Ask for a paper on hotel staff training

analysis on improving the efficiency of hotel staff training. As one of the important links of human resource management in hotel enterprises, training has attracted the attention of managers in the increasingly fierce hotel market competition.

However, some hotel managers in China only emphasize short-term economic benefits and neglect the training of employees.

Although some hotels have a good understanding of the training, they are extremely hot on the surface, but the training effect is very little.

In addition, most hotels only focus on short-term staff training, and have no long-term goals and plans.

Looking at the training work of hotel industry in China in recent years, the overall effect is always unsatisfactory, and the training work is inefficient, which seriously affects the effective management of hotel human resources, and even affects the service quality and competitiveness of hotels. Therefore, it is necessary to speed up the efficiency of hotel staff training.

There are misunderstandings in hotel staff training at present. 1. There are misunderstandings in understanding.

① insufficient understanding of the importance of training.

Some employees think that with the delay of time, they can study while working, and eventually they will be able to adapt to the environment and be competent for the job.

I think that training in hotels is just a formality, which will not be of much use and will not have much impact on myself. On the surface, I should deal with it.

In practical work, some managers are also resistant to training. Some managers think that employees in their departments know everything and do not need training at all.

when a problem appears, it is said to be accidental, and the real reason is never considered.

Or treat training as an ordinary daily work, think that training is dispensable and perfunctory, and ignore its function as a management tool.

② Training is a time-consuming and costly job.

many managers think that the training work is not worth the loss. Instead of spending a lot of time, energy and money on training employees, it is better to go to other enterprises to recruit people.

They recruit talents with high salary and generous treatment, but they are unwilling to cultivate talents.

③ Training is the job of the personnel department.

when it comes to training, people think that training is only the responsibility of the personnel department.

it is true that the training department is responsible for training the staff, professional knowledge, service skills and service awareness of the whole hotel.

However, to make the training work directly and serve the work, it must be realized through the direct managers of employees-department managers.

in fact, training itself is a part of management, and it is the responsibility of managers.

④ senior management personnel do not need training.

The top leaders of some enterprises mistakenly believe that training is only for managers and employees at the grass-roots level, while senior managers do not need training.

It is believed that as long as the training of service personnel is strengthened, the service quality will be improved.

but in fact, the quality and ability of an enterprise's top managers have the greatest influence on the development of the enterprise, which is directly related to the development prospect of the hotel.

senior managers are untrained, and they don't know the service quality standards or how to control and motivate employees, which will inevitably lead some employees to be lazy or opportunistic.

therefore, hotels should not only pay attention to the training of grass-roots staff, but also strengthen the training of managers.

2, the execution is discounted.

① there is no continuity in hotel training.

Bandura, an internationally renowned psychologist, pointed out that people will not let themselves do what they think is impossible.

therefore, changing employees' inner wishes, goals, ambitions and standards, and then improving employees' quality, requires enterprises to carry out purposeful, step-by-step and systematic training.

At present, many hotels carry out training intermittently, without continuity and planning, and organizing inefficient training one by one will only waste manpower, material resources and financial resources.

For example, new employees receive basic on-the-job training, which usually lasts about January.

Then I started to work independently, and many companies only have basic on-the-job training, and there is no continuous training program. After entering the company, I completely rely on my own conscious learning.

In fact, such training has not achieved any effect at all.

② the implementation process is not thorough.

At present, many hotels have done a lot of training work, and senior managers also attach great importance to training work, but the training effect is always unsatisfactory.

The whole process of human resources training should include four stages: demand analysis, planning, project implementation and effect evaluation. Without any stage, the training process is incomplete.

suppose that employees have learned new knowledge and new skills in the training process, but they have not applied what they have learned in their own jobs, and can't achieve the effect of improving their work behavior and performance. This kind of training seems to be complete, but it has no practical significance after careful consideration.

it is not uncommon in the hotel industry to make no evaluation on the effect of the training program, or to make a simple evaluation, or to make a serious evaluation but not include the results in the performance evaluation.

③ Hotel trainers are not professional.

Like many jobs, hotel training is also difficult, which requires higher quality of trainers.

the teaching level and motivation ability of trainers are very important to improve the training quality.

