STM CHAPTER 6-9

Employee Training

Hospitality organizations are not only confronted with the challenge of training their employees to improve the skills required in the job; they must also teach them how to solve inevitable problems creatively and how to interact positively with guests.

Focus on critical skills and knowledge

A hospitality organization can determine these critical skills through a methodical analysis of the service, delivery systems, and staff.

Start strong and teach the big picture

It is crucial to teach the organization’s culture among the employees to give them a way to make sense out of their jobs and how they do them.

Formalize learning as a process

This pertains to the process of building learning into the job, making learning a requirement for everyone, and institutionalizing expectation.

Use multiple learning approaches

Different employees have different learning curves. Since they will learn differently, using varied learning approaches is also important.

Seek continuous improvement

Essentially, one must be committed to continuous improvement.

Training

__________ should always be preceded by a needs assessment to check if the perceived organizational weaknesses or problems should be addressed by conducting training or by some other management strategy.

Mandatory Training

Type of Training Programs - Safety Training

Mandatory Training

Type of Training Programs - EEO/ Diversity

Mandatory Training

Type of Training Programs - Orientation

Skills-Oriented Training

Basic skills training

Computer training

Crisis training

Cross-functional training

Language training

Retraining

Specialized skills training

External Training

Some large organizations can afford internal training department. Others rely on individual managers, high performing employees, and supervisors to provide the training for both new and existing employees.

Internal training

In-house training departments are found in larger hospitality organizations. Every major company has an internal training unit that provides programs to its employees.

Training Costs

Although some companies keep all trainings as in-house to preserve organizational security and culture, the common determinant of whether to use in-house or outside training is cost.

Mentoring

Informal way of teaching, Senior teaching Junior employees

Coaching

Formal way of teaching, Expert teaching New Employees

Apprenticeships

Learning or training with pay

On-the-Job Training

Usually a training for those who want to get a degree or masters in course

Simulation

A training with on-site equipments

Classroom Training Simulation

Training with using alternative or imaginary equipment

Cross-functional Training

Training other tasks aside from your specialized skill

Training at Home

A training inside your house

Retraining

Re-testing or re-assessing your knowledge through training

Audio Visual Training

Training using audio or visual materials

Training in Special Competencies

NC II or NC III, TESDA Training, etc.

Computer-assisted Instruction

Training through computer generated materials

Employee Development

_________ encompasses a combination of work experience, educational background, and training. Training routinely focuses on teaching people how to do the new jobs for which they have been hired for or to overcome deficiencies they may have in performing their current jobs. Employee Development, on the other hand, is generally focused on getting people ready for their future.

Employee motivation

_______________ defined as the enthusiasm, level of energy, commitment, and creativity that a company’s employees bring to their job every day. It is concerned with how engaged an employee feels in line with the organization’s goals and how empowered he/she feels.

INTRINSIC MOTIVATION

occurs when we engage in an activity/ a behavior because we find it rewarding

EXTRINSIC MOTIVATION

when we are motivated to engage in an activity/ a behavior because we want to either earn a reward or avoid punishment

Physiological Needs

air, water, food, shelter, sleep, clothing, reproduction

Safety Needs

personal security, employment, resources, health, property

Love and Belonging

friendship, intimacy, family, sense of connection

Esteem

respect, self-esteem, status, recognition, strength, freedom

Self- Actualization

desire to become the most that one can be

Survival needs

most basic employee needs • the need to earn a living

Social Needs

establishing an environment wherein employees can work in harmony with informal and formal work group to support each employee’s effort to achieve group goals, which will-directly or indirectly-help achieve the organizational goals

Recognition Needs

employees’ desire for praise and attention from colleagues and superiors • everybody likes to be appreciated one way or another

Achievement Needs

employees’ belief that what they do is significant and the companies they work for do important things • employees feel a legitimate sense of importance

Financial Rewards

salaries, wages, bonuses, group incentives. The most effective hospitality companies also use

