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Training need assessment in a 5star ho


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Training need assessment in a 5star ho

  1. 1. Training Need Assessment in the Hotel Business in Bangladesh ---- A Case Study on Dhaka Westin
  2. 2. Introduction Training needs analysis process is a series of activities identify problems and to determine whether training is an appropriate response. defines the gap between the current and the desired individual and organizational performances. usually the first step taken to cause a change.
  3. 3. Scope of the Study It focuses on the training procedures in the Hotel business. covers the current performance, area of improvement and action to improve present situation To get the job done more efficiently and effectively. procedure can be related not only to the other five star hotels but also to any other multinational companies.
  4. 4. Objectives of the StudyThe General goals are: Performance problems analysis Anticipated introduction of new system, task or technology A desire by the organization to benefit from a perceived opportunity To determine whether any training is needed To determine the areas in which training is needed To determine the gap to be bridged To determine desired training outcomes To provide a basis of monitoring and evaluation Analyzing Target Group Specific Training Needs Assessment of Institutional Capabilities to provide Training Validation of Training Needs
  5. 5. Objectives of the StudyThe specific objectives are to:• Consolidate existing relevant and appropriate knowledge, materials, and otherresources in a comprehensive and easily accessible manner.• Support the preparation of relevant country-specific case studies capturing goodpractice examples of solid waste management.• Prepare highly interactive training materials that can be adapted by localconsultants and used for certification purposes of officials and practitioners.• Build the capacity of local training institutes and specialists to deliver trainingcourses, initially with support from the World Bank and other internationalinstitutions, but with the goal of self-sustainable training capacity.• Develop activities and lay the foundation for associations / networks to facilitatelong-term interaction and exchange of information between solid waste managersand operators, private sector service providers, commercial / industrial wastegenerators, and consultants at the national, regional, and local level.• Develop criteria and procedures to certify trainers and solid waste operators andpractitioners according to national standards, with a goal toward longer-terminternational standards.
  6. 6. Methodology of the studyPrimary Sources: Face to face interview with the officers and clients. To collect information both direct & indirect interviews were taken. Structure and Semi-Structure interviews were conducted with the concerned personnel. Questionnaire survey among officers and other officials. The design of the questionnaire involves a combination both open and close ended questionnaires. The data was analyzed by applying statistical formulas which are graphically presented through charts, tables and image etc
  7. 7. Methodology of the studySecondary Sources: Annual report of the Westin Dhaka Website of Westin Dhaka ◦ Primary data have been used more than secondary data. ◦ Qualitative information from other literature regarding the various divisions and their functions, operations were used and Quantitative information from the Annual report
  8. 8. Methodology of the studyValidity and Reliability analysis: Reliability is the consistency of the measurement; the results will not change every time when testing in the same way with the same subject. “A measure is considered reliable if a persons score on the same test given twice is similar.” (Web Center for Social Research Methods 1997.) Reliability can not be measured only can be estimated. Validity suggests that if the measure measures what it supposed to analyze. In short, validity is about the accuracy of the measurement. It is vital for a test to be valid in order for the results to be accurately applied and interpreted. Validity isn‟t determined by a single statistic, but by a body of research that demonstrates the relationship between the test and the behavior it is intended to measure. (Golafshani 2003, 599 & 602)
  9. 9. Limitation of the study Although most of the associates were very cooperative, reluctance to expose the big picture of some critical issues related to this training program. All participants are not equally interested, & active taking part to the training effectively, which ultimately is a cause of hamper objectives of the training to a great extent. The outcomes of training are not as expected; because some employees are not aware of the importance of training and what they will benefit from staff training so that trainings are regarded as normal courses to participate. There is a lack of good communication between management and employees, when employees have complaints about trainings for instance the trainings are time consuming, but management team does not know, so that the trainings would never be improved until they communicate. About one thirds of the employees felt they did not get self- development and build self-confidence after the training, which did not match the purpose of the trainings.
  10. 10. Literature Review “Training is the process that provides employees with the knowledge and the skills required to operate within the systems and standards set by management.” (Sommerville 2007, 208) “Training, in the most simplistic definition, is an activity that changes people‟s behavior.” (Mccleland 2002, 7) As discussed earlier Staff Training is an indispensible part of Human Resource Management activities, more and more companies have realized how important it is to maintain training in the changing and complex work environment.