At present, some hotel trainers can only play an organizational role, and they can't give lectures or compile training materials themselves, so it is still an arduous task to improve the quality of trainers.

if the quality of the trainers is low, they will not be able to grasp the training requirements well, or the trainers only know the theory and are not familiar with the business, and ultimately they will not be able to make a scientific and reasonable training plan.

In practical work, considering the actual situation, enterprises often choose experienced managers or supervisors to take charge of the training work of their own enterprises, but quite a few managers are sloppy in dealing with the training and do it in a mess.

If you always stand on the podium and read from the book when giving training lectures, you don't have a strong sense of responsibility.

This kind of training didn't have any effect. When the HR department followed up and asked to attach importance to training or change training methods, the managers or supervisors of these departments made excuses or even refuted them! 3. The evaluation is one-sided.

① emphasize form over effect.

When talking about training, many hotels have shown such an attitude: all employees in our hotel have received professional training, and some employees have even participated in many trainings, and so on.

this reflects that a considerable number of hotels only pay attention to the form and ignore the actual effect of training, mistakenly thinking that more training times means better results or hotels attach importance to training.

This is a one-sided and unscientific concept of training, because the concepts and consciousness that trainees receive through training, the knowledge and ability they have mastered may not all be applied to practical work, but only by comprehensively and flexibly applying everything they have learned will the value of training be truly reflected.

The reason for this situation may be that some hotels regard training as a form and do not really combine training with business objectives.

it's only to fulfill the requirements of superiors, not to really pursue profits and improve the competitiveness of enterprises.

② Pay more attention to training than encouragement.

many enterprises not only failed to implement effective incentive measures after training, but even a few incentive measures stipulated in the original system could not be fulfilled in actual operation, resulting in low enthusiasm of employees to participate in training, and the training did not achieve the expected results.

if managers and hotel organizations use relevant incentives, such as employees' participation in training, it will be directly linked to salary, rewards and punishments, which will definitely affect employees' enthusiasm for participating in training, learning and using what they have learned.

For example, if the hotel's reward system is linked to the academic performance of employees and the effect of using the learned knowledge, employees will be more inclined to study hard and use what they have learned, and constantly improve and innovate in their work.

if we don't pay attention to the effective application of the training results, and there is no sound effect evaluation and incentive system after the training, learning and not learning are the same, and as a result, employees will fall into certain misunderstandings in training.

improve the efficiency of hotel staff training 1. raise awareness and attach importance to training.

Training is one of the important contents of hotel management. No matter how big or small a hotel is, it is inseparable from training. The importance of training has been mentioned earlier.

Now almost any hotel manager realizes that the hotel competition at present and in the future is essentially the quality competition of employees. Whoever has a large number of competitive talents will be able to take the initiative in the competition, and one of the ways to obtain talents is to educate and train the current employees.

Therefore, the awareness of training should be continuously improved. Both management and ordinary employees should attach importance to training, and environmental training, as one of the important links of human resource management in hotel enterprises, can attract the attention of managers in the increasingly fierce competition in the hotel market.

However, some hotel managers in China only emphasize short-term economic benefits and neglect the training of employees.

Although some hotels have a good understanding of the training, they are extremely hot on the surface, but the training effect is very little.

In addition, most hotels only focus on short-term staff training, and have no long-term goals and plans.

Looking at the training work of hotel industry in China in recent years, the overall effect is always unsatisfactory, and the training work is inefficient, which seriously affects the effective management of hotel human resources, and even affects the service quality and competitiveness of hotels. Therefore, it is necessary to speed up the efficiency of hotel staff training.

There are misunderstandings in hotel staff training at present. 1. There are misunderstandings in understanding.

① insufficient understanding of the importance of training.

Some employees think that with the delay of time, they can study while working, and eventually they will be able to adapt to the environment and be competent for the job.

I think that training in hotels is just a formalism, which will not be of much use and will not have much impact on myself. On the surface, I should deal with it.

In practical work, some managers are also resistant to training. Some managers think that employees in their departments know everything and do not need training at all.

when a problem appears, it is said to be accidental, and the real reason is never considered.

