exist.
• Focus us to define the problem
• It helps to be certain that the problem can be solved through training or not.

Need Assessment

• Allows the manager to identify the organization's needs, identify the needs of employees, the needs of job and task, and establish criteria for developing training and measuring its success.
• It determines the organizational gaps between ideal and actual performance.
• Examination of gap focuses on the cause of the gaps the extent of the gaps and possible solutions to them.
• It focuses on long term fix of the problem and allows to identify solutions that get at the root of the problem.
• Training director or manger, or someone form training and development or human resources department conducts need assessment.

Identifying needs

• The success of training program depends on how clearly the gaps between ideal and actual performance is identified.
• The precise assessment will form basis for selecting training program.

Gap Analysis

• It is process of comparing the operations standards to the actual performance of employees.
• Ideal outcomes – actual outcomes = gap or problem.
• We need to determine the gap is due to:
• ◦      Lack of skill
• ◦      Lack of knowledge
• ◦      Lack of appropriate system  

Training problem or performance problem.

• Performance problems and how efficiently employees do their jobs may be seen as training problem in the beginning.
• First look out for the position of skills, knowledge and systems for employees
• Closer examination may reveal that a performance problem is not related to training
• It can be problem form management, working conditions, equipment, poor hiring. etc
• Once it is conclude that the training is the solution, look how the problem can be addressed. It can be done through:
• Training needs survey
• Observation
• Employee surveys
• Guest comments
• Employee meeting
• Inspections

Vague standard

• Clear identification and analysis of problem will provide strong base for developing standard.
• While developing standards for the Training department must be confident that “What level of performance would yield the right response”.
• To vividly analyze this situation help form department managers is indispensable.

Training and Development as an Investment (Lecture 3: 22nd Nov)

Benefits of training

Who benefits from training?

• Employees
• Guests
• Management
• Property or organization.

True benefits in value or monetary saving.

• Sources of benefits: waste reduction, less turnover, less absenteeism, check- in- time efficiency, guest comments, etc.

Areas of operation where cost can be saved:

• Labor:
• Time saved*Amt. of days being examined* no. of subject= Total time
• Total time saved* the full cost subject wage and benefits= Total labor benefit. (Ex:9)
• Material: more efficient use of materials
• Equipment: more optimum use of the equipment.(Ex:p69)

Resources of values/ saving:

• Observation, performance records, work output records, post test, performance checklists, pilot studies, etc.

Intangible benefits:

• The benefit of the training is in the good will that it generates in the community and the desire to avoid a crisis.
• Positively influence the attitude and behavior of the employee
• Increased guest satisfaction, payback, value of the employee,  level of advancement, reduce alcoholism etc.

Cost Benefit analysis

• It is tool to systematically compare the financial picture of training. It compares the cost as the benefits derived from training.
• It is effective in evaluation of training.
• It provides accurate data to be included in training proposal.
• It will help in better panning of training session, and align it with the goals and objectives of the organization.
• The three steps are: calculate cost, calculate benefit and compare results.

Return on Investment:

• It financially focuses on evaluation, an examination of the effect of training on the work place through measuring three specific sectors.
• Profit, productivity, performance.
• To vividly determine the ROI, the trainer needs to define the specific problem and identify the expected training outcomes.
• Tools used to determine the ROI are:
• Cost benefit analysis: It compares the cost of training to benefits derived from it.
• Cost effectiveness Analysis: It is used when it is difficult to measure the training results in dollars. It helps to choose the best training, compare costs between several training program and ways of reduction of the costs.
• Cost feasibility Analysis: It examines the overall training budget and gives answer to “Can we afford to do this program?” Sometimes even though benefits outweigh costs, the training need to be postpone due to feasibility problem.

Cost of not training:

• It is the loss of profit and productivity that a company could have gained with better trained staff.

Training and Development as an Investment (Lecture 2: 13 November)

Budgeting Training:

Every Organization differs in training budget according to size, operation and management orientation. Some report it as a percentage of payroll expense , other on a percent of expected revenue,  and allocate training dollars per stage of the training cycle.

