However, some hotel managers in China only emphasize short-term economic benefits, but ignore the training of employees.
Although some hotels are very familiar with training, and the surface form is extremely popular, the training effect is very little.
In addition, the vast majority of hotels carry out human resources training, only at the level of short-term staff training, without long-term goals and plans.
Looking at the training of hotel industry in China in recent years, the overall effect is always unsatisfactory, and the training efficiency is low, which seriously affects the effective management of hotel human resources and even affects the service quality and competitiveness of hotels. Therefore, it is necessary to speed up the efficiency of hotel staff training.
At present, there are 1 misunderstandings in hotel staff training, and there are misunderstandings in understanding.
① Insufficient understanding of the importance of training.
Some employees think that with the delay of time, they can study while working, and finally they can adapt to the environment and be competent for their work.
I think hotel training is just a formalism, which will not be of much use and will not have much influence on myself. On the surface, I should deal with it.
In practical work, some managers also have resistance to training, and some managers think that employees in their departments know everything and don't need training at all.
When something goes wrong, it's an accident, and the real reason is never considered.
Or regard training as an ordinary daily work, think that training is dispensable and perfunctory, and ignore its role as a management tool.
② Training is a time-consuming and expensive job.
Many managers think that training is not worth the loss. Instead of spending a lot of time, energy and money to train employees, it is better to go to other enterprises to dig people.
They recruit talents with high salaries and generous salaries, but they are unwilling to train talents.
③ Training is the job of the personnel department.
Speaking of training, people think that training is only the responsibility of the personnel department.
The training department is really the training of all hotel employees, professional knowledge, service skills and service awareness.
However, in order to make the training play a direct role and serve the work, it must be realized through the direct manager of the employees-the department manager.
In fact, training itself is a part of management, and it is also the responsibility of managers.
④ Senior managers do not need training.
The senior leaders of some enterprises mistakenly believe that training is only for managers and employees at the grass-roots level, while senior managers do not need training.
It is believed that the service quality will be improved only by strengthening the training of service personnel.
However, in fact, the quality and ability of senior managers have the greatest impact on the development of enterprises and are directly related to the development prospects of hotels.
Senior managers are untrained, they don't know the service quality standard, and they don't know how to control and motivate employees, which will inevitably lead some employees to be lazy or opportunistic.
Therefore, hotels should not only pay attention to the training of grass-roots staff, but also strengthen the training of managers.
2, the execution is discounted.
① Hotel training is discontinuous.
Bandura, an internationally renowned psychologist, pointed out that people will not let themselves do what they think they can't do.
Therefore, it is necessary for enterprises to carry out purposeful, step-by-step and systematic training to change employees' inner wishes, goals, ambitions and standards and further improve their quality.
At present, many hotels carry out training intermittently, without continuity and planning, and organizing inefficient training one by one will only waste manpower, material resources and financial resources.
For example, new employees receive basic job training, and the time is generally around January.
Then I started to work independently. Many companies only have basic job training, and there is no continuous training program. After entering the company, I learn completely by myself.
In fact, such training has not achieved any effect at all.
② The implementation process is not thorough.
At present, many hotels have done a lot of training work, and senior managers also attach great importance to training work, but the training effect is always unsatisfactory.
The whole process of human resource training should include four stages: demand analysis, planning, project implementation and effect evaluation. Without any stage, the training process is incomplete.
Suppose employees learn new knowledge and skills in the training process, but they don't apply what they have learned to their own jobs, and can't achieve the effect of improving work behavior and performance. This kind of training seems complete, but it has no practical significance when you think about it.
It is not uncommon for the hotel industry not to evaluate the effect of the training program, or to make a simple evaluation, or to make a serious evaluation without incorporating the results into the performance evaluation.
③ Hotel trainers are unprofessional.
Like many jobs, hotel training is also difficult, which requires higher quality of trainers.
The teaching level and motivation ability of trainers are very important to improve the training quality.
At present, some hotel trainers can only play an organizational role, and they can't give lectures or write training materials themselves, so it is still an arduous task to improve the quality of trainers.
