Proposal on Training Alternatives for a Hotel - Case Study Example

Proposal on Training Alternatives The April 7, Proposal Introduction After a critical analysis of the skills possessed by many employees in the hotel, it becomes evident that there is need to empower them through advanced training. Offering additional training to the employees is one of the essential aspects in ensuring that the hotel is a leading provider of quality services to all the customers. The fact that the skills possessed by the employees determine the loyalty of customers makes it salient that additional training deserves a priority. The hotel can consider hiring someone to offer in house training within the hotel premises or sent delegates for outhouse training. Notably there are both advantages and disadvantages of these two alternatives. Prior to making the final decisions it is critical for the hotel management to analyze the alternative that presents more benefits to the hotel. This proposal presents both the benefits and set backs of each alternative. Description of proposed case study As highlighted above, training is very critical if an organization intends to improve the qualities of services it provides to its customers. Moreover, offering training imparts employees with new skills and knowledge is a factor that empowers them to register a higher rate of efficiency. Therefore, organizations make it a habit of offering regular training programs to different employees in a bid to empower them. In the case of a hotel, the services provided by the staff determine customer loyalty. In many cases, the ranges of the services provided by a hotel are not the only factors that attract customers (Melkman & Trotman, 2005). Rather, customers are likely to frequent a hotel that has friendly staff that proves responsive to customer needs. In a bid to improve the reputation of a hotel, training employees will be a priority. One of these alternatives that the hotel may adopt is hiring a training special list who will offer in house training to the employees. This will mean that, the hotel staff will receive training within the hotel premises. Depending on the kind of training that will be offered, employees may receive the additional training as they perform their usual duties. There are evident advantages of in house training of the hotel staff in a bid to improve the standing of the hotel. The fact that the staff will receive the training within the hotel premises only translates to a high rate of saving for the management because it eliminates the needs for travel costs (Melkman & Trotman, 2005). Since the employees who have been identified for the training will not require moving to the venue of training, the hotel will save money that could have been used on logistics. Moreover, employees are likely to receive training that is customized to their daily activities. Such specified training presents more benefits to the employees because of the obvious relevance to the job responsibilities. The convenience presented by in house training cannot receive any form of under estimation. This is because the staff who will receive the training do not face the pressure associated with moving to an outside venue. This serves to ensure that all the employees are present during the training. Moreover, the hotel will find it cheaper and reasonable to offer training to all the employees at the same time. Such in house training opportunities often present chances of team building a factor that enhances the efficiency of team work and cooperation. In addition experts have highlighted that in house training presents the staff with an opportunity to apply the news skills and knowledge immediately. Since training is specific and customized, employees do not need to handle a training that does not conform to their job responsibilities. Given the responsibilities of the employees within the hotel, in house training can be programmed in a way that allows employees to attend to their duties as well as the training. This means that, training presents minimal effects on productivity of the hotel (Melkman & Trotman, 2005). Disadvantages of in house training Despite the advantages mentioned above, in house training will present additional administration responsibilities in the case of planning and creating room for the training along usual hotel activities. This can place unnecessary pressure on the administration. More over such pressure can extend to the delegates selected or the training as they may not enjoy full excusal from their normal duties. This may compel them to multi task affecting the quality of the training. In many cases, employees rarely regard in house training as serious as it should be regarded. This eventually lead to the loss of value attached to in house training. In cases where training resources are limited within the organization, the quality of the training keeps subsiding and eventually goes stale. In the case of the hotel, resources of training within its premises may be limited a factor that will compromise its quality. In house training only involves employees from the same organization limiting the chances of networking (Melkman & Trotman, 2005). The fact that training takes place in the same venue, and employees only associate with their usual colleagues, may introduce a form of monotony affecting the quality of the training. The other alternative involves sending delegates for m the hotel to a outhouse training away from the hotel. Definitely, this involves travel expenses, booking of venues, and handling all the logistics involved. Therefore, if the hotel chooses to adopt this alternative of training, it must have a good plan of making such a training venture successful. There are multiple benefits of presenting the delegates with the opportunity of acquiring new skills away from their usual day to day activities. Being in a new environment presents an excellent learning opportunity for the delegates attending the training program a factor that motivates them to take the training seriously. It should not be forgotten that these type of training occurs away from the hustle and bustle of daily job responsibilities and the delegates are able to concentrate on the training. Therefore, they do not have to face the pressure of balancing the requirement of their job as well as benefit from the training (Moore & Upjohn Institute for Employment Research, 2003). Notably, out house training presents a break to the daily routine of attending to daily duties and the delegates attending such trainings are able to unwind in readiness for new responsibilities when they go back to work. Training away from the hotel will present the employees