Human Resource Management National Centre for Vocational Education Re

Question: Discuss about the Human Resource Management of National Centre for Vocational Education Research. Answer: Introduction: It has been observed many emerging Australian companies lag behind in terms of training and development when compared to the Asian and European markets. However it is necessary for the aspiring companies to meet the technological innovations and global competition of the present market. Many companies have observed the need for training for the purpose of employee development. Continuous learning enables an employee to understand the relationship between their job role and companys mission. In order to recommend suitable learning techniques to be used in a specific organizational context one needs to have a clear understanding of the types of activities which are not only measurable but facilitates learning process and organizational characteristics that influence the participants in the training program. The various development activities have a direct impact on the cognitive, skill-based and affective learning outcomes. The empirical literature supporting the various training progr ams related to planning, methods of delivery, identification of the participants and required resources shows the linkage between learning processes and outcomes. To have a better understanding of the employee development it is essential to differentiate employee development from training by validating the development activity and application of the various development practices to practical situations in an organization. According to various theories, training deals with planning and facilitating the learning process of a specific knowledge whereas a developmental activity takes into consideration several other dimensions. A development process may be an outcome of the job experiences, changing job roles or through participation in various extra-curricular activities (Billett et al., 2015) Organization Description The organization selected for the purpose of development of training and development of program is Langham group of hotels and resorts located in Southbank, Melbourne. The Langham hotels international is often known as Europes first grand Hotel. At present it is situated in four different continents with its headquarters situated at Hong Kong. The Langham, Melbourne has a capacity of 388 guestrooms and suites. Apart from accommodation facilities for the guests, the hotel specializes in providing dining, spa, health club and ballrooms for events. (www.langhamhotels.com", 2016) Importance of training program According to Chen, (2013), the demand for a hospitality industry is dynamic in nature. The satisfaction level is not only dependent on the land area and facilities but service level has a crucial impact on building a reputation and goodwill of such an industry. The importance of training program lies in providing a state of art service to the guests through the development process in various dimensions. The training program is a guest centric program which reflects the values of Langham and linking of the vision, corporate strategies and commitments of the organization. Training programs are often influenced by the assessment of the needs due to customer complaints and making effort to rectify the same. Training program is mostly needed for the new recruits for guiding them to the right path from the very first day of employment. It is also directly related to understand the need and variability in services during seasonal fluctuations. A well trained employee can demonstrate right approach for such volatile demand in the industry. The training program enables the employees to perform situational analysis in critical times for a superior approach to a problem (Ubeda-Garca et al., 2013). The hotel industry needs personnels who are continuously learning and upgrading themselves in accordance to the technological developments, innovations and service approach in this particular field. The competition among the tourist hotels in Australia is prevalent due to increasing number of tourists every year. It is believed that satisfaction of the colleagues has a direct impact on the service factor. Thus the training program not only aims at achieving superior service of the guests but equally recognizes the need for employee satisfaction for a holistic development. (Pan, 2015). Participants The training is set up as per in-house facilities, the participants involved in the training program includes the human resource manager, workers with experience of more than 10 years in the relevant industry and various other top personnels of the hotel. The training program is mainly focused on the new entrants of the hospitality industry. The participants may have prior experience in relevant field of service or fresher from different management schools with a specialization in hotel management. The new recruits need to be instructed with the standard operating methods relevant to their job profile. The job training for new employees typically focuses on the companys vision and a continuous training program can significantly contribute to the advancement of Langham hotels. Providing training to the new recruits often inspires them to deliver more output than what is generally expected at an initial level. The training program comprises a trickled down effect, which means newer col leagues learn from the well-trained experienced workers of the company. On the other hand the well-trained employees may be able to learn various perspectives of services from the newly joined employees from different management schools. In this way the process is a mutual benefit for both the participants and the experienced workers of the hotel. The training program is beneficial for both the participants and organization as it includes both cognitive and