At what time should training and development budget should be increased.

• During the first six month of operation.

• Introduction of new product or a new system.

• Period of increased growth and increased hiring.

• While implementing management development programs.

The training budget should closely aligned with the goals and objectives of the organization for the year. 

The T&D department should explore how training can help a property on crises and come through them more quickly and profitably; articulate these effect of training on the organization, and  justify new training initiatives to upper management. Quantifying the cost of a particular problem, can help to justify training dollars to resolve the problem thorough measurement and comparison. Evaluation of training at different point of time ensures the return on training. 

Historical Perspective:

• Training department fail to promote training and their value
• Trainer used to play multiple roles.
• T&D goals were broad, impossible to quantify.
• Training was held responsible for all employee actions.
• Difficult to choose right person to conduct the training.
• Training as an expenses

Today’s perspective

• T&D is  more accountable financially and need to justify their existence.
• T&D department and top management promote training and incorporate in organization strategic plan.
• Training as an investment.
• Zero based budgeting, which built training budget from the front line up each year.Formulation of training budget which ensure that all employees receive some training each year.

Sharing cost with others

• There is always limitation of resources.
• Look for partner with the vendor of the product to train employees.
• Charging the user department for the training.( charge back)
• Development of competency based curriculum.

The training proposal.

• Required to win funding and support for training.
• It is a complete report on training stating who ,what, when, how and cost of the training.
• It must be in language which is direct and bottom line oriented.
• It defines objective, goals, cost, time etc. of the training in relation to organizational goals.

Cost of training:

Costing practices:

• Use systematic approach
• Determine the life of the training.
• Determine costs to every overhead early.

Collecting the Data:

• Maintain all original quotes, estimates and invoices.
• Gives more validity to the data from proposal

True costs:

• Labor cost: Payment and wages to instructors, technicians, any support staff, and training developers, trainees’ wages.
• Material cost: Determine all the material s require for training and divide into expendable and non expendable group.
• Delivery cost: Cost incurred during the actual delivery time and those which facilitate the delivery process.
• Other costs:
• Replacement cost: cost of individual substituting for the training.
• Overhead: Different factor used in training, desk, table, chairs, office supplies, rent, etc.
• Pre- program cost: It include all the cost associated with the problem and process analysis when identifying training needs.
• Follow-up: Surveys, questionnaires, interviews, trainees time, supervision’s time etc.
• Indirect: maintenance, support services, equipment, telephones etc.
• Cost of cost analysis: training plans, time spent in conducting the analysis, cost of software to help analysis.
• Opportunity cost:  they are the cost which is incurred for leaving the next best alternative.

Sources of cost: It will help in accurate estimation of cost, which can be obtained through:

Instructional Designers, Trainers, Articles, Colleague, Previous cost analysis, suppliers etc.

Intangible cost: Are those cost which is not easily quantifiable.

Opportunity cost, ineffective training, etc.

Training and Development as an Investment (Lecture 1: 4th October)

Scenario of Hospitality Industry

• It is vital for the hospitality business today to have highly trained employees. The current environment faces fierce competition not only for the guests but also for the employees.
• Now the constant challenge for the managers of hospitality operations is to hire and retain sufficient trained staffs. 
• Today hospitality industry focuses on accounting of human assets and their value in a high service industry.
• In preparing for the upturn and to be ready to seize the opportunities for more businesses as the economy recovers, businesses need to invest in staff training, even during the economic downturn.
• So, today training is termed as an investment because it values the outcomes as a assets which will pay off the invested amount with large returns in the long run. Some quotation highlighting the importance of training are: 
• “Only meaningful economic resource is knowledge” Preter Drucker
• “The human capital theory” by Gary Becker suggests that; employees, business, and society receive a direct economic benefit form investment in people.
• “The key to national economic growth is investment in education” UNHD report
• Developing the human capital will increase the ability to adapt to environmental changes and become learning organization.

