New Employee Training and Development Program Essay

ADZE REGENCY HOTEL (Four Star Hotel)

New Employee Training and Development Program

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Vision

We envision global and dynamic 4-star Adze Hotel offering consistent and above bar services which are in sync with communal corporate growth and development in which everyone must claim participation - New Employee Training and Development Program Essay introduction. Our growth shall be bolstered mainly through team work and a sense of pride and it will be through competent hotel ownership, management and franchising. We will be identified easily for our superior services, distinct financial performance and witty incorporation of technology and service provision. Adze regency Hotel works as a community committed to remaining at the top

Mission
Satisfaction of our customers shall be our responsibility carried out through group work. The staff and management will ensure competency and individualized service to our esteemed customers while remaining a closely knit community that cares for each other and focusing on the topmost position I the corporate world.

Objectives

Ø  Highly competent and specialized staff conscious of the customer’s needs and preferences

Ø  Establishment and maintenance of a favorable corporate image that will make customers choose Adze regency any time any way any how.

Ø  Maintain global standards in the dinning and lodging departments so as to gain competitive edge in the industry

Ø  To encourage sober decisions often proceed through consultation as a way of living the spirit of team work.

 

 

 

 

 

Abstract

Imagine you have hired new employees and they start working without any form of training or orientation. This is a scenario that is likely to enact chaos and inefficiency in the organization both of which can tremendously affect the image of the organization. Consumers will always come back if they sense confidence, competency, efficiency and courtesy in the workers of a service providing organization such as a restaurant. Therefore, training of new employees is not only a necessity but also important in improving the company’s position in the competitive market. This paper seeks to develop a new employees’ training program for restaurant servers. The training program targets a four star restaurant that claims its space in a competitive market. The objectives and goals of the organization are highlighted to show how the training program should be crafted to fit the goals and objectives of the organization.

Necessity of a New Employee Training Program

To avoid the chaos that will result if such a training is not conducted; the new employees need to be put through a thorough training program so as to prepare them to fit into their job designations. It is important to train such employees because if they have to be competent in their jobs, they need to have the whole picture of how the entire organization works. Therefore, it is necessary to let them know the structure, vision, goals, mission and objectives of the organization they shall be working for.

Secondly, the new employees need to be made to fit into the organizational community in which they shall be working in. It is believed that if the employees are comfortable and they fit and feel accepted in their work environment or community for that matter, they seem to be comfortable and become part of the group. They therefore pull together with other employees for the sole purpose of realizing the goals objectives and vision of the organization.

The changing current technology makes it necessary to train both the old and new employees. The new employees may have learnt about a given technology in college but the technology could have improved or changed by the time they go to work. Moreover, specific technology is applied distinctly to a specific organization and because of this the new employees need to be taken through the specific details of the “privatized technology”. A survey by the Ontario Skills Development Office (Canada), established that more than 63% of the respondents were likely to introduce new technology in the working environment which would call for staff training. This demonstrates the continued embracement of new technology by many an organization as a strategy to gain and maintain a competitive edge in the market. Since the technology in the workplace is rapidly changing, organizations have an option of either keeping up with the rate of technological change or simply drop out of the market competition.

Training new employees is an expensive affair but it is worth it. For example, a 1996 survey done by the American Society for Training and Development (ASTD) indicated that organizations spent more than $1500  to train a single new employee. However expensive the training may be, it is worth the effort because once the employees are trained they become more productive of which will in turn make them feel good about themselves hence lasting in that job and in that organization for longer. This is called job satisfaction. Employees that are satisfied with their jobs more often also claim considerable competence and productivity (Lawson, 2002).

Finally, most job seekers do not have the necessary skills required for the job. Mostly, they learn on the job. Therefore, new employee training is necessary to instill attitude, knowledge, and skills necessary for organizational profitable performance.

 

The Restaurant

Adze Regency is a four star hotel with a steady customer base. It combines professionalism and exclusivity in its treatment of guest in which every guest is treated as a unique treasured individual. It offers multinational cuisines with the service just the way the customers need it. With 12 state of the art conference rooms and 10 seminar rooms, 650 bed capacity, 7 presidential suites, Adze regency stands ahead of the rest in the heart of New York City. The ambience, hospitality, courtesy, competence and unreserved service of our staff keep our customers coming back again and again. With the rooms set out in the current interior design marvel, private bath, telephone, television, e-mail and internet services, air conditioning and mini bar stand out to be the desired kind of rooms for both tourists and executives. The restaurant is a state of the art establishment housing any kind of wine one may ever imagine.

Adze has very busy conference rooms that that averagely have a sitting capacity of 100 for the larger ones and up to 25 for executive conference room. The seminar rooms have a sitting capacity of 400 and 600 for the small and large seminar rooms respectively.

The food and drinks service is given under two options: room and dinning hall or terrace service. The room service is done by the guests who may not want to eat from the dinning hall or restaurant. However, such cases are minimal. All the guest has to do is to pick the phone and place an order and that is all. The order is delivered in the shortest time possible.

The majority of guests eat from the dinning hall or terrace. There is a dinning room serving each floor of the seven storey building that makes the Adze regency hotel. There are special services every time a guest occupies a presidential suite. All services are offered within the suite unless otherwise as the guest may determine. Therefore, on average, there are more than 1000 guests served per day. Most guests come for dinning alone and this is the reason why our dinning experience is second to none. The room service is equally competent.

Mostly, the servers are designated to floors because each floor has some specified specialized service. For example, the 5th floor serves the French speaking guests who may wish to have a French cuisine. The menu is in French. The ground and first floor is however general service.

