Learning

Manager’s Role in Training

Dream Group
Learning
• Manager’s Role in Training
• Training in Groups
• Developing Content
• Presentation Skills
• Facilitation Skills
• Measuring and Evaluating Training
Competency Puzzle

Core

Leadership
Leadership Competencies

Customer Focus/
Managing Change
Quality

Managing
Managing People
the Business
Leadership Competencies
• People Development
• Communication

Managing People
 Manager’s Role in Training

Defining Training
What is Training?
Training is transferring specific
attitude, skills and knowledge to the
Trainees in such a way that they
perform to the standards required.
Training is NOT!
• Distributing a stack of handouts
• Simply demonstrating
• Putting on a show or dazzling an
employee with your expertise
Benefits of Training Employees

• To guests and customers

• To your employees
• To you, as manager/supervisor
• To your hotel in general
A Manager’s Role and Responsibilities

• Identifying Training Needs

• Planning Training Activities
• Developing Content for Training
• Delivering Training
• Following Up after Training
• Evaluating Training Effectiveness
A Manager’s Role and Responsibilities

• Identifying Training Needs

• Planning Training Activities
• Developing Content for Training
– Developing Content
• Delivering Training
• Following Up after Training
• Evaluating Training Effectiveness
A Manager’s Role and Responsibilities

• Identifying Training Needs

• Planning Training Activities
• Developing Content for Training
• Delivering Training
– Training in Groups
– Presentation Skills
– Facilitation Skills
• Following Up after Training
• Evaluating Training Effectiveness
A Manager’s Role and Responsibilities

• Identifying Training Needs

• Planning Training Activities
• Developing Content for Training
• Delivering Training
• Following Up after Training
• Evaluating Training Effectiveness
– Measuring and Evaluating Training
What Makes an Effective Trainer?

• What attitude, skills and knowledge

does a supervisor or manager need
to be an effective Trainer?
Training Need

If an employee’s present level of

attitude, skill and knowledge is
anything less than the standard for
the hotel, then a training need exists.
Identifying Training Needs

• Reactive
• Proactive
Proactive vs. Reactive
Reactive Proactive

Observed
effective/
ineffective
behaviours

Outcome – what
is actually
happening
Proactive vs. Reactive

Reactive Proactive

Observed
effective/
ineffective
behaviours

Outcome – what 20% increase in

customer complaints
is actually about wrong orders in
happening Room Service
Proactive vs. Reactive

Reactive Proactive
Ordertakers not using
Observed guest name, not
effective/ repeating the order
ineffective and no supervisor/
behaviours manager checking
order before delivery

Outcome – what 20% increase in

customer complaints
is actually about wrong orders in
happening Room Service
Proactive vs. Reactive
Reactive Proactive

Observed
effective/
ineffective
behaviours

Outcome – what New menu about to be

is actually introduced in Room
happening Service
Proactive vs. Reactive

Reactive Proactive
Ordertakers must be
Observed familiar with the
effective/ preparation of new
ineffective menu items and be
behaviours able to upsell the
items

Outcome – what New menu about to be

is actually introduced in Room
happening Service
Proactive vs. Reactive
Reactive Proactive
Order takers not using Ordertakers must be
Observed guest name, not familiar with the
effective/ repeating the order preparation of new
ineffective and no supervisor/ menu items and be
behaviours manager checking able to upsell the
order before delivery items

Outcome – what 20% increase in

New menu about to be
customer complaints
is actually about wrong orders in
introduced in Room
happening Service
Room Service
Identifying the Training Need

Observed Behaviors
Current Effective and Desired Effective
Ineffective Behaviors Behaviors
Identifying the Training Need

Observed Behaviors

Current Effective and Desired Effective

Ineffective Behaviors Behaviors

Outcome
Current Performance Desired Performance
e.g. Guest Experience e.g. Guest Experience
Identifying Training Needs

What sources of information already

exist to help you identify Training
Needs?
Identification of Training Needs
• Observation • Business trends
• Guest feedback • Labour turnover
and comment • Productivity
cards reports
• Training records • Performance
• Accident, hygiene development
and safety reports discussions
• Changes in • Consumer audit
standards • Employee opinion
survey
What is Causing Poor Performance?
• Employee
• Manager/Supervisor
• Hotel/Office
What is Causing Poor Performance?

