HR Corner
Keep training in order to retain
by Charles Mak
Staff development has become an integral part of retention
In the local hospitality sector, there are currently more good job opportunities than at any time over the last few years. For some hotels, holding on to talented staff has become a real problem, but the InterContinental Grand Stanford has recognised that continuous training and a focus on personal development is the key to a successful retention policy.
"Training is an ongoing process and a long-term investment that will benefit both our staff and the hotel," says Alice Yeung, the hotel's human resources director. "The key issue in training is developing people and this is one of our core values."
Consequently, the hotel sets aside a significant amount of the annual budget for staff development and has appointed a dedicated training manager to oversee all internal and external programmes. "Staff have open access to information about training opportunities and can also knock on HR's door and ask about any related issues," Ms Yeung says. Advice is always available about the content and choice of different courses, as well as how they can be scheduled. In addition, suggestions and ideas are welcomed and staff are encouraged to take the initiative and propose seminars or possible new courses.
While the hotel's HR department focuses on company-wide programmes such as team building and other soft skills, line managers bear responsibility for arranging on-the-job instruction and specific skills training. Depending on the individual department, this might include knowledge of wine, safety and hygiene issues. "HR can provide the framework, plan ahead and look for training programmes that will meet the hotel's needs," Ms Yeung explains. "However, line managers are closest to staff and understand all the detailed elements required."
In recent years, the hotel has offered daily classes to all staff in areas such as professional image, languages and general industry knowledge. Managers have been able to take a certified hospitality programme for supervisors plus courses in leadership skills, which are geared towards long-term development. "This year, we sponsored three managers to take the Cornell Summer Course in New York," Ms Yeung adds. "It gave them a great opportunity to learn, build a network and exchange ideas with people from all over the world."
Staff must be prepared to enhance competencies and make their career aspirations known
Career options
She points out that there is a policy of promoting from within. Staff are reminded of this during annual two-way performance evaluations which concentrate on areas of development and explain possible career options. As a means of motivation, promotions and awards are announced during the monthly staff event. "There are key performance objectives to achieve, so staff must be prepared to enhance competencies and make their career aspirations known," says Ms Yeung. "We can then see if there are any suitable training programmes to help them achieve their goals more quickly."
In Ms Yeung's opinion, there is a clear link between advancement and learning. "When anyone sees an opportunity for promotion, they should also realise that additional skills will be required," she explains. As an example, she notes that a person taking on any kind of supervisory role will need to know how to delegate, manage a team and demonstrate leadership. Such matters are discussed during performance evaluations with a view to encouraging personal growth. "When we see someone's potential, we can also identify any training gaps and arrange the appropriate courses for them," she says.
Seeking improvement
The InterContinental Hotels Group has standard training programmes for all its properties, though individual hotels can tailor these or add to them to meet specific requirements. To make the best of the resources available, the hotel management team studies guest satisfaction indices from different group properties in order to compare practices and learn from them. To benefit further from this exchange of information, Hong Kong staff have been sent to the InterContinental in Shanghai for week-long programmes. "We plan to make Beijing our next training destination," Ms Yeung says.
She stresses that the key to training is an understanding of how the hotel works. This comes down to good communication and is why regular staff activities and meetings are held to bring together staff at all levels. "Our general manager actively participates in these events and updates everyone on the hotel's business performance, guest satisfaction indices, and future plans and directions," she says. Staff feedback is collected after these events and that has become an excellent way of increasing employee engagement, loyalty and knowledge about the hotel. In particular, it has allowed the HR team to determine attitudes and long-term development needs.
"These efforts have been really worthwhile," Ms Yeung says. "As more hotels open in Hong Kong, the competition for talent is becoming tougher. We therefore regard staff development as an important part of our retention policy. Money is always a factor, but we encourage staff to look to the future and to see that if they work hard, they will have a great future with us."
Salient points
HR department focuses on company-wide programmes, while line managers are responsible for specific skills training
Ongoing and open communication with staff to explain opportunities and encourage ideas and feedback
Performance objectives and career aspirations are discussed in annual evaluations in order to identify skills gaps and appropriate training
Regular internal events help to improve staff engagement, loyalty and knowledge about the hotel's business performance and future direction
Taken from Career Times 11 November 2005, p. A16
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