Or treat training as an ordinary daily work, think that training is dispensable and perfunctory, and ignore its function as a management tool.

② Training is a time-consuming and costly job.

many managers think that the training work is not worth the loss. Instead of spending a lot of time, energy and money on training employees, it is better to go to other enterprises to recruit people.

They recruit talents with high salary and generous treatment, but they are unwilling to cultivate talents.

③ Training is the job of the personnel department.

when it comes to training, people think that training is only the responsibility of the personnel department.

it is true that the training department is responsible for training the staff, professional knowledge, service skills and service awareness of the whole hotel.

However, to make the training work directly and serve the work, it must be realized through the direct managers of employees-department managers.

in fact, training itself is a part of management, and it is the responsibility of managers.

④ senior management personnel do not need training.

The top leaders of some enterprises mistakenly believe that training is only for managers and employees at the grass-roots level, while senior managers do not need training.

It is believed that as long as the training of service personnel is strengthened, the service quality will be improved.

but in fact, the quality and ability of an enterprise's top managers have the greatest influence on the development of the enterprise, which is directly related to the development prospects of the hotel.

senior managers are untrained, and they don't know the service quality standards or how to control and motivate employees, which will inevitably lead some employees to be lazy or opportunistic.

therefore, hotels should not only pay attention to the training of grass-roots staff, but also strengthen the training of managers.

2, the execution is discounted.

① there is no continuity in hotel training.

Bandura, an internationally renowned psychologist, pointed out that people will not let themselves do what they think is impossible.

therefore, changing employees' inner wishes, goals, ambitions and standards, and then improving employees' quality, requires enterprises to carry out purposeful, step-by-step and systematic training.

At present, many hotels carry out training intermittently, without continuity and planning, and organizing inefficient training one by one will only waste manpower, material resources and financial resources.

For example, new employees receive basic on-the-job training, which usually lasts about January.

Then I started to work independently, and many companies only have basic on-the-job training, and there is no continuous training program. After entering the company, I completely rely on my own conscious learning.

In fact, such training has not achieved any effect at all.

② the implementation process is not thorough.

At present, many hotels have done a lot of training work, and senior managers also attach great importance to training work, but the training effect is always unsatisfactory.

The whole process of human resources training should include four stages: demand analysis, planning, project implementation and effect evaluation. Without any stage, the training process is incomplete.

suppose that employees have learned new knowledge and new skills in the training process, but they have not applied what they have learned in their own jobs, and can't achieve the effect of improving their work behavior and performance. This kind of training seems to be complete, but it has no practical significance after careful consideration.

it is not uncommon in the hotel industry to make no evaluation on the effect of the training program, or to make a simple evaluation, or to make a serious evaluation but not include the results in the performance evaluation.

③ Hotel trainers are not professional.

Like many jobs, hotel training is also difficult, which requires higher quality of trainers.

the teaching level and motivation ability of trainers are very important to improve the training quality.

At present, some hotel trainers can only play an organizational role, and they can't give lectures or compile training materials themselves, so it is still an arduous task to improve the quality of trainers.

if the quality of the trainers is low, they will not be able to grasp the training requirements well, or the trainers only know the theory and are not familiar with the business, and ultimately they will not be able to make a scientific and reasonable training plan.

In practical work, considering the actual situation, enterprises often choose experienced managers or supervisors to take charge of the training work of their own enterprises, but quite a few managers are sloppy in dealing with the training and do it in a mess.

If you always stand on the podium and read from the book when giving training lectures, you don't have a strong sense of responsibility.

This kind of training didn't have any effect. When the HR department followed up and asked to attach importance to training or change training methods, the managers or supervisors of these departments made excuses or even refuted them! 3. The evaluation is one-sided.

① emphasize form over effect.

When talking about training, many hotels have shown such an attitude: all employees in our hotel have received professional training, and some employees have even participated in many trainings, and so on.

this reflects that a considerable number of hotels only pay attention to the form and ignore the actual effect of training, mistakenly thinking that more training times means better results or hotels attach importance to training.

This is a one-sided and unscientific concept of training.