• Employee • Lack of skills or

knowledge
• Lack of confidence
• Does not appreciate
why the expected
performance is
important
• Disagrees with what
is expected of him/
her
Correcting the Performance Problem

• Training
Correcting the Performance Problem

• Training
• Supervising
• Coaching
• Mentoring
About Planning Training Activities
Consider with regards to:
1. When should the planning be done?
2. What should be trained?
3. Who should be trained?
4. What other training needs to be taken
into consideration?
5. When and where should training take
place?
6. Pre- and post-course training
activities?
When Should Planning Be Done?

• With the launch of any new initiative

– Program, equipment, system, standard
• Proactively
• Upon receiving key performance
indicators
– E.g. Consumer Audit, Employee Opinion
Survey, Monthly Financial Report, etc.
• At any time that financial figures are
being forecast
– E.g. business planning process
What Should Be Trained?
• A subject relevant to a business need
– Service, safety, financial, policy, procedural
• Skills relevant to the employee’s job
• Skills that an employee will be able to
use immediately, or in the very near
future
• Skills that require a true training
intervention rather than additional
supervision or coaching
Who Should Be Trained?
• Everyone in the department
– Brand new initiative
• Selected employees
– Those who need the additional knowledge
and skills or who have shortfalls in a
specific competency
– Refresher training (where necessary)
• All levels: managers, supervisors, and
employees
– To be able to encourage and support the
employees in the use of the new skills
What Other Training Needs To Be
Taken Into Consideration?
• Integration with other Core and
Leadership Series training courses
• Referencing and building on other
training courses
• Consistent with but not duplicating
other training courses
When Should Training Take Place?
• During slower business periods
– Especially for major training initiatives
• During quieter periods of the day
• When necessary
– Concerning life and safety issues
• Outside major holiday periods, and
other celebrations
• Almost anytime
– For shorter, briefing-type training
sessions
Where Should Training Take Place?
• In a training or function room
• In the outlet or department
• Wherever meetings or briefings are
held
• Away from distractions
– Where employees can focus on the
training
Departmental Trainers

Your role:
• Select and appoint Departmental Trainers
• Oversee their development as Trainers
• Motivate them and recognize their
contribution to the department
• Partner with them to develop employees
and improve standards
• Work with them to encourage other
employees to attend relevant training
For Each Module
• Objectives
• Subject Material
• Duration
• Trainers
• Delegates
• Additional Information
– Training tips
– Marketing suggestions
– Other ideas
Marketing Training
• Partner with:
– Heads of Department
– Departmental Trainers
– Training Department
• Pre-course communications
– Early and often
• Post-course communications
Developing Content

Your role as a manager/supervisor:

• Making sure that all content is
integrated
Integrating Training
Performance
Results of Development
Employee Opinion Plans
Survey

Culture Other Core and

Characteristics Leadership Series
 Training
Values Your Proposed
Training Course

Results of Business Plan

Consumer Audit
Meet
Business
Needs
Delivering Training
Follow Up After Training
• Post-training activities:
– Ask for feedback
– Provide additional coaching where
necessary
– Help to transfer skills and knowledge to
workplace
• Model behaviors
• Recognize and reward the use of the
new skills
• Allow for a period of adjustment
Evaluating Training
• Did the employees enjoy the course?
– Were they engaged, was the Trainer
effective, was the content interesting, etc.
• Did the employees learn what they were
supposed to learn?
• Are the employees using the new skills/
knowledge (i.e. effective behaviors)
• Does the outcome show an
improvement
– E.g. fewer complaints, fewer mistakes, etc.
A Manager’s Responsibilities
• Identifying Training Needs
• Planning Training Activities
• Developing Content for Training
• Delivering Training
• Following Up after Training
• Evaluating Training Effectiveness