interpersonal skills and psychomotor skills related to performing tasks in a hotel industry. In various qualitative studies of Asian countries it has been observed that on job training and in-house training often leads to greater innovation and tacit skills (Horng Lin 2013) Program plan The Langham Hotel has a pre-existing program for learning and development known as First60 certification program. This program is conducted during the first 60 days of joining the Langham family. The systematic training program helps the new entrants to understand the culture, acquire knowledge about the product, processes, standards and being accustomed to the customer services with the help of this training course. The various learning aspects of this program have been shown below: Highlights of first60 training program Source: (www.langhamhotels.com", 2016) Learning theories According to Horng Lin (2013) the several learning theories relates to the different aspects of the learning process, many theorists relate to trainees motivation in the developmental process. The learning theories choosed for the purpose of study are explained below as follows: Reinforcement theory According to this theory people are motivated to avoid or follow specific behavior which is directly related to the past outcomes that have influenced the present behavior. From the training perspective, the trainers need to identify the factors as the learner finds most positive and negative. Trainers need to relate these factors when learners are acquiring a particular skill, knowledge or changing behavior. The schedule during process of job reinforcement has been shown below with the diagram. Schedules of job reinforcement Source: (Bratton Gold, 2012) Social learning theory The social learning theory is the process by which people learn by observing other people whom they trust and believe to be knowledgeable. Social learning theory is an outcome of directly experiencing of a particular behavior or the process serving the consequence in perspective of others behavior. The social learning theory also comprises of four processes which includes attention, motivational processes, retention, and motor reproduction. The attention suggests the learner must possess the required skill or behavior that they desire to observe. The retention skill is associated to recall the appropriate situation. The process of recalling behavior can be coded as visual images or verbal statements. The training method of this skill is particularly useful in hospitality industry such as Langham group as the trainer provides a rationale for individual key behavior (Akers Jennings, 2015) The process of motor reproduction is the demonstration of the observed behavior to check the validity of the result. Processes of social learning theory Source: (Schwarzer, 2014) Methods of delivery The process of delivery and recording the responses may be done on the basis of interview method, PowerPoint presentation, role plays, case study and in-house management games which are relevant to the learning theories as discussed before. The various examples which can be used to implement the theories in the training process are shown below as follows: Reinforcement learning theory and practice The method of delivery of the reinforcement learning process involves the following procedure. Employees can be tested on the basis of various situational analysis. For example if a particular employee is able to deliver a better service as bartender than a chef, then the trainer needs to identify the positive behavior and ignore the negatives. Another example which can be used in Langham Hotel is by eliminating unsafe practices in workplace. A slide show presentation may be demonstrated showing the various unsafe and safe practices in the bakery facility of the hotel. Safe practices like climbing over conveyor belts instead of walking around and them using an equipment to dislodge a jammed machine rather than using bare hands. After presenting all the slides the final slide may include the outcomes of safe practices. The employees may be encouraged to see the positive outcomes of safe practices and follow the same. This will not only increase the security of the employees but also r educe various cost and risk in the hotels bakery facility (Xu Shi, 2014). Social learning theory and practice The trainees are presented with a video in which a manager is unable to get his ideas accepted by his subordinates and it clearly shows that the subordinates are dissatisfied with the managers ideas. The trainees are made to watch the video once again but this time the manager is shows the key behavior in the same situation, due to this the subordinates react positively to their supervisor. The video segment shows how it trainer can successfully get across his ideas by using key behavior in the learning process. The social learning process in hospitality industry can also be done by learning the various requirements of the guest and learning behavior pattern through social interactions (Morgan et al., 2012). The delivery system can also be based on the understanding of desired type of training interaction of the participants and the trainer. The various seating arrangements of the participants is shown below with the diagram as follows Examples of seating formations Source: (Roy, 2014) Program objectives Among the various objectives of learning outcomes, four objectives of the training program include cognitive objectives, affective objectives, behavior objectives and developmental objectives. The cognitive objective is related to what the new entrants are willing to know. The affective objectives are related to the various set of instructions that needs to be delivered to the participants. The behavior objectives are the ones which relate to performing of the various activities of Langham Hotel in terms of delivering superior