HRM-- Training and Development; Need analysis
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Institution
HRM-- Training and Development; Need analysis
Introduction
The identification of the firm’s, the department’s and individual’s requirements serves as a central part in formulating an effective training plan. With the limited budgets, as well as the need for cost-effective solutions, an organization needs to ensure that it has invested its resources wisely in the targeted areas of training where positive returns are guaranteed (Chartered Management Institute, 2006). The aim of this report was to identify the existence of performance gaps of employees at Shangri-La Hotels and Resorts. The Shangri-La Hotels and Resorts originated from the Asia as one of the leading luxury hotels and have continued to expand its operations in other parts of the world. It recently opened its operations in Toronto, where it aims at offering a 5 star experience to its guests, which is delivered with a high degree of resourcefulness, creativity, and personal commitment to service excellence as well as a sense of gracious hospitality. To realize this, the Hotels employed 220 colleagues.
Methodology to the Gap Identification and Findings
To identify the existence of gaps between the actual employees’ performance and the expected performance, a questionnaire, which is one of the data collection instruments as noted by (Brown, 2003). It was administered to a number of employees with a view to identifying the nature of the gap, is it due to need of knowledge, skills or attitude, and its magnitude. The identified gaps would be the constraining factors in the performance of Shangri-La Hotels and Resorts’ employees.
The findings of the report showed that there was existence of any performance gaps across all levels, but its degree varied across them. The responses from senior personnel in the organization showed that the training he received pertaining to his job and before assuming the position was of paramount value. For him, the training was most effective in assisting him understand his current roles. The results indicate that the task analysis was first conducted before taking this senior employee to the training, whereby, it started with analyzing the job requirements and went ahead to compare employee’s knowledge as well as skills to establish his training requirements. By analyzing the job specifications and descriptions, the requisite information on the targeted performance, as well as the skills he required to accomplish his tasks were identified.
Further findings to support the well training of the senior employee were indicated by his satisfaction the current training procedures, presence of the training program which enable him to advance his career development, and deal with all issues with his job duties.
On the contrary, other employees indicated that the training they received played very little role in understanding of their current roles, with some giving a rate of 2. The same little importance of the training they received was manifested in their responses that they were unhappy with the current training procedures, they faced difficulties dealing with issues with their current jobs, and there was little contribution to their career advancement, their rating for these factors ranged from 2-3.
Another gap was also identified from the responses received from the employees. When asked if there were instances and ways through which the performance of the Shangri-La Hotels and Resorts would be improved, employees felt that there was the need for the management to constantly keep in touch with them. In this regard, the management should carry out more briefings to employees so as to enhance a warm and a healthy relationship between them and the employees. There was also the need for more shift preparation so as to ensure that there was a smooth handling over of duties from one group of employees to the other one to ensure that the gracious and warm hospitality to the guests was not compromised.
The report found that the working relationship among the employees was pretty very good, but some employees felt that more team building was necessary to enable the Shangri-La Hotels and Resorts meet its standards of performance. The employees felt that their working hours reflected their performance, but, smooth working would be compromised by working for long hours since it was becoming hard to keep focus.
The employee performance was also affected by factors outside them, and which were the responsibility of the organization. In the course of their working, employees faced difficulties resulting from the service delays with the elevator. All the employees given the questionnaire listed the shortage of elevators as a main barrier that delayed their duties and ultimately affected their performance, they stated that there was only one service elevator which was shared by many departments, sometimes could break-down, thereby slowing the delivery of services. The employees also lacked special tools or equipment in doing their work.
In regard to the employees’ capacity to handle situations on their own whenever they arose, the report established that employees handled the arising matters on their own, but consulted a supervisor or a manager whenever the issues escalated. Regarding the tasks and job description, the employees did not perform tasks that were not in their job descriptions.
Conclusion and Recommendations
The report identified that performance gaps do exist in the Shangri-La Hotels and Resorts. For the purposes of realization of goals, the report recommends that the Hotels pay attention to the identified gaps. Besides, it should carry a thorough performance gap analysis in its operations across all departments. The realization of its objectives depends on having the right cadre of employees in place and a conducive working environment and ample resources. It should develop an effective training program which involves four steps: training needs assessment that identifies training requirements, designing the training, implementing the training program, and finally evaluating the training program (Infande, 2015). The Hotels should properly carry out these activities and as advised by the University of Greenwich (2015), many positive effects for an entity teams and individuals are enjoyed if the training program is effectively carried out.
References
Brown, J. (2003). Training Needs Assessment: A Must for Developing an Effective Training Program. Public Personnel Management Vol. 32 (4), 569-578.
Chartered Management Institute. (2006). Training Needs Analysis. London: Chartered Management Institute.
Infande, A. l. (2015). The Four Methods For Conducting A Training Needs Analysis. Retrieved October 12, 2015, from http://www.selfgrowth.com/articles/the-four-methods-for-conducting-a-training-needs-analysis
University of Greenwich. (2015). What is it? Why do we need it? Training Needs Analysis. Retrieved October 12, 2015, from University of Greenwich: https://www.gre.ac.uk/__data/assets/pdf_file/0006/757563/Training-Needs-Analysis-Information.pdf