Training and development is a critical human resource function in an organization. Successful companies take the role seriously because they know that the improvement of employee performance translates to good organizational performance, which indicates success. Effective training is that which enables people to learn more and learn efficiently. However, some training only takes people through programs that may not lead to the application of acquired skills. Training is about enhancing capacity through new skills and knowledge, which helps people to work more efficiently and increase productivity.
According to Wilson (2015), while training helps an organization to handle immediate tasks more efficiently, there is also a future outlook. For this reason, training in the work situation can be seen as a process through which individual abilities are developed through a learning experience to realize the objective of meeting current and future needs in an organization (Wilson, 2015). In this regard, the learning experience encompasses various techniques and methods of learning/training whether education or practical training. Industries may employee different training programs depending on the nature of work processes, operations, and the manner in which the environment is dynamic. Industries, where constant changes are experienced, are likely to have regular training programs as they try to equip people with skills that fit their changing needs.
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One of the industries with effective training programs is the hospitality industry. Over the past, the rate of growth of the industry had exceeded the rate at which organizations were training their workers, and the quality of service seemed questionable. Competitiveness, especially in the service sector, is directly affected by the quality of service, which is dependent upon the skills and competencies of the employees as well as a strategic approach to human resources management (Walker & Miller, 2010). Work in the hospitality-related environments is about service delivery and customer satisfaction, and so training is crucial. Because service quality is critical in this sector, employees are taken through training programs to gain skills at all levels including the management. This industry seems to primarily use on-the-job training programs with the idea that employees need to be involved actively in the learning process for the program to be effective. According to Walker and Miller (2010), the lecture method is somewhat inappropriate for employees because while it ensures information is passed effectively, it is less interactive, and staffs do not get to apply the acquired knowledge. In this case, the best person to conduct training logically is the supervisor because it is also a demonstration of leadership (Wilson, 2015). Behavior is also important because it is related to performance. Particularly, employee behavior in the hospitality amounts to the quality of service delivered. In fact, it is the focus on quality that influences organizations into embracing a strategic approach to human resource development.
On-the-job training programs imply that employees are trained while they work in the organization. This is not to imply that training plans are not necessary, but the participation in the learning process is what makes the application of skills convenient. However, as noted, since it is done while on the job, trainers use the training plans depending on what the employee already knows (unless it is a new worker). This is what makes the training programs effective. This way, the program becomes efficient because a significant amount of time may be saved in the process. One of the most important aspects of on-the-job training programs is that organizations can integrate performance standards in the training plans, which makes it even easier to evaluate the workers (Walker & Miller, 2010). Starting with performance standards, an organization can derive the training objectives. These objectives can be range from actual performance, behavior, and achievements. For example, if there is a specific timeline of training, employees may be expected to have achieved a particular set of objectives. In other times, rather than focusing on performance alone, emphasizing a change in employee behavior may be the purpose of the training. These are the unique activities that characterize the service industry, especially in hotel and hospitality. In on-the-job training, it important because it becomes crucial to equip employees with the necessary tools and skills as they continue doing their jobs. According to Lee-Ross and Pryce (2010), on-the-job training is more appropriate for training non-managerial staff.
While it is important to have a training plan, the area of implementation needs to be engaging as aforementioned. Discussions may be necessary even as the employees become active in their learning. The main reason is that employees in this industry are always in direct contact with the customers. Learning how to deal with clients for the best possible satisfaction is not something that can be effective in theory only. Lee-Ross and Pryce (2010) note that the discussions in this type of training can also help in building positive relationships with people. Because of the tendency to disregard performance criteria that are standard to other training programs, it is important for organizations to use a range of methods to assess how employees are doing the training. Some of the important measures include developing assessment plans at the stage where performance standards are formulated (Wilson, 2015). At the same time, supervisors need to judge evidence against the criteria set beforehand and give feedback and support. This is one of the avenues for critical discussions with the candidates in the training process, which is somewhat different from other training programs. Perhaps observation is among the most utilized methods of assessing performance in on-the-job training programs.
On the job training happens in various techniques. One of the most widely used methods in contemporary organizations is job rotation and cross-training. The objective here is to equip workers with skills out of their area of specialization to enable them to perform different tasks. For example, servers can be shifted to and trained on administrative tasks, finance, among other sectors. Organizations get to gain a degree of flexibility and stability, especially in the service industry. In hospitality businesses, employees are expected to always be in their best form to ensure consistency in quality customer service.
The second technique in on-job-training programs is internships and job mentoring. In these programs, newly recruited employees and interns are taken through instructions and practical from a supervisor or any other person assigned the responsibility of mentoring. These programs allow organizations to identify and develop talents and skills in an effective manner. This implies assessing and capitalizing on human potential from the most basic tasks and responsibilities. As the hospitality industry continues to grow, competition is one of the biggest threats and so obtaining and retaining talents is something of a high priority. Job mentoring is one of the ways companies can develop loyal and committed employees. In most cases, candidates who go through these types of programs end up being given higher roles in the organization after training.
When it comes to motivation, various factors may be considered because training can be a source of employee morale and commitment in organizations. The training itself is considered a motivation tool for employees because, with the necessary skills, individuals are motivated towards accomplishing goals (Walker & Miller, 2010). That is, employees, gain an awareness of their competencies and trust in their capacities to handle various tasks efficiently and faster. However, training programs also take into account motivational factors such as leadership style, rewards, and the work structure. The training approach in the hospitality industry has a long-term impact because as employees and the management team learn; they get to apply the acquired skills in their daily tasks and responsibilities. As noted earlier, the hospitality industry is now approaching training and development programs with service quality in mind. The long-term impacts of training are reflected in the quality of service, which determines how much customers are satisfied. However, things might change. It is important to note that the contemporary business environments are very dynamic and new trends present organizations with new types of needs, which may require a different approach. Unforeseen changes in the hospitality industry might mean that companies employ various training programs. It might also depend on the corporate culture of a company and business strategies. However, one downside of this practice is that the quality of training may be low and to improve this training, and there need to be training plans, performance standards, and assessment plans along with giving honest feedback.
In conclusion, training is a necessity in organizations seeking to improve performance. There are numerous practices employed by various industries or even specific companies depending on convenience, and nature of operations. For the hospitality industry, the practice of on-the-job training is widespread in the contemporary era because it is seen to be effective in terms of long-term impact and it can be a source of employee motivation. Hospitality companies focus on service quality when training their staff hence the need for active participation in the learning experience.
References
Lee-Ross, D. & Pryce, J. (2010). Human Resources and Tourism: Skills, Culture and Industry. Bristol: Channel view publications
Walker, J & Miller, J. (2010). Supervision in the Hospitality Industry: Leading Human Resources (6 th Ed.). New Jersey: John Wiley & Sons
Wilson, J.P. (2015). Human Resource Development: Learning & Training for Individuals & Organizations (2 nd Ed.) . London: Kogan Page
