CHAPTER 1

 Training refers to a planned effort by a company to

facilitate employees’ learning of job related competencies.
 These competencies include knowledge, skills, or
behaviors that are critical for successful job performance.
 The goal of training is for employees to master the
knowledge, skill, and behaviors emphasized in training
programs and to apply them to their day-to-day activities
i. Economic Cycles
 poor economy means more companies are downsizing their work
force, delaying plans for new operations and growth, and revisiting
training and development and human resource budgets to cut
unnecessary programs and costs.
 One estimate is that companies plan to cut their training budgets
over 10 percent in response to the economic crisis.
 Economic times also provide an opportunity for companies to take a
closer look at training and development to identify those activities
that are critical for supporting the business strategy as well
ii. Globalization
 Globalization is not limited to any particular sector of the economy,
product market, or company size.
 Companies without international operations may buy or use goods
that have been produced overseas, hire employees with diverse
backgrounds, or compete with foreign-owned companies operating
within the United States.
 companies often place successful U.S. managers in charge of
overseas operations but they lack the cultural understanding
necessary to attract, motivate, and retain talented employees. To cope
with these problems, companies are taking actions to better prepare
their managers and their families for overseas assignments and to
ensure that training and development opportunities are available for
global employees.
iii. Increased Value Placed on Intangible Assets and Human Capital
 Today more and more companies are interested in intangible assets and human capital
as a way to gain an advantage over competitors.
 Training and development can help a company’s competitiveness by directly
increasing the company’s value through contributing to intangible assets.
 Human capital refers to the sum of the attributes, life experiences, knowledge,
inventiveness, energy, and enthusiasm that the company’s employees invest in their
work.
 Intellectual capital refers to the codified knowledge that exists in a company.
 Social capital refers to relationships in the company.
 Training and development have a direct influence on human and social capital because
they affect education, work-related know-how and competence, and work relationships.
 Training and development can have an indirect influence on customer and social
capital by helping employees better serve customers and by providing them with the
knowledge needed to create patents and intellectual property.
 Intangible assets also contribute to a company’s competitive advantage because they
are difficult to duplicate or imitate
iv. Focus on Link to Business Strategy
 training and development as a means to support a company’s business strategy.
 Plans for meeting broad goals such as profitability, market share, and quality.
 Managers expect training and development professionals to design and develop
learning activities that will help the company successfully implement its strategy
and reach business goals.

v. Changing Demographics and Diversity of the Work Force

 Companies face several challenges as a result of increased demographics and
diversity of the work force.
 Population is the single most important factor in determining the size and
composition of the labor force, which is composed of people who are either
working or looking for work.
vi. Talent Management
 refers to attracting, retaining, developing, and motivating highly skilled employees
and managers.
 Talent management is becoming increasingly more important because of changes
in demand for certain occupations and jobs, skill requirements, the anticipated
retirement of the baby boomer generation, and the need to develop managerial
talent with leadership skills.

vii. Customer Service and Quality Emphasis

 Companies’ customers judge quality and performance.
 Customer excellence requires attention to product and service features as well as
to interactions with customers.
 Customer-driven excellence includes understanding what the customer wants and
anticipating future needs. Customer-driven excellence includes reducing defects
and errors, meeting specifications, and reducing complaints.
1. The amount of training devoted to current or future job skills.
2. The extent to which training is customized for the particular needs of
an employee or is developed based on the needs of a team, unit, or
division.
3. Whether training is restricted to specific groups of employees (such
as persons identified as having managerial talent) or open to all
employees.
4. Whether training is planned and systematically administered,
provided only when problems occur, or developed spontaneously as a
reaction to what competitors are doing.
5. The importance placed on training compared to other human
resource management practices such as selection and compensation
 New technologies have made it possible to reduce the costs
associated with delivering training to employees, to increase the
effectiveness of the learning environment, and to help training
contribute to business goals.
 New training delivery and instructional methods include online
learning (also called e-learning), distance learning, simulations,
virtual reality, expert systems, electronic support systems, and
learning management systems.
 New technologies have influenced the delivery of training, training
administration, and training support
 New technologies allow training occur at any time and place.
Maintaining a functional and fair schedule that keeps everyone happy is a full time job in
itself. More often than not, a staff manager will find themselves buried under piles of
spreadsheets, timetables, calendars and employee leave forms.
1. STAFF TURNOVER
 The nature of shift work is volatile. Employees will come and go, each of them bringing
a new shift schedule and a list of days when they can and cannot work. Some workers
like day shifts, others nightshifts. Some prefer weekend shifts, whilst others prefer
weekdays. Juggling staff and their shifts can easily become one of the most time
consuming tasks a business has to deal with.