ROI

Measuring the benefits of training and extrapolating throughout the organization will conform the training’s return on individual ( ROI) in human capital. The measurement of benefits can be viewed in:

• Absenteeism: the frequency of the employee not appearing on the job, which results to large operational problem. It occurs due to low morale, low motivation, level of stress, increase accidents and illness, management insensitivity and lack of response to the critical needs of employee.
• Turnover: The entire cycle of losing employees and the process of replacing them.
• Business with strong communication systems enjoy lower staff turnover.
• Employee training is the most useful tool to fill this problem by increase job satisfaction, involvement in corporate culture, decision making, jobs, and organizational stability.
• It includes costs
• Separation cost: maintaining files, conducting exit interviews, separation pay, unemployment taxes, and termination of benefits.
• Replacement cost: search, background checks, buying new uniforms, interview cost.
• Training cost: orientation cost, printed materials, trainer wages.
• High degree of job satisfaction through increased training programs leads to higher retention rate. It means low turnover which is highly correlated to high guest returns and investor interest.
• Recruitment: manger should be aware of the cultural diversity issue while hiring people who are likely to succeed in the position according to knowledge, skills, experience, and language needed to fill the position. The cost of recruitment includes; advertising, application forms, interviewing, reference checks, etc.

A Case for Training and Development (Lecture:4, 2nd October)

Training issues in 21st century (continue...):

Diversity: The changing business environment involves more complex workforce due to diversity in sex, gender, age, socio-economic background, literacy level, culture. The training program should be designed in such a way that the diverse work force is having the awareness, willingness, and adaptability to use different training approaches.

Learning disabilities: Learning disabilities are problems that affect the brain's ability to receive, process, analyze, or store information. They arise in numerous ways like; visual, auditory, muscular, processing, social, attention. These problems can make it difficult for a trainee to learn as quickly as someone who isn't affected by learning disabilities. But a learning disability doesn't have anything to do with a person's intelligence.

Globalization: The process of increasing the connectivity and interdependence of the world's markets and businesses. This process has speeded up dramatically in the last two decades as technological advances make it easier for people to travel, communicate, and do business internationally.

Globalization is a process of interaction and integration among the people, companies, and governments of different nations, a process driven by international trade and investment and aided by information technology. This process has effects on the environment, on culture, on political systems, on economic development and prosperity, and on human physical well-being in societies around the world. Globalization in hospitality industry often starts with understanding cultural differences. Each organization has a different emphasis in its globalization depending on its level of maturity and integration.

Career options in Hospitality Training: 

The need of a good trainer to train its employees is important aspect of every organization in today’s hospitality industry. The career as a hospitality trainer has increased in recent years. Trainer jobs can be found in all departments, at all levels and in all types of hospitality organizations. The career options on the basis of level are:

1. Department Level trainers: They are the hourly, non supervisory employees, hourly supervisors, or department managers who are responsible for imparting training to department level employees. They affect on new employees success, morale, and impression and socialization process
2. Property level trainers: They are the coordinator or facilitator of training activities throughout the hotel, restaurant, and club. The trainer should have experience as a department level trainer and board understanding of the property.
3. Regional and Corporate level trainers: They are responsible for the education and skill advancement on regional and corporate levels. Corporate trainers understand the goals of the organization and the skill level and educational needs. They are the personal at vice- president level of the business.

A Case for Training and Development (Lecture 3: 30th September)

Adult Learning principles

• Adult learner theorist and andragogy Malcolm Knowles emphasized that self- motivation is the best stimulus for learning with “need to know” and “readiness to learn”, are critical to success of adult learning.
• Introduction of the concept of WIFM to the group of employees is a very effective training technique. What’s in it for me? To draw the attention of the adult learners.
• Training should focus to life, task, or problem –centered related to adults.
• Experiential learning exercises should be emphasized (case studies, role plays , games etc)
• Use groups and teamwork rather than traditional classroom set-up.
• Enhance self-esteem and feelings of accomplishment are motivators in adult learning.

Promoting training:

• Training manager or director must support for and involvement in training throughout the organization, starting with senior level management.
• Creative marketing approaches will heighten the interest level among employees in lure of certificate, photos in news letter, etc.
• CEO or CLO should motivate employee to take the training programs, which will help to establish the appropriate learning environment for employees and build the culture of the business as a learning organization

Training Issues of the Twenty-First Century.

