Dear WuBookers, if hospitality is an art it is also true that, like all others, it is an art that must be trained and honed over time. Technology and digital tools are a valuable aid to hotel operations, but what still makes the difference between a quality service and a poor one is the staff. That’s why hotel staff training remains an important pillar of a property’s success, especially if done with certain criteria.

What is meant by ongoing hotel staff training.

When we talk about staff training, it is important to make a distinction. In fact, there are ad hoc educational paths that provide access to the tourism professions. In addition, once hired, staff are required to take courses-usually mandatory-on safety. In this article we are not referring to either the first or the second type, but we are talking about optional training programs, i.e., those that a hotelier or property manager may or may not decide to organize for his or her work team.

These can be, for example, updating courses on the latest trends or on certain work tools (such as software and the like), or dedicated to those who want to change departments and need to learn more about a subject and the associated work mechanisms. Thus, topics range from customer care, to management, to business.

But who holds these courses and how to organize them so that they are really effective?

Organizing hotel training

The first step in making sure that the course is really effective is to circumscribe well the area and/or department being trained and set clear objectives. This will make it possible to organize targeted courses and better measure results once the refresher period is over.

On the other hand, the second aspect to consider concerns the mode of delivery: in fact, it is possible to choose between internal, external, theoretical and on-the-job (i.e., practical) training. These types have different characteristics but can be combined as needed.

Internal training: what it is and when it pays off

Internal training is when the person in charge of training the staff is already part

of the team. It may be a manager or another member who is an expert in his or her field who takes on the task of informing and updating others.

This is a very common practice, for example, for new hires: newcomers need a figure of reference who will quickly get them accustomed to the context and its peculiarities. Or when management introduces practical or operational novelties that need to be shared with everyone.

In general, this has the advantage of going beyond the simple transmission of skills, since it facilitates knowledge of the personal specificities of each person, creating cohesion among colleagues.

External training: when to rely on a trainer from outside the structure

There are situations in which hiring a trainer from outside the facility may be just as necessary and useful. This is the case, for example, if the topics to be covered are very technical or if the level of knowledge and application is higher than that already present within the team.

A typical case is new technologies, such as software for hotel management, but the trainer can also deal with soft skills such as problem solving or crisis management.

Usually, the external trainer enjoys greater authority in the eyes of the staff than an internal member (whose perception may be affected by work experience). In addition, paying a professional figure can better convey the message of a real investment on the part of ownership, with positive effects on the attitude of staff who thus feel valued and stimulated to participate.

Better theory or practice?

As anticipated, whether internal or external, the trainer has at his disposal two macroscopic alternatives: theory and practice. The former is perfect when it comes to introducing new concepts and notions, but also to share the principles of the company, its working style, its values.   

Practical training, on the other hand, takes place directly in the field, i.e., in the actual work activity, and is most effective when skills are operational, to test theoretical learning or to refine certain processes.  

What are the benefits of a trained and updated staff?

A question might arise at this point: but why would a hotelier be concerned with upgrading his staff if, all things considered, the facility is working?

The succinct answer is that it could work even better, the more articulate one includes a number of benefits:

• More expertise means more autonomy: something that translates into greater initiative and resourcefulness. A factor that relieves the entire structure of the need to continually monitor the work of less experienced colleagues;
• better understanding one’s own role and that of other staff members can help create more collegial harmony, with positive effects on the work climate and, consequently, on results;
• the more capable a person is, the fewer situations that can challenge him or her. Thus the margin for error is reduced and customer satisfaction is increasedwho will always find helpful and capable staff;
• growing the staff also means being able to count on more people who, when needed, can subject themselves to roles of responsibility, covering for any absent colleagues or temporarily taking on more tasks themselves;
• from operational efficiency also comes greater economic growth: less waste (of time and skills) and more speed in managing activities are important factors when it comes to doing the math and optimizing facility costs;
• affection for the workplace and the desire to contribute positively with ideas and proposals for improvement also comes from the recognition of one’s own value and, as we have seen, training can be an important means of gratification;
• also not to be underestimated the power of new stimuli: we all know boredom from repetitive tasks. Keeping staff trained and informed helps limit this effect by creating a dynamic and proactive environment.

It is clear, then, that training staff is not a cost, but an investment.

All of this is true as long as training is not perceived as a burden or an imposition that gets in the way of daily operations, instead of fostering it. Here then are the 5 most common mistakes that it would be best to avoid when organizing hotel training.

The 5 mistakes not to make when training hotel staff

If you want training to really bring results, it is essential that it be presented and considered as a leading activity that involves participation, commitment, and effort. Only then will you be able to avoid committing counterproductive naiveté such as the following.

1. Training outside working hours.

Whenever possible, it is advisable to organize courses during working hours, that is, during the hours that staff normally occupy for their duties at the hotel. Participation in the course, like work activity, should therefore be recognized as an integral part of work and, as such, must be paid.

It is not forbidden to organize training courses outside working hours, but in such cases it is important to be aware that–just because it is extra time–staff are likely to be less motivated or enthusiastic.

If it is unavoidable to exceed working hours, overtime must still be paid. 

2. Disregard shifts and internal balances

For every person taking a course, there is another who is covering their shift, probably working more than usual. And this could create some organizational discomfort, especially in smaller settings where there are few staff.

So be careful not to unbalance the distribution of work and training hours too much, and always consider the period in which the latter falls: the high season may not be the ideal time to put pressure on the facility.

3. Do not underestimate timing

For the reasons seen above, it is essential that training be organized well in advance. In fact, last-second initiatives risk compromising the quality of service and inconveniencing the staff involved, who find themselves having to hurriedly pass on operational information to the colleagues who will be replacing them, and changing their plans.

Not only that, by doing so you will not even have time to prepare and involve them before classes begin, thus neglecting listening and sharing: essential steps to reduce the risk of the whole operation being seen as an imposition from above instead of an opportunity.

4. Not having clear objectives

We said it at the beginning, training must have goals. Only then can you make the right choice regarding the program and the instructor.

Having a clear goal is also helpful for those taking the course: they will feel encouraged to reach it, they will focus better on their shortcomings, and they will be able to concretely measure their progress.

5. Ignoring input that comes from staff

Staff are engaged in hotel operations every day and know what problems or areas-theoretical and practical-that can be implemented to ensure better work and service. Before embarking on training, also try to ask those who work with you what they would like to learn more about and what skills they feel are lacking: interesting insights to develop may come.

WuBook’s training on Zak.

Training is therefore an important part of the success of a hotel, B&B or vacation home and can contribute to its business and image.

That’s why we at WuBook also offer our clients ad hoc training courses dedicated to the use of Zak, the PMS for accommodation facilities. These are customized courses, which can be conducted by phone or video call, aimed at all those who will have to use the platform.

An agile and effective mode that does not interfere with the organization of the facility and also allows hybrid modes of work and learning. The duration is defined on the basis of the needs of the staff, who has a dedicated agent available from day one until they know how to carry out operations independently. And there’s more: those who choose Zak can always count on Customer Service, active 7 days a week, via email, chat and phone, to solve impromptu issues or delve into specific topics.

Because, we are convinced, he who does not get trained is lost!