Introduction

Nowadays, most hotels industry has invested their dollars on training. And each of hotel has a number of different ways to evaluate its training programs and it depends upon the kind of training event, the aims of the training, the diversity of participants and other factors that might affect HRD to pick up the most appropriate evaluation methods. But, still managers have doubt how to conduct evaluation. Issues such as who should be doing it, what purposes are, how to convince internal/external customers, techniques, and so forth have put HRD in the line of fire.

This article again will pick up some of the issues before an HRD conducts evaluation.

Why evaluate

The most important aspect needs to be addressed prior to evaluate training programs is that evaluation should be integrated into strategic business objectives. There have been a lot of recipes of evaluating training programs in very sophisticated explanations, arguments, charts and so forth but managers remain unclear about the purpose of it. Firstly, evaluation can supply valuable information on how the program can be improved or terminated. It also can identify specific difficulties/problems in the organization, find out which training methods are effective, ascertain the significance of the program in relations to the participants through improved KSAAE (knowledge, skills, ability, attitude and experience). Indeed, evaluation can too be used to have a promotional agenda. In addition, evaluation is also of concern to achieve cost effectiveness. Finally, training programs have to achieve the bottom line of the organization objectives and this is where performance is linked to the organizational value or results.

Is evaluation a problematic?

This question has been bothering an HRD for quite long time and trainers / practitioners in particular.   The �super model� of Kirkpatrick a four-stage evaluation model; reaction, learning, behavior and results have been refined and revised.  Many researchers, specially, have come up with a �gladiator� argument that evaluation is a difficult task and tend to be left out form training activities. According to some researchers, if evaluation needs to be successful therefore it requires top � bottom information or 360 degree evaluation or 180 degree or other theories that only cause managers to shrink their forehead.

There have been a lot of journals/articles/textbooks writing about evaluation theory and majority of them have always mentioned Kirkpatrick evaluation model as their initial stage to elaborate evaluation theory and come up with new findings that appear to be confusing for readers. It seems straightforward to write about evaluation and to exhort others to carry out the task, but evaluation itself requires an integrated approach to ensure that training programs are effective. This paper argues that evaluation appears to be a complex task, however, it depends upon how managers will do it. And again, every single task that relates to evaluation activities should link to the strategic business objectives. As this article will point out  that there is no doubt with current theories, models, charts about evaluation and they all seem practicable, but a nagging question is how we value training activities. This can be the reason that evaluating training programs must relate to the strategic business objectives.

Evaluating training programs in the hospitality industry

Thinking about training evaluation for the hospitality industry requires a systematic approach to deal with.  Indeed, it needs fully supports from managers to make certain that every single dollar spent on training programs has been achieved.  In the hospitality industry, managers (usually) know what KSAAE their employees need to do their jobs, and then training them in those areas and at the end it will produce bottom line results. Training for front line employees is designed to ensure that they are able to undertake their tasks professionally and in the same manner. A hotel operator, for example, is given a job description before embarking to the actual workplace. Then, he/she will undergo a training program that corresponds to the job.  The job descriptions are:

1. pick up the phone after ringing twice,
2. say greeting, i.e., good morning hotel A this is Johnston how may I help you?,
3. thank you for calling hotel A and your call is connecting. Please hold the line.
4. you are on.

Herewith some useful tips that may be beneficial for doing evaluation:

1. Planning; what do you want to do, what do you want to find out and how you accomplish it?.,
2. Sponsorship; as the article indicates that managers/supervisors/subordinates should  involve in evaluating training  activities.,
3. Measuring; relates your findings to the strategic business objectives.,
4. Data collection method; performance appraisal can be a good source.,
5. Your judgments.

Conducting evaluation is an important task and needs to be included prior to perform training programs. Once again there are lots of recipes of evaluating training programs, but as this article argues, it all depends upon your organization. Managers should know the most appropriate ways doing it  and from that basis therefore they are able to gauge whether training should be continued, improved, changed or terminated.