with an opportunity to network with other staff from different organization who hold similar positions (California, 2008). This is because such training forums are organized to bring together employees from different organizations to benefit from a similar training course. Therefore, the delegates attending the training program receive exposure to ideas from other organizations and are able to establish new professional networks. More over training away from the office premises will be regarded with a higher sense of seriousness that the in house training. Employees attending such training programs exhibit a positive notion toward s the training (Rao & Indian Society for Training & Development, 2005). Disadvantages Evidently, sending away delegates for training outside the hotel premises presents multiple financial implications. The hotel will need to set aside funds for travel costs, accommodation, and all the logistics involved in making the training a possibility. Such costs may present a financial constraint to the organization. In this specific case, the hotel will need to set aside funds to cater for the training. The fact that the training is received away from the work place, it hinders the employees from confirming the relevance of the new skills acquired, this means that employees will need to go back to their work place in order to ascertain that the new skills are relevant to the new responsibility (Moore & Upjohn Institute for Employment Research, 2003). Audience analysis of the client The audience for this proposal will be different departments within the hotel management whose contributions and approval will be critical before the final decision is made. One of these departments is the human resource department because training of the employees is under this department. Since it is the responsibility of the human resource department to ensure that the employees have relevant capabilities to handle their job responsibilities, the department will face the compulsion of deciding the best alternative (California, 2008). This department recognizes the importance of empowering employees and preparing them for new challenges in the work place. Therefore, the department will participate in the choice of the best alternative that will present the employees with quality training in a bid to improve the efficiency in handling the tasks. The proposal will also be forwarded to the finance department that must approve the budgetary implications of the proposed training program. The finance department handles all the hotels issues with money and is in an opposition to determine which of the two alternatives seems more visible financially. The finance manager has the responsibility of analyzing the budgetary requirements of the proposed requirements and offering his opinion depending on the current financial standing of the hotel. This minimizes cases where by other departments approve projects when the organization lacks adequate finances to execute the projects. The managing director of the hotel will form the third component of the audience of this proposal. After the human resource and the finance department have certified that the organization has the potential and has the salient need and justification for the project, the proposal is sent to the highest office for approval (California, 2008). The managing director makes his decision depending on the implications of the proposed project to the organization as a whole. In this specific case concerning training, the managing director should carry out a critical analysis of the advantage and the disadvantages presented for both of the alternatives because of the significance of the issues to the hotel standing as a whole. Work plan with schedule Task name Task description Start Finish Task 1 Assessment of the efficiency of employee’s skills the delivery of the services in the hotel April 15 April 22 Task 2 Identification of the employees requiring additional training April 23 April 26 Task 3 Annotation of the specific skills needed by the identified employees April 30 May 6 Task 4 Determination of the best alternative for the training May 6 May 15 Task 4 Planning of the training May 15 May 30 Task 5 Training itself June 1 June 15 Task 6 Assessment of the efficiency of the training undertaken. June 20 End of June Resources required to complete the project Depending on the chosen alternative, the hotel may require various resources to implement the proposed training program. It is evident that bother alternatives will place certain requirements for them to be successful. One of the obvious requirement t is the training funds. In the case of the in house training, the hotel will require to pay the training experts who will be invited to offer the training. Moreover, the organization will incur additional expenses in the purchase of the training resources such as projectors (California, 2008). Out house training requires the need for travel arrangements, accommodation and venue. All the above present financial implications to the hotel. In addition, training experts are expected to make the training a success. Time is also a critical resource during the training period. The hotel will require additional human capital to cover up for the delegates attending the training. Conclusion The fact that the skills possessed by the employees determine the loyalty of customers makes it salient that additional training deserves a priority. The hotel can consider hiring someone to offer in house training within the hotel premises or sent delegates for outhouse training. Offering training imparts employees with new skills and knowledge is a factor that empowers them to register a higher rate of efficiency. There are two alternatives that have different cost and efficiency implications. The audience for this proposal will be different departments within the hotel management whose contributions and approval will be critical before the final decision is made. References California. (2008). California training benefits and training extension, annual program report. Sacramento?: The Division. Melkman, A., & Trotman, J. (2005). Training international managers: Designing, deploying and delivering effective training for multi-cultural groups. Aldershot, Hants, England: GOWER. Moore, R. W., & W.E. Upjohn Institute for Employment Research. (2003). Training that works: Lessons from Californias employment training panel program. Kalamazoo, Mich: W.E. Upjohn for Employment Research. Rao, P. L., & Indian Society for Training & Development. (2005). HRD through in-house training. New Delhi: Indian Society for Training & Development in association with Vikas Pub. House. Read More