If the trainer's quality is low, he can't grasp the training needs well, or he only knows the theory and is not familiar with the business, and finally he can't make a scientific and reasonable training plan.
In practical work, considering the actual situation, enterprises often choose experienced managers or supervisors to be responsible for the training of their own enterprises, but a considerable number of managers are sloppy in dealing with training issues and do it in a mess.
For example, when giving training lectures, I always stand on the podium and read books, and my sense of responsibility is not strong.
This training has no effect. When the HR department followed up and asked to pay attention to training or change the training methods, the managers or supervisors of these departments made excuses or even refuted them! 3. The evaluation is one-sided.
① Pay more attention to form than effect.
When it comes to training, many hotels show this attitude: all employees in our hotel have received professional training, and some employees have even participated in many trainings, and so on.
This reflects that a considerable number of hotels only pay attention to the form and ignore the actual effect of training, mistakenly thinking that more training times means good results or hotels attach importance to training.
This is a one-sided and unscientific concept of training, because the ideas, consciousness, knowledge and ability acquired by trainees through training may not all be applied to practical work. Only by comprehensively and flexibly applying everything they have learned can the value of training be truly reflected.
The reason for this situation may be that some hotels regard training as a form and do not really combine training with business objectives.
Just to fulfill the requirements of superiors, not really to pursue profits and improve the competitiveness of enterprises.
② Pay more attention to training than encouragement.
Many enterprises not only failed to implement effective incentive measures after training, but even a few incentive measures stipulated in the original system could not be fulfilled in actual operation, which led to the low enthusiasm of employees to participate in training and the training failed to achieve the expected results.
If managers and hotel organizations use relevant incentives, such as employees participating in training, it will be directly linked to salary, rewards and punishments, which will definitely affect employees' enthusiasm for participating in training, learning and applying what they have learned.
For example, if the hotel's reward system is linked to employees' academic performance and the effect of applying what they have learned, employees are more inclined to study hard, apply what they have learned and constantly improve and innovate in their work.
If we do not pay attention to the effective application of training results, there is no sound effect evaluation and incentive system after training, learning and not learning are the same, and as a result, employees will fall into certain misunderstandings in their understanding of training.
Improve the efficiency of hotel staff training 1, raise awareness and attach importance to training.
Training is one of the important contents of hotel management. Hotels, big or small, are inseparable from training. The importance of training has been mentioned earlier.
Now almost any hotel manager has realized that the hotel competition now and in the future is essentially the competition of staff quality. Whoever has a large number of competitive talents can take the initiative in the competition, and one of the ways to obtain talents is to educate and train existing employees.
Therefore, the understanding of training should be constantly improved, and both management and ordinary employees should attach importance to training. As one of the important links of human resource management in hotel enterprises, environmental training can attract managers' attention in the increasingly fierce competition in the hotel market.
However, some hotel managers in China only emphasize short-term economic benefits, but ignore the training of employees.
Although some hotels are very familiar with training, and the surface form is extremely popular, the training effect is very little.
In addition, the vast majority of hotels carry out human resources training, only at the level of short-term staff training, without long-term goals and plans.
Looking at the training of hotel industry in China in recent years, the overall effect is always unsatisfactory, and the training efficiency is low, which seriously affects the effective management of hotel human resources and even affects the service quality and competitiveness of hotels. Therefore, it is necessary to speed up the efficiency of hotel staff training.
At present, there are 1 misunderstandings in hotel staff training, and there are misunderstandings in understanding.
① Insufficient understanding of the importance of training.
Some employees think that with the delay of time, they can study while working, and finally they can adapt to the environment and be competent for their work.
I think hotel training is just a formalism, which will not be of much use and will not have much influence on myself. On the surface, I should deal with it.
In practical work, some managers also have resistance to training, and some managers think that employees in their departments know everything and don't need training at all.
When something goes wrong, it's an accident, and the real reason is never considered.
Or regard training as an ordinary daily work, think that training is dispensable and perfunctory, and ignore its role as a management tool.
