The training programs of the hotel's teaching staff are always changed to absorb opinions, so the on-site training sessions are quite effective. New, advanced programs should promote the advantages and have solutions to overcome the disadvantages of previous programs, so the hotel also studies and studies to apply them to its organization.
2.3. Assessment of the current status of human resource training at Tu Son Hotel
2.3.1 Advantages of personnel training at hotels
The identification of training needs was based on the client's business plan.
force
and have coordination
fit
between
parts,
Department to build
demand
core
Job
build
selection criteria
select
opposite to
statue
train
clearly helps
The hotel is convenient for selecting students.
The training program content is unified and implemented synchronously in the customer.
hotel. Training program
quite specific to help each
object
labor
easy to follow
monitor, inspect and supervise, thereby giving opinions to help improve training work.
human resource
Training costs
increased year by year
first concern
private
hotel to human resource training. The hotel has known how to exploit the potential
strength, human potential and consider it an indispensable factor in every
hotel operations. The budget for training is allocated accordingly.
Equal opportunity for training programs.
The hotel has evaluated training results through a number of methods.
law as established
vote
thing
check or evaluate through results
training results
belong to
learn
employees. This helps the hotel to improve the quality of training.
Training work
obtain
effect
The result not only helps hotels
section
save
Okay
cost of recruiting external sources but also make the most of existing resources
Yes, people with experience and seniority help them feel secure in their dedication.
for hotel
Besides the advantages, human resource training has the following disadvantages:
2.3.2. Disadvantages in training human resources at hotels First is determining training needs:
hotel still available
Hotels mainly determine training needs based on the needs of departments, factories, and teams in the hotel without really paying attention to determining training needs based on analysis, job performance evaluation, and human resource planning.
The hotel has not yet established a job description so it is not clearly analyzed.
People
labor
still valid
make those
what, lack
those
which skill, which skill
need
Okay
supplement. This makes it difficult to identify training needs in
hotel.
Second, the determination of training objectives is still weak.
Item
training target
belong to
hotel
general; not specific
for each subject, each course according to each period, each different stage.
Third is about identifying training subjects:
Determining the training objects of the hotel is mainly based on the needs of the departments and teams in the hotel sent for determination.
When determining the object
train,
hotel not yet
analysis of factors
image
affecting training effectiveness such as: the goals that employees aim for in the future
future, what knowledge do workers want to be trained, and the workers' ability to absorb
active when participating in training.
Fourth is about training methods, training programs and training teachers.
The hotel's training methods are not rich and diverse, mainly using traditional methods, leading to low training efficiency.
Regarding training programs, the hotel has built training programs that are quite suitable for each target group, but the training program is still limited: there is a lack of skill development programs for managers.
Selection of training teachers:
With the choice of on-site teachers, tutoring and instructing the housekeeping staff, the hotel has selected people with many years of experience and professional qualifications. However, most of them have not attended any pedagogical training schools, so their ability to communicate is limited.
The fifth is determining training costs:
Funding for training is limited, mainly from hotel profits. Funding from employee contributions is quite low.
Determining spending on personnel training is not really appropriate, and many funds are not used for the right purposes.
The sixth is the evaluation of training programs and training results:
Hotels evaluate training results mainly through evaluation forms and through
training results. Therefore, the work of evaluating training results and effectiveness has not been
comprehensive and highly effective.
Other existences:
There is no incentive policy for workers to attend training programs. Therefore, it has not attracted many people to participate in training.
The hotel's long-term training plan is limited and unclear, so it is often
passive position when there are changes in business.
After poor training, no
still
one left
opposite number
statue
labor
skill
meet the requirements of the job.
2.3.3. Causes of the above limitations
2.3.3.1. Objective causes
The rapid development of society, business environment, especially knowledge about bidding, construction consulting, knowledge about labor safety. From here arises a huge demand for training. Meanwhile, training facilities do not meet the requirements.
standard
need
design
make it difficult for business
in select
choose
training place
workers
Presently
now, quality
quantity
education
train
in
Vietnamese
Men are more
limit
mechanism
Outdated training methods and knowledge, separate training, not linked to reality
see off
arrive
After training, still can't do the job, can't apply it in practice
Policy mechanisms related to education and training are slow to change and outdated, and policies for using talented people have not been well implemented.
Society
still carrying heavy
thought
subsidy
and respect
equal
grant,
therefore
Many businesses and workers only care about degrees and little about
focus on the knowledge and skills they have been trained in, leading to low training effectiveness when implemented.