Nonfinancial Rewards

formal recognition programs, acknowledging a job well done

Co-creation

guest involvement or participation/ strategic advantage

GUESTS CO-CREATE VALUE

Unlike in the traditional manufacturing organization where people involved in the core production tasks are not visible, the people providing many hospitality services are right out in the open where the guests can see and even interact with them.

guest-centric view

guestologist seeks to determine what the customers want and involves them in the co-creation of the experience, before or after the actual experience itself. D

Co-creation

purposeful action of partnering with strategic customers, partners or employees to ideate, problem solve, improve performance, or create a new product, service or business - Crandell (2016)

Guests as Quasi-Employees

Hospitality organizations have realized that they must help manage the confusion, stress, and perplexity that guests can create for their employees while on duty. To do this, they must train their employees in both job skills and the management of guest co-production. Another effective way to manage this confusion is to think of guests as quasiemployees and “manage” them appropriately.

Schneider and Bowen’s Three Step Strategy

1. Carefully and completely define the roles you want guests to play. Define the knowledge skills, and abilities required to perform the jobs identified as desirable and appropriate for guest.
2. Make sure that guests know exactly what you expect them to do and that they are physically able, mentally prepared, and sufficiently skilled to do those tasks. Show guest that performing that task is to their benefit.
3. Once task performance is underway, evaluate the guest's ability and willingness to perform well. In effect, conduct a performance appraisal on the guest to ensure that the experience being coproduced is meeting the guest’s expectation. If not, identify what needs to be fixed.

Guests as Unpaid Consultants

When the hospitality organization tries to find out what the guests like or dislike about their experience, the guests turn into unpaid consultants and act as quality control inspectors. Since their input regarding their experiences will become part of the information that the management uses to review and modify the service product, environment, and delivery system, the guest become expert consultants in giving this important feedback to the organization.

Guests as Marketers

Everyone has asked a friend or colleague about a hospitality experience.

Guests as Part of Each Other's Experience

If you simply enjoy observing other guests, you may view them as part of the service environment. If other guests are especially important to your enjoyment of your experience, you might even consider them a part of the service product itself.

Guests as Co-producers

The most prominent way in which guests can participate, aside from simply being there, is to become active co-producers of the guest experience. During parts of or the entire service experience, they can emerge as participants in the production and delivery system.

The High Cost of Failure

An unsatisfactory co-production can be a minor annoyance to a restaurant diner, but it can be disastrous if the cost of failure is great. The best hospitality organizations strive hard to ensure that guests succeed as coproducers, but the risk of failure is always there.

Motivating Guests to Co-Produce

Guest can safely participate when they have the necessary knowledge, skills, and attitudes to create the service product, but guests must be enticed to be in the process.

Guests as Supervisors

Guests have a great deal of contact with the service staff, communicate with them more often, and witness more of their job performance than the organization's supervisors do.

Guest as Motivators

To have guests participate in supervision can be highly encouraging to employees when guest tell them in both verbal and nonverbal ways what a good job they are doing.

Guest as Supervisors and Trainers for Other Guests

Guests can also supervise and train each other. We all learn from watching other people and given the volume of people in most hospitality situations on a regular day, we can learn what we're supposed to do to enjoy the experience by merely observing others

Firing Airline Passengers

passengers cursing at the flight crew, punching attendants, trying to open an emergency door, trying to break into the cockpit

Abrupt Firing

customers threatening the well-being or safety of other customers, employees, or themselves, excessively rude or loud guests, customers endangering the physical and mental health of an employee

Subtle Firings

refusal to allow unaccompanied children under 18 to book passage in a cruise ship, a resort hotel's unwillingness to book a convention of ex-convicts, a sign in a gift shop saying "No Shoes, No Shirt, No Service"

Maintaining Guest Dignity

The dismissal should be carried with minimal harm to the guest's well-being (physical or mental) and dignity. Albeit the firing of a guest is a response to a guest failure of some kind, the hospitality organization must also realize that it has also failed in some way. Those rude, troublesome guests had expectations, too – which may be reasonable and realistic or not – and the organization failed to meet them as well.

