Hilton Hotels Training Project - Research Paper Example

Hilton Hotel’s Training Project Assessment I. Organizational Needs with Background Information Hilton hotel is one of the most common hotels known worldwide. It has been found to promote its success with its promising vision and mission that have been constantly shared and have been transparent with its underlying values. The vision of the organization comprises its view to take the role of hospitality that could make the customers feel enormously gratified with the satisfaction of the accommodating services of the Hilton’s employees. The mission of the Hilton hotel is to encourage its embodiments to take responsibility of taking the name and reputation of the hotel so sweetly sound for the comments of the customers. Hence, the mission entails the needs of the organization on how to make the organization strongly convulsive to market great for such industrial hotel. Moreover, Hilton involves the values of “hospitality, integrity, leadership, teamwork, ownership,” and the value to make their regular service with the virtue of honesty, diligence, and responsibility of their workers. In line with these vision, mission, and valuable goals, the Hilton hotel, as a hospitality industry, wanted to maintain their fame and good services through satiable and constant trainings for the employees who are responsible to bring the name of the hotel to its grandest sound. II. Participant’s Needs The participants of the present training project will be the staffs of Hilton Hotels, particularly the Kitchen staff, butchers, guards, waiters/waitress, receptionists, janitors/cleaners, etc. The researchers for the present project gave the staff the needs assessment that contained questions pertaining to leadership and teambuilding as group needs with communication and assertiveness as individual needs. In the meeting session with the Hilton hotel’s management head and the staff who will be the participants for the training, the researchers have tackled topics that involved time management, impression management, and individual’s self-awareness to their strengths that are related to positive psychology topics. The staff participants could not pinpoint which among those topics that the research trainers suggest were more applicable for them. However, the manager suggested that the employees need assertiveness, time management, and initiative as the most important needs that the staffs must improve on. Moreover, the manager also suggested that the employees need to improve on how to accept criticisms. Hence, employees need to improve and develop their open-mindedness with the value of assertiveness, and the need to communicate their skills and knowledge very well to their co-workers and to their customers. This would mean that the training assessment will cover three major needs that will be complied on for the staff members: Assertiveness, Time Management, Initiative and Open-mindedness. According to Tennant (1982), Assertiveness refers to one’s ability to say their rights to others without offending them. This attribute is very important for the staff of Hilton hotel to ensure their capability of being flexible to adjust to different personalities of diverse co-workers and in taking the concerns of the customers. According to Eerde (2003), time management is very important to be part of the training because it will mitigate the employees’ habits of “procrastination.” The employees’ initiatives would be taken as a benefactor to the organization because they will be trained on how to use their common sense of knowledge for the corporation (Clarke & Rollo, 2001). When it comes to open-mindedness, one’s sense of professionalism and humility will be practiced in the field of hospitality industry where arrogance is a big no-no (Sellman, 2003; Spiegel, 2012). III. Participants Expectations The participants of Hilton Hotel are excited to know about their training upcoming activity. The first meeting with the participants made the time so fast that it made the researchers/trainers to wait for the whole members to be complete for an hour because the management does not want to begin the meeting without everyone around. However, the meeting was still good because everything has already been furnished up base on the needs assessment questionnaire that has been given to them. There were suggestions that have been heard from the management and from the staffs who were given chances to hear about their ideas on the things and values that the team needs to work and improve on. The participants were asked about their expectations who believe that everything would already be more organized and would believe that there would be harmony and more coordination in their work as staff members of Hilton hotel. The participants hope that they could realistically apply the learnings from the training activity. Training Outcomes IV. Identification of Performance Gap 1. Participant’s Data A. Demographics The participants of the Hilton hotel will be the different staff members from the guard (5 participants), receptionists (10 participants), janitors/cleaners (10 participants), and other hotel workers like butchers and waiters/ waitress (30 participants). The age range of the participants will be from 21-40 years old who are working in the Hilton Hotel base on Texas. There are ten (10) 21-25 year old, thirty (30) 25-35 year olds, and fifteen (15) 36-40 year olds. There would be fifty-five participants all in all (25 females and 30 males). B. Learning Style The learning styles of the participants were tested through Catherine Jester’s Learning Style test which measures one’s skills of visual/verbal, visual/non-verbal, kinesthetic, and auditory styles of learning. According to Green (2011), it is very important for a trainer to know the learning styles of the employees, so that the trainer could have enough knowledge of what to do, and how to make the presentation suitable to the most easy way on how the employees would be trained to easily understand the things and concepts that would be tackled about. In addition, industrial workers of hospitality management like the hotels would be considered as adult learners as their learning styles would be taken into consideration. Green (2011) noted that visual learners could easily learn things through seeing pictures, observing symbols, through “diagrams”, plots, graphs, and charts. Verbal learners are those who often use their communication skills to share what they have learned through observation. Visual learners could