What Ritz-Carlton Hotels Ought to Do in Order to Foster Their Workers Development - Assignment Example

HRD by Student's Name Course Code and Name Professor’s Name University Name City, State Date of Submission HRD Executive Summary The report covers what Ritz-Carlton hotels ought to do in order to foster their workers development. It addresses the challenges that might be experienced as they try to execute their policies and what ought to be done to deal with the issues. The importance of implementing these policies in the short and the long run is very essential for the sake of boosting their sales. The report recognizes importance of the company to continue training their employees even after they are moved from a monitoring program for the sake of making sure there are well equipped with the latest skills (United States 2012). It also acknowledges extra cost that may be incurred during training and how the company might try to cut those costs by using cheaper training methods like technology (International journal of management and human resources 2013) . Introduction In today’s world competition has increased tremendously and companies ought to be innovative in order to remain relevant. In the hotel industry the services are so homogeneous that only small details make details in terms of attracting consumers. It is under these circumstances that policy makers need to improve their services to the optimum for the sake of realizing their goals. One of the ways includes personal development. This can be attributed to the fact in the hotel industry human resource is the most important aspect of the company. Substantial efforts should be made for the sake of boosting employees' skills in terms of service delivery. In fact most successful organizations have incorporated human developments in their philosophy. Some of the benefits of this program include the motivation of workers due to the fact that they are exposed to new challenges. It also adds more experience due to the fact they can practice what they learn. Task As an advisor of Ritz-Carlton company management I will evaluate steps they need to take in order to incorporate staff development in their policies (United Nations 2008). The paper looks at possible strategies and the shortcomings which the company might experience while trying to implement these programs. How the Company Can Assess the Development Needs of their Staff They should hire an independent team which can evaluate the services being offered and point out to weakness that needs improvement. For example, if the expert team is booked in the hotel as guest in disguise they can be exposed to real situations which can make them make profound decisions on where the workers need to be trained on (United Nations 2011). The management should also involve employees in trying to understand the needs of their workers in terms of training. This is essential because if the company can let their employees be honest with victimization about the area they believe they are not good at. They also need to evaluate their client’s complaints which can give them a clear picture where they are not good at. The management can therefore locate the necessary resources to train them for the sake of future dealings. In case of introduction of a new service in the hotel the company ought to offer appropriate training to their employees in order to equip them with the necessary skills needed to deal with changes (Brandley 2012). What Learning strategies to Employer for specific learning Skills The company should set realistic learning skills which are essential for them to be successful. This means they should formulate a learning strategy which can be applied within a designated time and easy to follow (United Nations, 2011). The learning program should be specific and goal oriented. The management should also inform their clients about what they hope to achieve in terms of their expectations. For example, if they want to address the issue of courtesy in terms of addressing their client’s the management should tell their workers their specific targets at the end of training. In this case they should target reduction in complaints by a certain percentage. How can they check the effectiveness of their Policies? There are several methods which can be applied to check the effectiveness of the policies being implemented by a company (Levinson 2013). Some of the methods include a mentoring program where training is followed by evaluating how effective it was in terms of effectiveness. The workers are trained about a specific area where improvement is needed. They are then exposed by the management to the same problems to see how they effectively deal with them. This helps management to evaluate their responses to training and they can concentrate in areas which workers did not grasp in the first training (Australian Bureau of Statistics 2012). Secondly, the company can evaluate their statistics after they have eventually trained their employees to compare their performance. The numbers can therefore show if the training was a success or not depending on how well they perform or fail. Thirdly, the company should conduct interviews and ask the workers about their training programs (Sobaih 2011). The evaluation of workers through interview helps the management to know how the training helped them in their personal development. The method helps the company know where they need to improve in the future training of employees. Finally, they ought to have a monitoring program which is essential in dealing with training. The company should not stop at training but they should continue to help their employees as they try to adapt new skills of doing things. The importance of this is to help workers who may have difficulty in understanding new concepts at first time. Introduction of the New Staff In the case of in introducing new employees to the company it is essential they are incorporated into a monitoring program. This program works in away where new employees work under the supervision of the old employees (Shellharbour 2011). The importance of these is to let them gain considerable experience as they continue to work until there are equipped with enough experience of executing duties on their own. Mentors also expose protégé on different dynamics of the company (Canada, 2013). The senior employees could also gain considerable experience through mentoring these protégés in terms of their fears and challenges which they may face while working in the company. The company also ought to introduce a permanent training program even after employees have gone through monitoring stage. The importance of this is to make sure they are well equipped with new skills that may arise from in the cause of doing the job. This is because hotel industry just like other industries is dynamic and it is paramount to update accordingly (Organisation for Economic Co-Operation and Development 2009). Customer Service Customer service is probably the most important department of hotel industry business. It is essential for employees to be well equipped with customer service skills. One of customer care skill is communicating with a customer. The employees should be introduced to good communication in terms of applying polite language in their communication as they talk to a consumer. The training should be set in a way they are put in what would have been a real life situation. This helps them to understand what a client might ask them and the language they ought to use (Garavan & Carbery, 2012). Interpersonal Skills To develop interpersonal skills a company ought to create an effective communication system where employees can engage freely with the management and their colleagues (Oregon Board of Licensed Social Workers 2013). The human resource department should be set in a way where senior people management can be easily approached