2. EMPLOYEE AVAILABILITY
 Everyone wants a little time off during the holidays. But when the holidays coincide with
your busiest time of year, finding and organising replacement or temporary staff can be
a nightmare. And once you’ve found them, you’ll have twice as many schedules to
create
3. TIME BETWEEN ROTATIONS
 It’s best practice to give your staff at least 12 hours between shifts. Everyone needs a bit
of a downtime, and getting enough rest can have huge implications on your employees’
morale and productivity. But when you’ve got last minute cancellations and staff working
overtime, making sure you abide by these standards can become increasingly difficult.

4. COVERING UNUSUAL PERIODS OF ACTIVITY

 Working out how many employees you need at the start of shift can be hard enough, but
when you find yourself unexpectedly inundated with customers in your shop or calling in
with bookings, it quickly becomes impossible. Busy periods like this can be the most
lucrative for your employees, so while you need to source enough employees to manage
demand, you also need to find ways for everyone to have the same opportunities.

5. LAST MINUTE SHIFT CHANGES

 No matter how dedicated your employees are, every now and then real life will get in the
way of work. Illnesses, car breakdowns, sick children and other unexpected events can
stop your staff from turning up without notice. Some employees might arrange for
someone else to work their shift, but more often than not, they’ll simply not show up.
 Falling to provide required training or providing inadequate training
 Incurring employee injury during a training activity
 Incurring injuries to employees or others outside the training session
 Breach of confidentiality or defamation
 Reproducing and using copyrighted material in training classes without permission
 Excluding women, minorities, and older from training programs
 Failing to ensure equal treatment while in training
 Requiring employees to attend training program that they may find offensive
 Revealing discriminatory information during training session
 Not accommodating trainees with disabilities
 Incorrectly reporting training as an expense, or failing to report training reimbursement
as income
 Cultural diversity is when differences in race, ethnicity, age, ability,
language, nationality, socioeconomic status, gender, religion or
sexual orientation are represented within a community. Can be
considered any dimension that differentiates a person from another.
 People with different backgrounds have different interpretations of
events. They contribute unique perspectives. That allows the group to
look at problems from all angles and create innovative results.
 For diversity to bring strength, it must be valued and integrated into
company practices and philosophy. This takes time and a
commitment to celebrate diversity. It requires the willingness to be
open-minded and non-judgmental about the value of differences.
 American with Disability Act (ADA) prohibits individual with
disabilities from being discriminated against in the workplace.
 The ADA defines a disability as a physical or mental impairment that
substantially limits one or more major life activities, a record of
having impairment, or being regarded as having such an impairment.
 This includes serious disabilities such as epilepsy, blindness, or
paralysis, as well a person who have history of heart disease, mental
illness, or cancer that is currently in remission.
 The companies required to provide “reasonable accommodation” to
the physical or mental condition of a person. In training context
refers to making training facilities readily accessible to and usable
by individuals with disabilities.
 Globalization refers to the trend towards a more integrated global economic system. A
common modern definition of globalization may be the gradual integration of economies
and societies driven by new technologies, new economic relationships, and the national and
international policies of a wide range of actors, including governments, international
organizations, business, labor and civil societies (NGOs).

