His mouth went dry.  From deep inside came an overwhelming feeling of desperation and panic.  But being a trainer doesn’t have to be a brutal experience.  It just takes a little preparation and special training to turn the entire experience into a rewarding one. 

Rate Yourself as a Trainer

Most of the people responsible for training at the property level are not professional trainers. In fact, a study from the Educational Institute of the American Hotel & Motel Institute showed that training managers account for only 2.9 percent of those who actually end up doing the training.  Instead, general managers (37.8%), supervisors (18.2%), and human resource managers (16%) are most likely to conduct training sessions.  If you find yourself or the trainer at your properties in one of those groups, you may want to evaluate training performance to make sure your employees are getting all they need to do an excellent job.  This checklist will help you do it. 
 

Getting Ready to Train 

Willingness and job knowledge are terrific, but still not enough. Training doesn’t come naturally to most people; it’s a skill that must be learned.  Programs like the three-video “Train the Trainer” series from the Educational Institute will give your designated trainers the background knowledge and skills they need to deliver training that stays with employees. 

Four steps—prepare, present, practice, and follow-up—form the basis for successful training.  And during each of these steps, trainers must implement adult learning strategies. 

Adult learners want to know how training will benefit them and why it is important.  Therefore, it is a good idea to explain training objectives immediately. Successful trainers also talk to employees ahead of time—to find out what they hope to learn, and tailor the training session to answer their questions. 

Adult learners also appreciate a realistic focus and practical application of training material, rather than theory.  When presenting new concepts, trainers should show how the information applies to the employee’s job duties, and use property-based examples whenever possible.  Remember, too, that adults come to training with their own experiences.  Good trainers ask employees to share their experiences and acknowledge that employee input enriches the training experience.  Trainees learn more when they participate in training, so successful trainers ask questions, solicit examples, and encourage feedback from those they are teaching. 

Participation includes practice. Adults learn by doing, so training should include the opportunity to practice the skill being taught, whether it’s entering data into a computer, cleaning a bathroom, or greeting a guest.  If practicing a new skill in the work  setting could jeopardize customer service if performed incorrectly, role play, case studies and dry runs at an unused work station can give employees hands-on experience. 

Finally, adult learners appreciate feedback and follow-up on their training.  In coaching employees, it’s possible to fine-tune performance by re-emphasizing training expectations and reviewing information from the session.  Let employees know when they are successfully implementing their skills and correct their performance when it falls short of the standards taught during formal training. 

A train the trainer program won’t guarantee that every training session will be fun and exciting for trainees, but it will give your designated trainers more confidence and skill.  At one property, employees told the human resource manager that they noticed and appreciated the change in the quality of training they were receiving from a manager who had completed a train the trainer course. 

That kind of change creates a domino effect—a well-prepared trainer delivers training that employees absorb and retain, which leads to better performance, resulting in greater customer satisfaction and repeat business.

For information on train-the-trainer resources from the Educational Institute, contact info@ei-ahma.org.