② Training is a time-consuming and expensive job.
Many managers think that training is not worth the loss. Instead of spending a lot of time, energy and money to train employees, it is better to go to other enterprises to dig people.
They recruit talents with high salaries and generous salaries, but they are unwilling to train talents.
③ Training is the job of the personnel department.
Speaking of training, people think that training is only the responsibility of the personnel department.
The training department is really the training of all hotel employees, professional knowledge, service skills and service awareness.
However, in order to make the training play a direct role and serve the work, it must be realized through the direct manager of the employees-the department manager.
In fact, training itself is a part of management, and it is also the responsibility of managers.
④ Senior managers do not need training.
The senior leaders of some enterprises mistakenly believe that training is only for managers and employees at the grass-roots level, while senior managers do not need training.
It is believed that the service quality will be improved only by strengthening the training of service personnel.
However, in fact, the quality and ability of senior managers have the greatest impact on the development of enterprises and are directly related to the development prospects of hotels.
Senior managers are untrained, they don't know the service quality standard, and they don't know how to control and motivate employees, which will inevitably lead some employees to be lazy or opportunistic.
Therefore, hotels should not only pay attention to the training of grass-roots staff, but also strengthen the training of managers.
2, the execution is discounted.
① Hotel training is discontinuous.
Bandura, an internationally renowned psychologist, pointed out that people will not let themselves do what they think they can't do.
Therefore, it is necessary for enterprises to carry out purposeful, step-by-step and systematic training to change employees' inner wishes, goals, ambitions and standards and further improve their quality.
At present, many hotels carry out training intermittently, without continuity and planning, and organizing inefficient training one by one will only waste manpower, material resources and financial resources.
For example, new employees receive basic job training, and the time is generally around January.
Then I started to work independently. Many companies only have basic job training, and there is no continuous training program. After entering the company, I learn completely by myself.
In fact, such training has not achieved any effect at all.
② The implementation process is not thorough.
At present, many hotels have done a lot of training work, and senior managers also attach great importance to training work, but the training effect is always unsatisfactory.
The whole process of human resource training should include four stages: demand analysis, planning, project implementation and effect evaluation. Without any stage, the training process is incomplete.
Suppose employees learn new knowledge and skills in the training process, but they don't apply what they have learned to their own jobs, and can't achieve the effect of improving work behavior and performance. This kind of training seems complete, but it has no practical significance when you think about it.
It is not uncommon for the hotel industry not to evaluate the effect of the training program, or to make a simple evaluation, or to make a serious evaluation without incorporating the results into the performance evaluation.
③ Hotel trainers are unprofessional.
Like many jobs, hotel training is also difficult, which requires higher quality of trainers.
The teaching level and motivation ability of trainers are very important to improve the training quality.
At present, some hotel trainers can only play an organizational role, and they can't give lectures or write training materials themselves, so it is still an arduous task to improve the quality of trainers.
If the trainer's quality is low, he can't grasp the training needs well, or he only knows the theory and is not familiar with the business, and finally he can't make a scientific and reasonable training plan.
In practical work, considering the actual situation, enterprises often choose experienced managers or supervisors to be responsible for the training of their own enterprises, but a considerable number of managers are sloppy in dealing with training issues and do it in a mess.
For example, when giving training lectures, I always stand on the podium and read books, and my sense of responsibility is not strong.
This training has no effect. When the HR department followed up and asked to pay attention to training or change the training methods, the managers or supervisors of these departments made excuses or even refuted them! 3. The evaluation is one-sided.
① Pay more attention to form than effect.
When it comes to training, many hotels show this attitude: all employees in our hotel have received professional training, and some employees have even participated in many trainings, and so on.
This reflects that a considerable number of hotels only pay attention to the form and ignore the actual effect of training, mistakenly thinking that more training times means good results or hotels attach importance to training.
This is a one-sided and unscientific concept of training, because the ideas, consciousness, knowledge and ability acquired by trainees through training may not all be applied to practical work. Only by comprehensively and flexibly applying everything they have learned can the value of training be truly reflected.
