by Doug Kennedy
April 15, 2009
During the past few years of record profits many hotels and hotel companies
have invested heavily in ramping up their in-house and corporate level
training resources. Now that we are in a down market, one can easily
see which organizations truly comprehend and believe in the value of ongoing
training versus those who view it as window dressing.
As a vendor-partner to the hotel industry for training and development
resources, it is interesting to see and exact names of hotels, hotel companies,
and industry organizations are still investing in their team�s personal
development. From what I hear from my colleagues and competitors,
it seems to be the top-tier companies across all organizations, market
segments and locations that are still keeping hotel training companies
like us plenty busy during what is one of the biggest downturns in industry
history.
This is not just because these excellent, top-tier hotel companies think
training is a nice thing to do; it�s because visionary leaders realize
the tangible ROI that training can achieve, if properly implemented,
measured, and followed-up on.
Unfortunately though, from what I hear of the industry at large, way
too many companies are instead blindly cutting back on training and development
at every juncture across the board. Depending on the type of organization
or company, this plays out as:
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Hotel trainer positions that are left unfilled or eliminated.
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Cut-backs in budgeted hours for recurrent training.
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New-hires being scheduled to cover shifts before they have had proper one-on-one
coaching with a supervisor.
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Lack of access to new training multimedia resources such as DVDs; missed
opportunities for managers and staff to attend webinars and to use eLearning
tools.
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Cutbacks in budgets for managers and leaders to attend management company
or brand conferences and events.
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Training components of conferences and events being reduced; or annual
educational and training conferences that are being cut out altogether.
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Reduction in the quality of the educational experiences being offered at
annual conferences for associations, brands, and other trade groups.
It�s understandable that when facing drastic, unexpected declines in revenue
that some cuts absolutely have to be made and it is never pleasant nor
easy to decide what to cutback. Certainly in markets such as what
most hotels are currently seeing, even the training budgets need to be
pared back. But this is not the time to have an �abandon ship� paradigm
that views all investments in training as an �extra� that needs to be cast
overboard to stay afloat.
Instead, it is precisely in times like these we must remember training
is the responsibility of every manager, every supervisor, and every leader;
every month, every day, every shift. Certainly the ideal situation
is to have a designated training manager or director to inspire, organize,
and lead the training and development effort throughout your organization.
Interestingly, the top-tier companies that use the most outside training
resources seem to also have at least a full or part time trainer in place.
A few I know have even added training positions even during downturns;
others have found a way to sustain these positions at all costs, even if
having these staffers work temporarily in other departments during slower
monthly accounting periods.
Yet even companies that do have designated training manager or director
to lead the charge still understand: training is a process not just a title,
position, or job description. Instead, they view training is a core best
practice necessary to sustain the ongoing journey to excellence, versus
a program to complete, a workshop we have to attend, or a certification
we must to achieve. The best training managers know this well and see themselves
as a center-point nexus directory and resource.
Whether you are a hotel trainer by title, or a department head, assistant
manager, or shift supervisor, here are some ideas to make training happen
every week, every day, every shift:
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When forecasting temporary dips in business activity, schedule formalized,
workshop style training during down-times.
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Even during periods of peak activity, there always seems to be dips in
the �cycle of service� during which staff have predictable periods of down-time.
This is a great chance to schedule some on-the-job coaching.
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Sometimes business levels drop unexpectedly; during these times it is not
always possible to cut hours by sending staff home early. If so,
conduct impromptu �grab and go� training meetings.
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Conduct individualized coaching with frontline associates directly
in their workplace between transactions during actual shifts.
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Reinforce what was done well; focus on what could have been done more effectively.
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Distribute copies of article reprints from publications such as this for
discussion/review at meetings.
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Checkout cost-effective multi-media (DVD�s and videos) from resources such
as the Educational Institute or the Sunrise Basic Training series.
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Reinforce training themes with workplace displays that can be made fun
with simple word processing programs.
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Find ways to cut costs but to still attend industry conferences or events;
book early to reduce registration fees. The biggest cost historically
is usually airfare and travel costs, which can be secured at value rates
if you plan ahead to send your leaders to such events.
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If you are a hotel company or association, this is a terrific opportunity
to show value to your stakeholders by finding a way to still offer quality
educational and training events at future meetings.
By making revenue-generating training part of the realm of responsibility
of every manager and leader, your can ensure your frontline staff is capitalizing
on every opportunity to capture sales, reduce unnecessary costs, and ultimately
maximize profits during this industry downturn. The best part is
that when the recovery starts, your well-trained team will be ready to
optimize profits when demand begins to soar once again.
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Doug Kennedy, President of
the Kennedy Training Network, has been a fixture on the hospitality and
tourism industry conference circuit since 1989, having presented over 1,000
conference keynote sessions, educational break-out seminars, or customized,
on-premise training workshops for diverse audiences representing every
segment of the lodging industry. Ee-mail Doug at: [email protected] |
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