2.3.3.2. Subjective causes
The staff in charge of human resources is still lacking and weak, and the labor force at
hotel
part
big
is labor
young,
lack
experience.
Labor
impossible
trained in the right human resources major so do not have in-depth knowledge.
Due to the rapid growth rate and scale of hotel development, the fields
area
Business continuously improves and develops so that training resources are provided.
core
forces are becoming more and more complex.
Policy, chapter
training program
for people
labor
new
care about
improving knowledge and skills for workers without much attention
Comprehensive training for workers.
Due to
awake
belong to
People
labor
about training
develop
not yet
correct
Workers have not yet fully realized the practical significance of development training, and still have the mindset of valuing degrees, so many people go to school just for the sake of formalities, to get degrees and certificates, and to study just to pass the test, without paying much attention to knowledge.
CHAPTER 2 SUMMARY
Chapter 2 mentioned the current status of training at Tu Son Hotel with the following main contents: Basic information about Tu Son Hotel such as:
+ The formation and development process of the hotel
+ Staff, business areas
+ Organization of management apparatus; functions and tasks of hotel departments
Characteristics of the Hotel affect human resource training. Including 6 characteristics:
+ Products and consumer markets
+ Technical facilities
+ Characteristics of technological process
+ Labor characteristics
+ Hotel business performance
+ Characteristics of human resource management activities
Real
status
training work
in
Tu Son Hotel
with
training process
source
human resources
includes 8 steps:
Identify
demand
train
– Determine mining target
Create – Identify training subjects – Develop training programs and methods
– Selecting teachers – Determining training budget – Organizing training – Reporting and evaluating training results.
Those
advantage
and weakness
point
in training
in
Hotel From
Paint.
From the
evaluate those
weakness
point,
I have given
out one
scratch number
law to
Complete the human resource training of Tu Son Hotel in chapter 3 of this thesis.
CHAPTER 3: SOME SOLUTIONS TO IMPROVE HUMAN RESOURCE TRAINING AT TU SON HOTEL
3.1. Operational orientation of Tu Son Hotel
3.1.1. Goals and strategic business orientation of the Hotel
The goals for the period 2017 - 2020 of Tu Son Hotel are:
Hold
business is good
determine
and development
durable
steady
stage
2017 2020,
Strive for an average annual growth rate of 10% to 15%.
Extend
market
to the provinces
remote areas: Ha Giang, Tuyen Quang,
Lao Cai; ensure full employment for workers.
Focus on product research and development activities to launch new products.
New products suitable to the needs and tastes of customers, constantly improving the qualifications of hotel room staff to increase labor productivity.
The 2017 targets are shown in the following table:
Table 3.1. Mission objectives for 2017
(Unit: million VND)
Target
Unit | Quantity | |
Total revenue | Billion VND | 820 |
Profit after tax | Billion VND | 31 |
Total number of employees | People | 1870 |
Average income | VND/person/month | 36,590,000 |
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To complete
Good
items
target, hotel
need
Right
build
specific action plans and provide strategic solutions.
comb
long term. Including training work
source
human resources
is also one
mission
important to pay attention to
Hotel development strategy for the period 2017-2020:
Complete
fields
expected business,
strengthen
head
private companies
civil and irrigation works serving people's lives. Continue to invest in technical facilities,
equipment
equipment, tool,
training, professional development, improving management skills,
professional qualifications of staff
Continue to improve the material and spiritual life of room staff.
hotel staff
Hotel, building corporate culture suitable for the environment
Practice
construction center
team
room service staff
young energy pill
dynamic, creative, formally trained, industrial style
War
comb
develop
belong to
hotel to
2020 and vision
look to
year
2025 become candy hotel
big
top
belong to
domain
North
through the
Dominate the market, develop the market to all northern provinces and cities for the confectionery sector; develop rapidly and sustainably with great prestige, focus on participating in the construction of social security and welfare projects to promote the hotel brand.
3.1.2. Human resource training orientation for the period 2017 - 2020 of the Hotel
The orientations for human resource training in the current period proposed by the Board of Directors of Tu Son Hotel include:
2017 2020
Building a responsible workforce and improving quality
labor.
Right
there is change
new
thinking in the business process of
each
staff
room staff by continuing to promote NNL training.
Training a reserve of young workers to be able to hold important positions
in the hotel based on the hotel's strategic goals. Training industrial style, improving the ability to adapt to the business environment for managers.
Train
popular
for room service staff
new
into the profession and practice
presently