customer service. The developmental objectives are related to complex learning outcomes mainly focusing on the varying degrees of demonstrating a particular task (Felicenet al., 2014) Instructions for the trainer The trainer should ensure a proper knowledge of the two mentioned learning theories that is reinforcement theory and social learning theory. The trainer should set various examples based on the two theories and put forward a practical overview of applying the same in Langham Hotel on a regular basis. It should be ensured that the trainer is not biased to a particular participant during the observation process and while delivering the theories. Feedback or evaluation The evaluation process can be conducted on the basis of training evaluation form. In the training evaluation form the various parameters on the level of agreement of the questions should be stated. For example whether the objectives are clearly defined, encouragement of participation and interaction, usefulness of distributed materials, relevance of the topics covered, meeting the objectives of training and preparation level of the trainer (KumpikaitÄ—,2015). Preparation of the training and evaluation form of Langham Internationa is shown as follows: Feedback and evaluation form of Langham Hotel Source: (Greenberg, 2012) Scheduling and planning of activities The in-house training session at Langham Hotel is planned to last for 60 days. The planning is done for each single day. A training session plan consists of the sequence of the activities that will be conducted during the training session. The figure given below clearly shows a sample of a training session plan. The plan consists of the table of contents for the various activities. This helps in ensuring the activities are consistent irrespective of the trainer. The table also shows the effectiveness of the scheduled planning activities and covers the various learning objectives, time of session, topics to be covered and activities of the instructor. It also indicates program breaks for breakfast, lunch and afternoon tea. It also specifies the appropriate method of delivery of the training along with time. The sample of training session plan has been shown below as follows: Training session plan Source: (Fister et al., 2015) Resources required As the training is based on in-house premises of the hotel it is important to understand the goals and objectives of the training program and include participants who possess direct experience of the individual job skills. The in-house training program is a cost-effective measure than external training. The various requirements for conducting such a training program includes availability of stationery items such as papers, pens, markers etc., and the training room should have adequate air-conditioning, heating which can be easily adjusted. The training room should also consist of provision for refreshments and lunch delivered by a catering staff. The room layout should provide the flexibility of demonstrating learning activities through case studies and role-play. The room should have good acoustics for effective communication. Electronic gadgets such as data projector, audio systems and flip charts are a must for the training room. The provision for photocopying, printing, email and using of USB devices should also be available during the training. The room should be equipped with high-speed wireless Internet access which can be used to suffice the needs of participants as well as the trainer. A storeroom or cabinet should be present for storing the training resources and equipments. The participants should be provided with the various policies and set of standard operations which needs to be followed on a regular basis. The training guideline for each day is to be provided as a separate handout clearly stating the training objectives and its implications (Noe, 2014) The financial requirements of the training should involve the various cost components. The projection of the cost required to conduct an in-house training at Langham Hotel shown below as follows: Training Cost projection of the resources at Langham, Melbourne Expenditure Amount Direct cost Evaluation of training 2000 Cost of needs assessment 1400 Course development 2200 Printing charges 600 Overheads/Indirect cost Electricity 3200 Telephone and Internet 2400 Stationery and postage 320 Instructor salary 3000 Catering staff salary 1600 Computers 4000 Facility rental 1500 Technical equipment 3500 Total expenditure $ 25,720 Possible barriers According to (Crutchfield, 2014), the possible barriers in a training program may be caused due to lack of resources and availability of time. Hospitality industry is a fast-moving industry and managing 60 days of time only for training purposes can be detrimental for the hotel during peak seasons when the customer is high. We can see a budget estimate of more than $ 25720 needs to be spent on a training program this can hit hard during economic downturns. The conflicting priorities related to attitude, work ethics and perception of the trainees often lead to an inefficient training program. The culture of senior management is often seen as a barrier to improve the budget plan and aligned with strategy of the company. Lack of vision is often seen as a hindrance to the various developmental programs within an organization (Jones, 2013). Conclusion The report is an extensive study of the training program at Langham international Hotel situated in Melbourne. It identifies the various training methods which are being followed at present and suggests improvement on the training procedures through suitable learning theories which can be utilized to suit the various requirements of the hotel. The training and developmental programs are best to the standards of the Australian hospitality industry. 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