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TRAINING:

A Systematic Approach
3H2
Group IV
TRAINING
 Activities that designed to help an employee
begin performing tasks for which he/she is hired
or help the employee improve performance in a
job assigned already.

PURPOSE: To enable an employee to begin an


assigned job or to improve upon techniques ready
in use.
HOTEL HOUSEKEEPING
 There are three basic areas in which training
activity should take place:

 SKILLS
 ATTITUDES

 KNOWLEDGE
SKILLS TRAINING
 Bedmaking
 Vacuuming
 Dusting
 Window and Mirror Cleaning
 Set-up Awareness
 Bathroom Cleaning
 Daily routine
 Caring for and using of Equipment
 Industrial safety
ATTUTUDE GUIDANCE
 Employees need guidance in their attitudes
about the work that must be done.
 Carol Mondesir, director of houskeeping,
Sheraton Centre, Toronto, states:
“A hotel is meant to be enjoyed and occasionally, the
rooms left quite messed up. However, as long as
they’re not vandalized, it’s part of the territory. The
whole idea of being in the hospitality business is to
make the guest’s stay pleasant as possible. The
rooms are there to be enjoyed.”
AREAS IN WHICH ATTITUDE
GUIDANCE IS IMPORTANT
 The guest
 The department manager and immediate
supervisor
 A guestroom that is in a state of great disarray
 The hotel and company
 The uniform
 Appearance
 Personal hygiene
MEETING STANDARDS
 The most important task of the trainer is to
prepare new employees to meet standards.
 Sequence of performance in cleaning a
guestroom is most important in order that
efficiency in accomplishing day-to-day tasks
may de developed.
 The best method of accomplishing a task
should be presented to the new trainee.
KNOWLEDGE TRAINING
 Thorough knowledge of the hotel layout
 Knowledge of employee rights and benefits
 Understanding of grievance procedure
 Knowing top managers by sight and by name
ONGOING TRAINING
 There is a need to conduct training for all
employees, regardless of how long they have
been members of the department.

 The purchase of new equipment, and


 Change in or unusual employee behaviour
PERFORMANCE ANALYSIS
 Deficiency of Knowledge (DK)
-The employee could not do the job even if his or her life
depend on the outcome.
 Deficiency of Execution (DE)
-The employee could have done the job if his or her life
depended on the outcome, but did not.
-CAUSES: task interference, lack of feedback and
balance of consequences
TRAINING METHODS
 On-the-Job Training
-“Learning by doing” technique
-Not operationally productive until the student is
proficient enough
 Simulation Training
-model room is set up and used to train several employees
 Coach-Pupil Method
-a one to one relationship
 Lectures
-largest number of students per instructor
TRAINING METHODS
 Conferences
-Workshop training
-Excellent for supervisory training
 Demonstrations
-New products or equipment are being introduced