In the modern world of competition it is essential for hotel business to understand the needs and preferences of customers and provide them with the best possible services (Hall and Page, 1999, p.97). Thus, the majority of international or regional hotel companies start investing in training and development programmes (Olsen and Zhao, 2008, p.171). Hudson Hotel (New York) pertains to one of such regional hotel chains, Morgans Hotel Group (“Morgans Hotel Group”).
Admittedly, hospitality is the key consideration for every respectful hotel (O’Fallon and Rutherford, 2010, p.30). Hospitality presupposes that hotel staff will provide “the flexible delivery of hotel services” (Bardi, 2006, 309). Fortunately, nowadays flexibility has become accessible due to technology which assists in addressing “the training needs” and the needs of providing good services (Wallace, 1993, p.62).
As far as training is concerned, various visual aids have proven to be very effective in development training (Pike, 2003, p.63). Fortunately, Hudson Hotel has the opportunity of implementing various training strategies using technology since it is designed to become an example of the boldness and diversity of the city” with numerous conference halls and other accommodations suitable for training (“Hudson New York”). Thus, technology assists in implementing various development programs.
As well as many successful hotel companies Hudson Hotel uses various training techniques which can be divided into three major groups: “vocational training, professional education and executive development” (Jafari, 2003, p.176). Vocational training plays the essential role since it helps to develop the key consideration of hotels, hospitality (Weber and Chon, 2002, p.80).
This kind of training is preoccupied with such areas as skills (bad making, vacuuming, bathroom cleaning, using equipment, industrial safety), attitude (meeting standards, appearance, personal hygiene), and knowledge (hotel layout, knowledge of rights and benefits, grievance procedure understanding) (Jones, 2007, p.159). Executive development also plays a significant role in Hudson Hotel training programs. This training is aimed at developing new (modern, innovative) skills in management personnel.
To develop skills and knowledge mentioned above various training techniques are used in Hudson Hotel. For instance, demonstration and skill practice are very effective techniques (Malhorta, 1997, p.265). Demonstrations consist in sharing experience when a person who possesses definite skills shows (demonstrates, teaches) them to a newcomer, and the latter tries to repeat the same gaining the necessary knowledge.
Talks, lectures and seminars are also very effective in terms of employees’ development (Malhorta, 1997, p.266). As for such kind of training it is necessary to mention that one effective technique of organizing lectures (conferences, talks) is used at Hudson Hotel, i.e. the seating arrangements are organized in the “lecture theatre or classroom layout” (Rae, 1995, p.109).
This strategy helps to involve all people in discussion and lead to very positive results. Admittedly, the most effective training can be reached if it is a voluntary process (J, p.45). Thus, at Hudson Hotel various benefits for employees exist, and this forms a positive tendency of eagerness to self-develop. Thus, self-education is another effective technique used by Hudson Hotel (Hayes and Ninemeier, 2008, p.227).
Thus, Hudson Hotel implements various training techniques which are aimed at the employee’s development. These training techniques include talks, lectures and conferences. The training programs are mainly concerned with developing skills and knowledge in employees which will create the necessary atmosphere of hospitality, since it is hospitality which is the key consideration for any hotel chain.
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