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7/31/2019 Training Recom

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Page 1 of 6 Pre-training Recommendations

Sun Hotels and Resorts Maldives

Preliminary measures recommended ahead ofthe formulation of a long term Human Resource

Development / Training Plan for Olhuveli andVilu Reef Beach & Spa Resorts

By

Hassan Saeed


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Overview

This report is a result of my direct observations and involvement in the HRprocess of this company for the past six months. I felt the need for thisafter the MDs instructions to me to facilitate training for the resorts. I

understand that MDs decision has resulted from his personal experienceof the service at the resorts, comments, complaints from guests, touroperators and travel agents and requests from the Heads of Departments/ Executive managements of the resorts.

From the above list, it can be seen that each party has a unique way oflooking at the standard of service and without a proper need-analysis wemay not be able to determine the objectives of our training which will inturn determine the type or mode of training required.

At the senior management level, we need to ask ourselves one key

question: Why do we need training? Do we need training to create somehype or excitement amongst the staff to help us with employee retentionand take us closer to the HRD award from the government? Do we needtraining to enhance and improve the level of the service we provide toguests through our outlets? Do we need training to solve operationalproblems to ensure a glitch-free, smooth service?

Each of the above objectives requires a unique program of training.However, it is my sincere feeling that we need to achieve all of theobjectives from a long-term training program.

Since my assumption of the recruiting responsibilities under Mr.Shakirsguidance, I have always recruited individuals with experience and this hasbeen the wish of the managements. This is one reason I believe negatesany urgent or pressing need for entry level training.

If the members of staff, despite having the basic technicalcapabilities, are not able to deliver an acceptable standard of service,then the capacity and ability of their supervisors are in seriousquestion. It is a sign of lack of organization and a sign of anineffective supervisory or management mechanism.

Also, most of the on the job training methods employed in the hospitalityindustry do not require outside assistance, neither consultants nortrainers. It is a routine process and the heads of department should beable to design, coordinate and / or deliver this type of training themselves.

Olhuveli and Vilu have a number of HR complications that may hamperthe successful implementation of a long-term training plan.


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Olhuveli, operated by a Japanese company in the early nineties pose amultitude of challenges for the management. Part of the infrastructure onthe island is run-down and requires extensive preventive and reactivemaintenance. Facilities for staff are very much limited and will be difficultand expensive to enhance.Additionally, the islands location in Mal atoll

makes it difficult for the staff to travel to and from the island. Staff travelingon guest transfer boats makes the availability of seats scarce andunpredictable. The difficulty of transportation acts as a deterrent andmakes the resort less attractive to potential employees and is a majorcontributing factor to the high level of staff turnover.

Vilu Reef fewer problems than Olhuveli in terms of infrastructure and stafffacilities. For Vilu Reef, the main challenge is the distance from the capital,which makes it a difficult choice for employees from the far north andsouth of the Maldives.

Training will not be effective and may not serve any purpose if there areother underlying problems and challenges that encourage and trigger staffturnover mostly through voluntary separation due to the ineffectiveness ofthe heads of department, flows in the management system and ourgeneral failure to give the employees a sense of security, equity in pay,benefits and facilities.


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Pre-requisites for the initiation of across-the-boardtraining at the resorts

Based on my experience as the Human Resource Manager of Sun Hotelsand Resorts the past six months, I strongly feel that the following pre-requisites are needed for the successful implementation of any HRDevelopment or Training plan.

1. Determine our position in the current labour market

This is a pre-requisite for conducting a pay survey that willhelp us introduce a basic pay structure. Before a comparativepay survey can be conducted, we need to determine who ourcompetitors are in the view of potential employees. For this,we need to answer a number of critical questions at thecorporate level. Do we pitch ourselves against resorts in Mal

atoll or against resorts which are in south and the same areaand same distance from the capital? Or do we compareourselves who sell rooms at similar rates and who has thesame type of clientele?

2. Streamlining of all HR activities and procedures

I have suggested this from the initial days of my appointmentand have drafted some policies and procedures which aregeared towards attracting and retaining employees.Unfortunately, I have not had the support of the individual

departments and managements and am still awaitingcomments or improvements to the first set of policies. I may beable to do it unilaterally at the corporate level as the Directorshave given me the go-ahead, however, I feel that theagreement and consensus of all those involved is important forthe implementation of any such policy or procedure as itinvolves organizational change in one form or other and that itultimately requires the acceptance of our employees.

In addition, heads of department should be given properorientation into modern HR practices. They should be made

aware of the various HR procedures and the importance offollowing them.

3. Personal development and capacity building training for Heads ofDepartment

As it is the stated policy of the company to try and utilize theemployees we currently have instead of looking for andreplacing them with more effective ones, we seriously need to


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look at the strengths and weaknesses of the individualsemployed as heads of department and organize targetedtraining to improve, enhance and empower them to lead andmanage. These individuals are required to fulfill a number ofpreliminary HR needs in conjunction with the HR department.

They need to come up with job designs, job descriptions andperson specifications and be able to conduct and coordinateproper and thorough orientation of new employees and thetraining of the existing employees.

4. Document current service standards and procedures to enable themanagements to come up with effective standard operatingprocedures for the individual departments and the entire resortoperation

I understand that even if there are some complaints and some

degree of dissatisfaction amongst the guests, the majority ofour guests leave happy and satisfied. This is definitelybecause we are doing certain things right and we need tokeep those efforts up and continue doing so. It is thereforeessential to document our current operational procedure if weare to highlight and emphasize the good things and todetermine processes that require streamlining, redesigningand improving. This requires the detailed documentation of allservice delivery processes in F&B Service, Production,Housekeeping and Front Office.

i. I have recommended this to the resort managementssometime back and was told that the Heads of Departmentwill not be able to do this themselves. If the heads ofdepartment are in fact unable to do this (as this does NOTrequire them to design or create anything or any process)their ability should be seriously scrutinized.

5. Implementation of a complete orientation and/or re-orientationprogram

Orientation is geared towards familiarizing newly employedmembers of staff with the resort and its facilities. We need tofind out exactly to what extent our staff knows the resort andour product. We need to ask the receptionist if he /she canrecollect and describe the interiors of al types of guest roomsand give guests accurate information on mealtimes,excursions and prices. We need to ask our waiters if theyknow the entertainment schedule, the gym and spa openinghours, the treatments, different services and the prices. If theydo not know it, they have not been properly oriented andinducted.


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If this is the case we do not need outside trainers orconsultants to come in and remedy this problem. We shouldbe able to do it ourselves.

6. Strengthening of the existing supervisory mechanism

We need to look at the organizational setup of resorts anddetermine the degree of efficiency and effectiveness we areachieving with the current setup. We need to find out if the co-operation amongst the departments is achieving the maximumand if not, how it can be achieved. We need to come up with

job descriptions and specifications for individual heads ofdepartments and give them clear and well-defined mandatesof responsibility. We need to facilitate an atmosphere oflearning and knowledge transfer. We need to ensure accurate

monitoring of the effectiveness of training.

Conclusion

It is my sincere opinion and conclusion that what is required at theresorts is streamlining and standardizing rather than trainers andconsultants. We need to put our house in order before we can invitesomeone to come in and see it. There are a number of measures inthis paper that the resort managements can implementstraightaway, which will have a dramatic impact on the level ofservice.

Also, at the corporate level, we need to sit down and answer somecritical questions similar to the ones posed earlier in this paper. Iwould recommend that we convene a meeting of the executivemanagers of the resorts and the directors to determine our futuredirection and objectives in terms of Human Resource Development.

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