Information

comprised of data about something or someone

information system

network or method used to get the information to those who need it.

information systems

combinations of hardware, software, and telecommunications networks that people build and use to collect, create, and distribute useful data, typically in organizational settings - Valacich and Schneider (2010)

Cue

a signal for someone to say or do something. In terms of consumer behavior, it is defined by as a relatively minor influence on human behavior that, acting jointly with the more powerful influence of a primary drive or learned drive, can control when, where, and how a response will be made

PRODUCT

SERVICE

DELIVERY SYSTEM

The Guest Experience Elements

custom-tailored customer service

The hospitality industry is seeing an increased demand for a more personalized _______________________.

Personalize Service

adding a special touch to the guest experience

tangibilizing

leads customers towards positive impressions and favorable judgments about the value and quality of the guest experience.

Information and Service Product

Typically, the information about the services being offered can be found within the environment rather than as part of the service product itself.

Example: • Displaying food reviews inside the restaurant • Hanging a 5-star certificate in the hotel lobby • Publicizing a service excellence award received by the establishment

Employees

entitled to information that’s timely, accurate, and relevant for them to do their jobs efficiently and effectively. When information is perceived to be a service product, the employee becomes an internal customer for that product.

Internal Customer

the service given is the delivery of the information needed by employees needs to make decisions about how to serve and satisfy external customers. This information-as-product is provided either by an employee or an information gathering unit acting as an internal “hospitality service organization.”

Integrated Information System

defined as a network of software programs that combine different databases and link several information sets using data integration tools and models. It gives an organization the competitive advantage to achieve its strategic goals using the latest technologies that cover all areas of the organization’s activities.

INFORMATION AND THE SERVICE SETTING

Many kinds of useful information may be provided to the guest by the service setting and its features and aspects.

INFORMATION AND THE DELIVERY SYSTEM

That system involves both the people and the processes through which the service and accompanying tangible products are provided to the customer. Study the nature of the service product so that the delivery system to be developed will be unique to that product and the ideal information system for it can be determined.

ADVANCED INFORMATION SYSTEMS

decision systems and expert systems.

DECISION SUPPORT SYSTEMS (DSS)

A system that goes beyond getting information to the right person at the right time can actually help improve business decision-making capabilities. Computers collect a great deal of information across multiple aspects of the hospitality business, resulting to a vast database of information on customers and their behaviors.

DECISION SYSTEM

preprogrammed to manage situations that do not require judgment. Generally, it is particularly useful to organizations and companies that want to build lasting relationships with their customers.

Mary Grace Whealan

Who created CALEBTECH Crewsolver?

Continental Airlines

Southwest

Northwest Airlines

jetBLUE Airways

COMAIR

AirTran Airways

Who Uses CrewSolver?

CrewSolver

part of a product suite of advanced decision support poducts that provides airlines with powerful solutions to recover from irregular operations and manage their manpower in real-time.

DSS

it gives multiple (3) solutions based on up-to-the-minute system data. Crew schedulers work with this information and their knowledge base to make the ultimate scheduling decisions. • Outlines important factors that must be considered in decision-making process and makes information (crew impact, cost, overall disruption) more quickly accessible. • (Ideally) helps crew managers determine best solution based on both financial and quality-of-life factors.

Expert System

set up to make decisions that require selecting between alternatives when the correct decision is not clear cut. It replicates the decision-making process of an expert who systematically gathers, organizes, and interprets data, then makes a decision that mirrors the application of his expertise.

Artificial Intelligence

advance form of expert systems

Organization

can be considered as a big network of information that provides each staff with whatever information he/she needs, whenever he/she needs it, to better serve the customers. Everyone becomes a transmission point in the organizational network – gathering, sending, and processing information into a decisionfriendly format.