Issues of the century have occurred due to the intense competition going in the environment. Quality issues and how business can gain the competitive edge has become even more vital. The importance of continuous employee training and development play paramount role in consistently delivery of quality service.  However the various issues comes front as a big challenge to overcome. They are:

1. The scheduling of training: This issue focuses towards how the trainer is going to schedule the training program, how he is going to make assurance to the management that the training program will not hamper the operation of the business and at the same time ensures the productivity of the training will be positive.
2. Negligent Training: It is applied in cases where customers or guests are injured because (of the behavior of employees), due to lack of training, alleged negligent design of training, delivery of training, vendor selection, trainer selection or supervision during the training . A business owner whose employee commits an illegal action while on the job can find their business liable for the employee's actions, especially if the business did not exercise the proper care in training that employee. 

A Case for Training and Development (Lecture 2: 27th September)

Technological change:

• In today’s hospitality economy, efficient and timely control is determining the industry leaders who have better technology in the system.
• It increases efficiency ,decision making capacity, reduce cost, improve quality and lead to innovation.
• Challenge for the employees is to work smarter through technological advances to meet ever increasing customer demands.
• Trainer need to be technology conscious to organization while expanding the horizons and exploring new paradigms.
• Selection of appropriate technology determines the efficiency of the skills and knowledge competencies transferred during training.

Creative training:

• Introduction of innovative training approaches, by producing synergistic affect (working along with the management team).
• It depends on the mission of the organization, the staff members involve, and the resources available.
• All forms of job training have a common purpose to change the way staff members behave.
• Training is designed to increase an employees efficiency by fostering positive changes I the trainee's knowledge, skills, and aptitude.

Learning Organization:

• It focuses to the organization which provides the environment of lifelong learning and growing opportunities.
• Developing  a culture where training is an essential, continuous process for all hierarchical levels, in compatible with goal and strategic steps results towards learning organization.
• Hall marks: source of competitive advantage, change and anticipates the skills and knowledge, growth of collective wisdom, continuously organization improvement, thinks learning as synonymous with working.
• Reinforcement for creating learning organization: partnership  and alliance, inspirational leadership, globalization, focus on competitive advantage, diversity, technology, creation of teams and flat organization structure, corporation striving to be " employer of choice".
• Employer wants employee who are capable of " Learning to learn".
• Training act as the tool to bring and sustain this continuous learning process of the organization. 

A Case for Training and Development (Lecture 1, 25th september)

In Hospitality Industry Today:

• It is no longer  acceptable to satisfy the guest.
• The key to guest loyalty and commitment is exceptional service and, when problems do occur, quick and precise recovery approaches.
• Today industry views that guest expectations must be met and exceeded.
• Now lifelong learning (through training) is today’s hospitality industry requirements.

Today’s Work Force:

• The employees’ values and expectations are changing with time.
• Employee will remain with the organization as long as they are developing skills and meeting or exceeding their expectations for skill development.
• Employers are providing learning opportunities and professional development in lieu of job security.
• Employees view competencies as an asset; which can be traded for higher salaries.
• Employees’ motivations are tied to training and growth opportunities.

Today Training has become the survival tool, because the industry has realized that the competition to recruiting and retaining quality employees defines the business success or gain competitive advantage. In order to reduce turnover which has severe impact of guest service, training in hospitality industry has become an important function of human resource department.

Training and the strategic plan:

• Strategic planning determines where an organization is going over the next year or more, how it's going to get there and how it'll know if it got there or not.
• It addresses three main areas: distinctive competence (something in which organization does exceptionally well), scope (range of market in which organization will compete), and resource deployment (how will it distribute resources across areas in which it competes). 
• Incorporating training into the organization’s strategic plan ensures that it builds up sustained competitive advantage over competitors.
• Viewing training as an on-going continual process, which will ensure the progress of employees and making clear connections between new skills and competencies and the positive effect on productivity and job performance or strategy.
• Relating comprehensive strategic training plan; in order to accomplishing organizational goals is today's industry demand.