  11. 11. Literature Review In modern hotel business, it is all about competence in people, and especially the employees‟ qualities. The level of service quality depends on the qualities of employees. The qualities are about knowledge, skills and thoughts which lead to a hotel‟s survival and development. Therefore, staff training is essential in many ways; it increases productivity while employees are armed with professional knowledge, experienced skills and valid thoughts; staff training also motivates and inspires workers by providing employees all needed information in work as well as help them to recognize how important their jobs are. (Yafang Wang 2008.) Training and development can be seen as a key instrument in the implementation of HRM practices and policies. (Nickson 2007, 154-155) Successful hotels always include staff training as their important development strategy.
  12. 12. Training Process Cycle
  13. 13. Training Need Analysis
  14. 14. Training and DevelopmentThe Training Process 1. Assess and agree training needs 2. Create training or development specification 3. Consider learning styles and personality 4. Design materials, methods and deliver training 5. Evaluation of the effectiveness of training
  15. 15. Training Design
  16. 16. Designing a Training Program 1. Area of training content 2. Extent to which the training program incorporates key learning principles 3 . Trainee characteristics 4. Cost of the program 5. Evaluation of the effectiveness of training
  17. 17. An Overview of Westin Dhaka The Westin Dhaka is owned by Unique Hotel and Resorts Limited, This is one of the prime ventures of The Unique Group. Westin Hotels & Resorts® redefine efficient service with an effortless style and gracious attitude that ensures a truly unforgettable experience. It has more than 131 hotels and resorts in over 31 countries and it has total of more than 54,231 rooms.
  18. 18. Mission Statement Westin will exceed customer expectations and service, quality and value maintaining a safe and clean environment honoring the dignity of all associates contributing to the community and ensuring maximum return to the owners. Its core values are Personal, Instinctive and Renewal.
  19. 19. Training Need Assessment@ WestonDhakatraining programs are focused on aspects: Type and nature of the programs Duration Source of funding Target audiences Outreach Subjects covered Location Best Practices documented/shared Reference material/manual developed/distributed Institutional Subject Competency Participation Response in the training programs Motivation to Learn - amongst participants Level of self/institutional sponsorships Suggestion to enhance participation Feedback or training evaluation mechanism Suggested areas of future training Training of trainers
  20. 20. Questionnaire AnalysesEmployees’ background Information: Gender, Age, etc: There are 32 male respondents and 21 female respondents accordingly. The ratio of male to female is approximately 3:2 The main age group in Food and Beverage department is between 18 and 25; the rest 13 respondents are in the age of 26 to 35
  21. 21. Questionnaire AnalysesEmployees’ previous related working experience: Three out of four categories were chosen by the respondents, more than half of the respondents have 0 to 2 years of related working experience, that indicates that they need more training to be more skillful and professional than other respondents do, because they are less experienced and other respondents have received more training throughout their past working life.
  22. 22. Questionnaire AnalysesEmployees’ positions:Main position group is “full time workers”, the other 9 respondents belong to higher level of positions. Employees are at higher level of positions received more training than full time worker did, more attention should be paid to full time workers because they need to have more trainings to improve their abilities and skills at work in order to reach a higher level of position.
  23. 23. Questionnaire AnalysesLength of the employment: 42 respondents have worked in the hotel for 0-12 months; they received less training compared with the rest 11 respondents who have been working in Westin hotel for more than one year.
  24. 24. Questionnaire AnalysesEvaluation of training: Most of the respondents think trainings which they firstly attended was important, similar number goes to the choice of “necessary”, and 8 respondents thought the first training was just a routine. No respondents thought the first training they attended was not important.
  25. 25. Questionnaire AnalysesImportance of training: As shown in the tables, 23 respondents chose “Motivates employees and helps them to perform better” as the most important factor of staff training. Then for the second importance 15 respondents chose “Management team can evaluate employees‟ performance” and “Motivates employees and helps them to perform better”. 11 respondents thought trainings “Helps organizational development” is the third most important reason of trainings. Except one respondent considered training not important, 16 participants chose “Encourages self development & self-confidence” as the least important reason.
  26. 26. Questionnaire AnalysesSatisfaction of training: The results explain us that over half of the respondents were feeling very satisfied with the organized trainings, other 25 participants do not feel the trainings are at their best favorites.