be verbal learners at the same time. Other could be visual learners who do not much talk about what they learn but would often love to do things more in action compared to saying the learning verbally. This kind of visual learners could be often considered as visual/non-verbal learners. The kinesthetic way of learning involves one’s knowledge of taking things through movements. For the auditory style of learning, there could be hotel workers who are fond of remembering things through listening. These learning styles have been covered up in this training assessment project. The results of the assessment as the inclusion of the training Project Assessment showed that that the majority of participant’s 37% (29.47) of our participants are inclined to Kinesthetic style of learning. This is followed by 29% (28.74) of visual/verbal learning, 21% (28.84) are Visual/Non-verbal and only 13% (27.16) are inclined to Auditory style of learning. (See the table below). Visual/Non-Verbal Kinesthetic Visual/Verbal Auditory Mean Score 28.84 29.47 28.74 27.16 Percentage 21% 37% 29% 13% The results show that majority of the participants could easily learn through kinesthetic way of learning. Hence, this would mean that the trainers for the staff of Hilton would find activities that could energize them that would involve lots of physical movements and exercises relative to their needs assessment of skills like open-mindedness, time management, assertiveness, and initiative knowledgeable skills. Trainers will make use of activities that would challenge the staff members of Hilton hotel relative to those specific attributes. Hence, there would be specific time frame that the employees would need to comply with for the activities as their skills for asserting with their co-workers would be exercised. C. Group’s Developmental Stage The staff members of the Hilton hotel in Texas agreed to participate in the training without hesitations because they believe that it would benefit them intrapersonally and the organization as well. The participants considered their group who are already in a performing stage where everybody could work together collectively and individually. This would mean that they are already comfortable to each other, and they could make decisions harmoniously. However, they admit that harmony towards group lacks stability because sometimes there are staffs who would not consider others decisions. D. Motivation The participants are willing and excited to undergo with the training. Almost all of them were fascinated with the upcoming activities for training. Some of the participants have already experienced seminars and other trainings, but that would not hinder other participants’ presence for the training activity. According to them, the training would mold their personality and enhance their skill as well. E. Relationship The participants have been together for at least a year since the new employees were hired last year of October 2011. They could say that they are already aware of each other very well even when they have different assignments because of their acquaintance meeting every weekend. However, their knowledge to their co-workers would still be tested in the training activities because sometimes what one knows about others is not much elucidated. 2. Trainer’s Style A. Expectation of the Trainer The trainer expect that the training will be hopefully successful, and that would be really helpful for the Hilton hotel where its employees would be progressive enough to inculcate the cultural values of the organization. The trainer also expects that they could build the rapport with the participants through regular contacts with them, so that their presence for the training would be confirmed. Trainers also expect that the management of the Hilton hotel would be supportive for the participants’ training in which materials and expenses would be rendered. The trainer also expects and believes that interaction with the participants would affirm their skills, and that would open for a great way of helping them to come up with their improvement. B. Competencies and Limitations of the Trainer The trainers would like to admit that the diverse personalities of the participants would be difficult to deal with. However, the interpersonal skills of the trainers suggest that they could be flexible enough for the adjustment to the employees. The trainers have general knowledge and skills for training sessions, but there could be instances and things that would be beyond their control like technical difficulties. However, the trainers would assure that in spite of these instances, preparations will be furnished before the onset of day and time for the training activity. 3. Methodology Participants were contacted through the Hilton hotel’s landline with the help of the management team who also communicated the employees regarding the needs assessment session with the trainers. Informed consent was given to the participants with the help of the management as they assigned the participants to answer for it. Everything was already cleared up on the first meeting with the participants in which suggestions for the training activity were already settled up because in the first meeting, a group interview was also conducted aside from the questionnaire that was given to them. 4. Three Specific Training Outcomes There are three specific outcomes for the training. First, participants would learn how to become assertive with the initiative to take precautionary actions and things to say. Second, participants would be more committed with time management. Third, participants would be more open-minded to consider other’s opinions with more respect and humility. Hence, these three things would serve as target objectives that the trainers would expectedly meet as a result for the employees’ progress and improvement. References Clarke, T., & Rollo, C. R. (2001). Corporate initiatives in knowledge management. Education & Training, 43(4), 206-214. Eerde, W. V. (2003). Procrastination at work and time management training. The Journal of Psychology, 137(5), 421-434. Green, A. (2011). Hospitality training: Do learning styles matter? Retrieved from Proquest LLC Dissertations. Sellman, D. (2003). Open-mindedness: A virtue for professional practice. Nursing Philosophy, 4, 17-24. Spiegel, J. S. (2012). Open-mindedness and intellectual humility. Theory and Research in Education 10(1), 27-38. Tennant, C. (1982). Assertiveness Training-A Practical Approach. Journal of European Industrial Training, 6(6), 3-6. Read More