The reason for this situation may be that some hotels regard training as a form and do not really combine training with business objectives.
Just to fulfill the requirements of superiors, not really to pursue profits and improve the competitiveness of enterprises.
② Pay more attention to training than encouragement.
Many enterprises not only failed to implement effective incentive measures after training, but even a few incentive measures stipulated in the original system could not be fulfilled in actual operation, which led to the low enthusiasm of employees to participate in training and the training failed to achieve the expected results.
If managers and hotel organizations use relevant incentives, such as employees participating in training, it will be directly linked to salary, rewards and punishments, which will definitely affect employees' enthusiasm for participating in training, learning and applying what they have learned.
For example, if the hotel's reward system is linked to employees' academic performance and the effect of applying what they have learned, employees are more inclined to study hard, apply what they have learned and constantly improve and innovate in their work.
If we do not pay attention to the effective application of training results, there is no sound effect evaluation and incentive system after training, learning and not learning are the same, and as a result, employees will fall into certain misunderstandings in their understanding of training.
Improve the efficiency of hotel staff training 1, raise awareness and attach importance to training.
Training is one of the important contents of hotel management. Hotels, big or small, are inseparable from training. The importance of training has been mentioned earlier.
Now almost any hotel manager has realized that the hotel competition now and in the future is essentially the competition of staff quality. Whoever has a large number of competitive talents can take the initiative in the competition, and one of the ways to obtain talents is to educate and train existing employees.
Therefore, the understanding of training should be constantly improved, and both management and ordinary employees should attach importance to training, and they can constantly re-recognize training with the change of environment.
2. Enrich training content and strengthen soft skills training.
The core competitiveness of the hotel is the service of the hotel, and the key factor to determine the service quality is the staff, so the training content of the staff determines the development of the hotel.
In order to train employees to be "more gentlemen than gentlemen and more ladies than ladies", we must strictly establish rich and comprehensive training content.
The author thinks that the rich training content should include three levels: quality and ability training, work skill training and soft skill training, and form a progressive relationship, so that the training content can be continuously enriched and enriched.
① Quality and ability training.
Only when an employee has good quality and is truly integrated into his work can he give full play to his potential and create favorable value in his work.
As far as the current hotel training situation is concerned, although the importance of quality and ability training is recognized, it has not been transferred to practical work.
Quality and ability training includes professional ethics, service awareness, legal knowledge, etiquette, safety knowledge and food hygiene, among which professional ethics and service awareness are the foundation and other aspects are important components.
② Work skill training.
Job skills training is to enable employees to better complete their work and improve their job skills. It is the most basic training content in modern enterprise training system.
Including basic skills training and special skills training.
The training of basic skills mainly includes job responsibilities, operating procedures, skills and contingency skills.
Specific skills training is characteristic skills training, such as emotional service training, makeup etiquette training and so on.
③ Soft skill training.
These include: corporate culture training; Team spirit training; Cultivation of innovative ability.
4. Establish and improve the training guarantee system.
① Establish a perfect training team.
The selection of trainers is directly related to the training effect. An excellent trainer can actively mobilize the learning passion of employees and promote the training effect to some extent.
Quite a few hotels, trainers are basically the heads of various departments. The advantage of this training method is that the trainees have a thorough understanding of the advantages and disadvantages of the trainees and the knowledge points that need to be strengthened, and it is easy to prescribe the right medicine, but it is easy to be limited by their own knowledge and structure, so it is difficult to make comprehensive innovation and great progress in skills and knowledge.
Therefore, on the one hand, hotels should use front-line supervisors to train employees, and at the same time, they should strengthen the training of full-time trainers.
Full-time trainers should select excellent employees from within the enterprise, and consider their academic qualifications, knowledge structure and other aspects to measure whether they are qualified for this role.
Trainers should also keep training, let them go to colleges or attend training courses organized by full-time training companies, so that they can master new training skills while enriching their horizons and upgrading their skills.