instead of being feared. In terms of training the management can create artificial problem which requires workers interpersonal skills. Their responses then would help the management to understand the effectiveness of this training (Australian Bureau of Statistics 2012). Development of Team Skills In order for the company to realize their goal of developing team spirit they ought to divide their employees into small groups. The groups should be given tasks which require them to work together in order to achieve their targets. These teams should then be assigned a trained coach who guides them through the process. This method exposes employees to team work which essential in developing team skills (United States 2013). The teams should be evaluated by the coach in terms of various tasks they have carried out. This will generally encouraged trainees on their strong attributes and at the same time directing them where they need to improve. Team work also makes sure every employee is active participation which is important in terms of boosting their confidence. Their execution of tasks given to them during training helps employers to fully grasp how effective the training was. Development of Leadership Skills The company ought to install programs that promote delegation of duties. This will lead to junior staff being given opportunities to carry put duties on their own with minimal supervision. They should also be exposed to leadership by being given duties which require them to make decisions on the behalf of the others (Oregon Board of Licensed Social Workers 2013). On one of the most effective way includes workers being grouped into small groups and one of them is given the role of the team leader (United States 2013). The management then evaluates his core decisions to gauge his abilities. This would also help management to concentrate on their weak area hence guide them. In order to motivate workers in developing leadership skills, effective and at the same time promoting confidence of the employees the post of group leader should be rotational. This would give each employee an equal opportunity to bring out their ideas. They also need to formulate policies where they promote people from within (Davidson, Mcphail & Barry, 2011). Recommendation In implementation of the above policies, the company ought to consider certain factors for them to be effective. One of the key issues is communication between the management and general employees (Organisation for Economic Co-Operation and Development 2009). This is essential before the company introduces new policies due to possible resentments that might arise because of drastic changes (Australian Bureau of Statistics 2012). For example, in the case of offering protégés some mentors is usually very tricky as the latter may feel their job will be endangered by new employees. It is therefore important for the company to introduce a very effective communication system where employees’ anxiety can be addressed (Canada, 2013). The company can also use technology in training instead of human resource. This can be beneficial to both recruits and organization due to the fact that it is cheaper in terms of running. The recruits can always refer to the video repeatedly until they are conversant with the skills needed to serve the company clients (Canada 2013). This method is more effective and cheaper compared with seminars and workshops which require employees to suspend their work to attend. The company should also follow up the policies they have implemented in order to know their impact on the organization in terms of benefits and their weak points for the sake of the future (United States 2013). Conclusion In conclusion, it can be argued that in today's dynamic world it has become important for organizations to maximize usage of their resources. Although cutting running cost is essential for a company to be profitable it is also good to make sure they don’t compromise on some area. Research has shown workers work best when they feel treasured by their employers. This trend has made potential employees to evaluate company policies to see what they offer in terms of helping their workers in terms of personal development. This means that companies should invest in workers development by offering services like education fees and other amenities that are essential for human development. If they invest in the short run they are likely to reap on the long run since human resources always play an integral part in the company development. Reference List Australian Bureau of Statistics. (2012). Statistical skills for official statisticians. ABS Web Site. Canberra, Australian Bureau of Statistics, vol 19, pp 213-248 Bradley, D. H. (2012). Comparing compensation for federal and private-sector workers an overview. [Washington, DC], Congressional Research Service, Library of Congress, vol 35, pp 26-35 Canada. (2013). Results-based action plan. Implementation of section 41 of the Official Languages Act. Gatineau, Québec, Public Works and Government Services Canada, vol 72, no.259-278 Levinson, M. (2013). U.S. manufacturing in international perspective. [Washington, DC], Congressional Research Service, Library of Congress, Available at: http://www.cq.com/pdf/crsreports/ (Accessed on: 19 March 2013) Michael C.G. Davidson, Ruth Mcphail, & Shane Barry. (2011). Hospitality HRM: past, present and the future. International Journal of Contemporary Hospitality Management. 23, 498- 516. National Association of Social Workers. (2013). Social work. Washington, DC, NASW Press Organisation for Economic Co-Operation and Development. (2009). Best practice policies for small and medium-sized enterprises. Paris, France, Organisation for Economic Co-operation and Development, vol 48, no. 3, pp 456-480 New Zealand. (2013). Enhancing our people capability: strategy for. [Wellington, N.Z.], Dept. of Corrections, vol 62, pp. 321-347 Oregon Board of Licensed Social Workers. (2013). Newsletter. Salem, Or, Oregon Board of Licensed Social Workers. Available at: http://library.state.or.us/repository/2013/201302150947405. Shellharbour (N.S.W.). (2011). Shellharbour Community Strategic Plan. Shellharbour, N.S.W., Shellharbour City Council, vol 38, pp. 123-153. Sobaih, A. E. (2011). Half Job-Half Training? Management Perceptions of Part-time Employee Training in the Hospitality Industry. Journal of Human Resources in Hospitality & Tourism. 10, 400-420. Thomas N. Garavan, & Ronan Carbery. (2012). A review of international HRD: incorporating a global HRD construct. European Journal of Training and Development. 36, 129-157. United Nations. (2011). Bulletin on social integration policies. New York, NY, Social Integration Branch, Division for Social Policy and Development, United Nations Dept. of Social and Economic Affairs, vol 24, pp. 161-243. United States. (2008). Earnings and employment data for workers covered under Social Security, by state and county. Washington, D.C., Social Security Administration, Office of Research, Evaluation, and Statistics, vol 68, pp. 27-58. United States. (2010). Information on the administration of workers' compensation programs in each state and the District of Columbia. [Washington, D.C.], The Division, vol 83, pp.342-387. United States. (2012). Earnings and employment data for wage and salary workers covered under social security by state and county. Washington, D.C., The Office, vol 63, pp. 245- 270. United States. (2013). Earnings and employment data for workers covered under social security and Medicare, by state and county. [Baltimore, Md.?], Social Security Administration, Office of Policy, Office of Research, Evaluation, and Statistics, vol 42, pp. 320-329. United States. (2012). Strategic plan. Washington, D.C., U.S. Dept. of Health and Human Services, Assistant Secretary for Preparedness and Response. http://purl.fdlp.gov/GPO/gpo24186. Read More