POSITIVE IMPACT
1. Exposure to different cultures:
 Due to Globalization the managers of the hotel industry are able to learn about different
cultures as they get to mingle with people from various walks of life and thus, increase their
knowledge. Different peoples regarding to different cultures visited others countries, then
we have to know about their culture to provide best in services.
2. Larger Market:
 Due to Globalization the customer base has increased greatly. People travel not only for
holidays, but business, health and various other purposes too. Thus, this has increased the
market for the hospitality industry, which gets its major income is from international visitors.
Which result in increase the market or to expand the market as well.
3. Boosts the economy:
 Visitors come in and spend money multiplier effect and foreign exchange increases. Thus it
is of great value to the economy as Globalization helps to pump in money into the country
4. Technology Advancement:
 Since one wants to attract as many tourists as possible, hospitality organizations
constantly need to upgrade and improve their products and services Example: Singapore
Flyer, using faster and newer technology in hotels to so that the customer is satisfied. And
it is possible due to globalization.
5. More Job Opportunities:
 Due to Globalization, more visitors come into our country and thus more people are
needed to serve and cater to their needs. So, with the advent of globalization, there are a
lot of more jobs available for people within the hospitality industry. Like an example in
Book of Toyota. When open in Japan. It made 2000 direct and indirect job opportunities.
So globalization is helpful in creating more job opportunities.
6. Boosts the Travel Industry:
 Due to globalization more people move around, to facilitate this, the travel industry needs
to grow as well. People who come into our country by air, or ship, or land use the transport
services offered as well.
8. Variety of International Services:
 Since there are a lot of different visitors with various cultures, customs, cuisines, and
languages, the hospitality industry includes recipes and various other services to cater to
them. The services are available to the locals too, which makes it even better.
NEGATIVE IMPACT
1. Language Barriers:
 Due to Globalization in the hotel Industry we can employ people from different
countries as it is usually different language they may sometimes have problems in
communicating with the customers. Many customers get quite irritate as a result of
this. So Language is a big barrier of globalization. Due to globalization we have to
meet with different cultures and different language peoples that we really don‟t know
and result in miscommunication
2. Cultural Barriers:
 Same as discuss in language barrier as there are people from various cultures, one
needs to be careful not to offend them. For Example, a Muslim will not eat
pork/alcohol one needs to make sure not serve food which contains pork/alcohol.
What acceptable by one culture may be frowned upon by another.
3. Events in other Countries:
 A disaster or event taking place in one country may affect our country also. For
example, the financial crisis makes less people want to spend money or travel due to
increase in terrorism some visitors get are not ready to travel to certain countries.
4. Seasonal Employment:
 During peak periods, a lot of jobs are available but as soon as the tourists go back the
jobs disappear as well. For example: Goa India; the locals in Goa get their income only
during the peak season, (Dec- Feb and April– July) after which they have no jobs and no
income.
5. Developing Countries:
 Countries that are unable to keep up with the advancement in technology tend to lose out.
Example: Africa does not have the infrastructure or technology as yet to welcome a large
amount of foreign visitors, though it does have a lot of natural attractions. To increase the
flow, it would have to improve conditions; otherwise tourists have a vast sea of areas to
choose from.
6. Increase in Crime Rate:
 With the increase in tourists, crimes increase too. Example: pick-pocketing, hustling, rape,
smuggling.
7. Effects on SMALL HOTELS:
 There are many hotels which are not having more lavish and has high luxurious facility.
Big hotel groups coming to India creates a huge mess for the small hotels owners. There
is always a problem for employees as big hotels owners will take away the employees
giving higher salary and opportunities. Now-a-days small hotels are being extinct and
there is a huge increase in hotels coming from outside of India.
1. Manage individual performance.

 Motivate employees to change performance, provide performance feedback, and monitor training activities.

2. Develop employees.

 Explain work assignments and provide technical expertise.

3. Plan and allocate resources.

 Translate strategic plans into work assignments and establish target dates for projects.

4. Coordinate interdependent groups.

 Persuade other units to provide products or resources needed by the work group, and understand the goals and plans of other units.

5. Manage group performance.

 Define areas of responsibility, meet with other managers to discuss effects of changes in the work unit on their groups, facilitate change,
and implement business strategy.

6. Monitor the business environment.

Develop and maintain relationships with clients and customers, and participate in task forces to identify new business

opportunities.

7. Represent one’s work unit.

Develop relationships with other managers, communicate the needs of the work group to other units, and provide

information on work group status to other groups.

PROPERTY LEVEL
 A clear direction for learning (vision).
 Encouragement, resources, and commitment for strategic learning (sponsor). •
 Taking an active role in governing learning, including reviewing goals and
objectives and providing insight on how to measure training effectiveness
(governor).
 Developing new learning programs for the company (subject-matter expert).
 Teaching programs or providing resources online (faculty).
 Serving as a role model for learning for the entire company and demonstrating a
willingness to constantly learn (learner).
 Promoting the company’s commitment to learning by advocating it in speeches,
annual reports, interviews, and other public relations tools (marketing agent).
REGIONAL/CORPORATE LEVEL
 Regional managers are in charge of multiple stores throughout a large physical area.
 Depending on how the company operates, a regional manager may be in charge of
stores in one county or across multiple states.
 Regional managers determine the operational practices of all stores in the area,
making sure each runs smoothly, cleanly, complies with marketing and sales
campaigns and meets budget and sales goals.
 Regional managers interview, hire, coordinate and discipline store managers, and
check in on individual stores to make sure the store is stocked, clean and in proper
working order.
 Regional managers create and maintain budgets, and coordinate with and report to
senior management in the company.
THANK YOU