Our restaurant servers are trained to give quality service to the guests. They are courteous, kind, best communicators with knowledge of more than one foreign language, quite positive and enthusiastic. They are made to value the guest as the most treasured individual in the whole Adze establishment. As stated earlier, the servers are designated to floors in which they show competency in the specialty of that specific floor.

Vision, Mission and Objectives of Adze Regency Hotel

Vision

We envision global and dynamic 4-star Adze Hotel offering consistent and above bar services which are in sync with communal corporate growth and development in which everyone must claim participation. Our growth shall be bolstered mainly through team work and a sense of pride and it will be through competent hotel ownership, management and franchising. We will be identified easily for our superior services, distinct financial performance and witty incorporation of technology and service provision. Adze regency Hotel works as a community committed to remaining at the top

 

Mission
Satisfaction of our customers shall be our responsibility carried out through group work. The staff and management will ensure competency and individualized service to our esteemed customers while remaining a closely knit community that cares for each other and focusing on the topmost position I the corporate world.

Objectives

Ø  Highly competent and specialized staff conscious of the customer’s needs and preferences

Ø  Establishment and maintenance of a favorable corporate image that will make customers choose Adze regency any time any way any how.

Ø  Maintain global standards in the dinning and lodging departments so as to gain competitive edge in the industry

Ø  To encourage sober decisions often proceed through consultation as a way of living the spirit of team work.

 

 

 

 

New Employee Training and Development Program

New employee training at Adze Regency Hotel comprise of to parts: Part one deals with how the system and whole fraternity of Adze Regency Hotel works and part two the specialized training to fit a given area of specialty in the hotel.

 

 

 

Part I

Step one

Group work enhanced through activities that will catalyze friendship among the new employees. The activity involves the new employees to know at least three colleagues through association and at the end of the activity they should come forth and give details of those they have known as they point them out from the group. This will also help others to know those pointed out from the group (Elwood, 2001).

Step Two

The new servers are given the training manuals having passwords each individual can use to assess and intranet having pictures, names and designation of top management and departmental heads in a structural form. This is meant to make the new servers to know who is who in the Adze fraternity, their qualifications and their achievements while in that position. The achievements are meant to make the new employees develop trust in the top management team.

Step Three

The employees are given their specific department’s manuals having the history and achievements of the department in its participation to the overall management of the hotel. The department’s head addresses them to give them a rough idea of how the department works. The chain of command shall be covered during the speech.

The employees are then given online personalized questions on facts about the department and they are encouraged to ask any question online. The responses are marked online and feedback given to the employees. The questions asked by the new employees are compiled and addressed before all the new employees.

Step Four

Having understood how the department works and its contribution and interrelationship with other departments, the employees are given the codes of conduct and other regulations online and also in booklet form for future reference. The regulations appear besides the action that may be taken incase one contravenes any one of the regulations.

Step Five

The employees are given an outline of their entitlements both socially and financially. The financial emoluments need to be communicated along with other allowances. This shall be done by the Human Resource Manger general with help from the department’s Human Resource Manger. The social entitlements involve how the staffmtes are likely to behave in times of joy or grieve, vacation, further studies, promotion etc.

Step Six

The new employees are subjected to intense communication and hospitality training. This is important because the essence of their job revolves around acuity in communication and competent hospitality practices. During the communication, the new employees should be reminded the utmost value of the customer (National Restaurant Association, 2006).

Part Two

After the general training, the new employees are separated to be taken to their specific specialty areas based on second foreign language other than English language and the cuisine that goes with the language e.g. French language and French cuisine. However, the new employees need to have met the multiple cuisine knowledge before they were hired. They are taken to their specific floors having been taken around the entire Hotel building to see the safety exits in terms of accidents or fire. They are then introduced to the specialty area head who shall guide them through a rigorous training followed by an on-the-job training to maintain quality and competent services. The Dinning hall cameras shall then be turned on to study the performance of the new employees. Mentoring is also applied alongside the formal training (Arduser & Brown, 2004).

Finally, the new employees are reminded of the vision, mission and objectives and urged to remember them in their service and treatment of the customers. They are also urged to always remember that the Adze fraternity works as a group.

Relevance of New Employee Training and Development Program in Today’s Business World

New Employees Training and Development Program in today’s business environment is moiré than necessary. In fact, if you ask any market leader about this program you will realize that the market leaders value their human resource more than any other asset that they own and that is why they will spend any amount to train and develop this very important resource. This training program is relevant because of many reasons. First, the present growing skills gap requires an organization to establish and develop strong, skilled and knowledgeable personnel that can bolster the organization to higher levels of market based success (Harvard Business School et al, 2006).

Secondly, the volatility of technology demands that the new staff hired is oriented with the current technological use in the organizational setup. In this way it becomes easier to upgrade their technological knowledge in future incase there is a technological change.

Finally, the training program helps produce employees who are loyal and less likely to move on to work for a competitor or any other employer. This is because the training increases the new employee’s pride, confidence, skills, knowledge etc making them more productive and satisfied. There is a correlation between job satisfaction and performance. The more background information about the organization (especially on the working of each department and the interrelationship between departments) that a new employee gains makes him/her understand his/her impact on the organization i.e. how he/she helps the organization achieve its vision, mission and objectives

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

References

Lawson K, 2002: New Employee Orientation Training. American Society for Training and Development pp1-5

 

Arduser L& Brown D R, 2004: The Encyclopedia of Restaurant Training, Atlantic Publishing Company

 

Elwood F. H, 2001: Helping Your New Employee Succeed. Berrett-Koehler Publishers,

 

Harvard Business School et al, 2006: The Essentials of Strategy. Harvard Business Press,

 

 

National Restaurant Association, 2006: NRAEF Manage First; Human Resources Management and Supervision.

 

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