Methods of Learning & Development in the Hospitality Industry

 

Any workplace learning strategy must help people, teams, or the organization as a whole develop the skills necessary to satisfy business needs. Applying the variety of available learning techniques is more crucial than ever as hospitality workplaces become more complicated and greater agility is required to assure employees' capabilities.

As the hospitality sector is a wide area this explores the key aspects to take into account when deciding between different learning methods and defines the terms "learning," "training," and "development." It provides an overview of the different kinds, ranging from learning that is based in the workplace, such as on-the-job training and internal development programs, to learning that is based outside of the workplace, such as formal qualifications. Additionally, it examines distance learning and cutting-edge teaching techniques.

Managers who are in every sector of hospitality now have a bigger role in the learning process as a result of the change from course-led learning experiences to learning that is integrated directly into daily work. For many managers, who may view learning as a distinct activity offered by L&D and taking place outside of the office, and hotels; this is a new responsibility.

 

E-Learning

Especially in the post-pandemic era where employees are distant and unable to attend in-person training sessions, e-Learning (online learning) has emerged as one of the most popular ways for employee training. Using their own learning requirements and styles, employees can take classes online while relaxing in their own homes. Perhaps most compellingly, the literature study showed that factors affecting e-learning cover a broad spectrum of categories that are not conclusively defined and researched, and the relative importance of which is not clearly understood; there is virtually no whole systems perspective. Factors “are typically studied in isolation and contextual factors are effectively ignored” (Halperin, 2005). This makes a case for not exclusively looking at one single category or factor when discussing e-learning challenges.

 

On-the-Job Training / Learning

On-the-job training is frequently a fantastic way for employees who have already received some basic training in a technical ability to polish it (whether it be in operating a new machine or learning new financial analysis methods). This essentially involves learning by doing, which is usually done immediately following the training.

Through learning, while doing their jobs, employees with on-the-job training are able to actively participate. Using in-app and on-screen walkthroughs and guides to help users navigate through various features and tasks within an application is one of the most efficient ways to train new software applications or business processes. Faster user adoption of new tools or recently launched features is the ultimate goal of on-the-job training. The fundamental objective of on-the-job training is to give the employee everything they need for self-study while they are at work. When employees finish the tasks they are given, they either learn how to use something or apply the techniques.

This is a highly common method of employee development because businesses often don't have the time to train each employee individually on every skill, especially if that talent doesn't demand for specialized or advanced knowledge.

 

Coaching

We cannot overstate the value of coaching individuals to improve their abilities while discussing various employee development strategies and their advantages. The coaching method can be implemented both in-person or virtually, making it ideal for both in-office and remote workforces. Senior staff members often collaborate one-on-one with less experienced workers in this technique of skill development. The coaching approach involves an experienced professional who mentors or coaches an employee on specific job tasks and responsibilities, such as supervisor, mentor, or veteran employee. This can be a quick approach to picking up extremely specialized leadership and team management abilities, depending on the coaching's emphasis. It may also concentrate on specific organizing abilities.

Coaching typically takes a very practical approach to skill development and is excellent for fostering analytical and technical skills. Additionally, through coaching camps sponsored by the employer, staff members might learn crucial interpersonal and conflict-resolution techniques.

 

Mentoring

Nemser (1996) expresses her doubt that something as “personal as a mentoring relationship can be formalized in a program”. With this approach, the management or senior leaders take on junior staff members to help them learn critical abilities that they may be lacking. Less formal arrangements may be employed with younger management, while more formal mentoring programs are often used for senior executive/leadership jobs. Be aware of the time investment and even smaller funnel of a one-on-one teaching paradigm, just as you would with coaching.

Less seasoned, younger employees can learn from more seasoned ones, thus mentoring isn't just for management. It is suitable for developing communication, leadership, and organizational abilities and may be done at any professional level. Additionally, it can be used to educate creativity or something new.

 

Cross-Training

To put some of those new abilities to use, employees could volunteer to switch responsibilities with others on a shift or team. The most effective way to teach flexibility and adaptation is through this staff development strategy. It’s wonderful for enhancing an employee's technical abilities as well, but depending on the kind of stretch objectives established, it might also help with the development of auxiliary skills like time management, stress management, and conflict resolution abilities.

How applicable this depends on the role or employment. If you urge a developer to speak with or negotiate with clients, for instance, he probably won't be as good as the manager, but at least he'll pick up some project management skills.

Conclusion

We can all agree that learning and development initiatives are crucial for a firm to invest in its workers. When a child was born, he or she needed parental touch constantly until could support themselves. Even when organizations are at the hospitality sector were founded by the most influential people in society, training is still necessary because working practices are always changing and technology is rapidly advancing to do training for them there should be ideal methods to grab the objective easily. The purpose of training is to help employees continue to develop personally. In a corporation, employees are expected to continuously grow. A firm will undoubtedly reach greater heights if its staff are regularly trained with all the most recent information as we discussed by using the above methods.

References

Feiman-Nemser, S. (1996). Teacher mentoring: A critical review. D.C.: ERIC Clearinghouse on Teaching and Teacher Education.

Halperin, R. (2005) Learning Technology in Higher Education: A Structurational Perspective on Technology-Mediated Learning Practices. London School of Economics and Political Science, London.