  27. 27. Training and Development: The Westin Style 1. Apprenticeship Training 2. In-house training 3. Local training 4. Regional training 5. Overseas training 6. On Job Training 7. Language Training 8. Simulation Training 9. Certification Training 10. Cross TrainingTraining department draws up an Annual Training Calendar based on the identified needs of the associates and the eligible members
  28. 28. Training and Development: The Westin Style BWCBBWCB (Building World Class Brand) is a service culture training programThere are 12 modules for this training. These are- 1. Loyalty Beyond Reason 9. Building a Culture of Performance 2. Inspired to be our Best 10. Building a Culture of Accountability 3. Everything Communicates 11. Building a Culture of Trust & Credibility 4. Enriching Experiences 12. Building a Culture of Collaboration 5. Emotional Connections 6. Whats My Style? 7. Instinctive Service 8. Solutions that Renew
  29. 29. Training and Development: The Westin Style Vita Futura It is a 12 month program Designed to attract, develop and retain talented individuals who will become the Starwood leaders of tomorrow
  30. 30. Training and Development: The Westin Style Fast Track designed for India, Bangladesh, and Nepal targeting the internal associates. helps associates in managerial or supervisory positions to move to the next level
  31. 31. Training and Development: The Westin Style Reward and Recognition A certificate of recognition signed by the General Manager Lunch Coupon for 2 (Two) people Cash Taka 2,000.00 (Taka Two Thousand only)
  32. 32. Findings Room Department employees have relatively lower demands for training than other departments. They have longer work experience and lower resignation rate The work contents of Room Department require the employee with special knowledge & skills but monotonous, containing a lot of labors. The elder employees are more stable than the younger ones. Departmental training need to follow up regularly to evaluate their development. It has to be a part of the day to day coordination work with other department The employees who like to attend the training are more satisfied about the courses and also more voluntary to receiving the training The training demands of the basic level workers are generally higher than those of supervisors Most of the employees’ evaluation and opinions for the training are similar – good for self-developing, no matter what kind of education backgrounds they are.
  33. 33. Recommendation Guiding employees to realize that improving themselves is the main aim of training. The main purpose of staff training in the case hotel is to improve employees‟ qualities in order to provide better customer service Increasing the communication between management and employees by getting feedback from employees Helping employees to know staff training and understand the importance of it. Human resource department could explain to the employees about the objectives of the trainings, and what employees will benefit from the training, The Training department in The Westin Dhaka is the department which is most close to the associates capability building; so In the Training department documents should be properly organized and maintained The departmental training programs are not being followed up regularly.
  34. 34. Conclusion CONCLUSION 1. Professional knowledge/skills related to current/future jobs are the most important demand of training 2. Individual backgrounds influence employees’ training demands strongly 3. Age, work experience & sex influence employees’ point of view & evaluation to training 4. Substantial gap exists between reaction and satisfaction to training 5. The employees who like to attend the training are more satisfied about the training courses and also more voluntary to receiving the training 6. The employees are very glad to attend those training that will benefit to their current jobs 7. Except some critical findings The Westin Dhaka has an outstanding ambiance of work place. All the associates feels that they are inspired by this ambiance to be the best their best
  35. 35. QuestionnairePart One - Training/Education Does the hotel have an education program?( ) YES( ) NO Do the education programs support the mission of the hotel?( ) YES( ) NO Are there training opportunities for staff assigned to the educational functions of the hotel?( ) YES( ) NO Does the hotel offer programs for school groups( ) YES( ) NO Are the hotel programs regularly evaluated?( ) YES( ) NO Does the hotel offer specific programs for the community?( ) YES( ) NO Are the training programs regularly evaluated?( ) YES( ) NOPart Two - Clear purpose and goal focus (4 Yes/No questions)Part Three - Communication skills (6 Yes/No questions)Part Four - Time management prioritization and planning (9 Yes/No questions)Part Five - Handling conflict and difficult people (9 Yes/No questions)Part Six - Positive mental attitude and inspiring others (9 Yes/No questions)Are you able to criticize others in a way, which makes them feel like they are learning, rather than being told off?
  36. 36. Questionnaire (cntd.)Part seven - Training NeedsPlease prioritize your hotel’s training needs in the following subjects, specifying the degree of priority from 1 to 12 (1 = most wanted): a. Hotel Management ( ) b. Staffing ( ) c. Etiquette & behavior ( ) d. Food & Recipe ( ) e. Education/Interpretation ( ) f. Communication ( ) g Documentation/Inventories ( ) h. Marketing ( ) i. Security and Emergency Planning ( ) j. Visitor Studies ( ) k. Cultural Tourism ( ) l Housekeeping ( )
  37. 37. Questions for Interview1. Can you tell me shortly about your position and your work tasks?2. To your knowledge, how many kinds of training are there in the hotel, can you please name them?3. Can you tell me something about Passport to Success Training Program?4. Have you been participated in the training? How many levels?5. What do you think are the purposes of staff training in a hotel?6. Do you think the purposes are achieved after individual training?7. In all trainings, which one is more important, or do you think they are all important, and why?8. What are the advantages of the training system? What can be improved? (If you think there are any disadvantages or lack.)