Hotels are devising different training and development programmes so that their employees can provide quality service to guests.
Established in 2005, the Landmark Mandarin Oriental has 113 rooms and suites, and a 25,000 sqft Oriental Spa. To ensure all employees provide the finest service, the hotel has established a "managing performance and development" programme that aims to help every staff member learn and grow through their work.
"We believe it is not enough to discuss colleagues' career development only during the annual performance review," said Cynthia Leong, director of human resources at the hotel.
"The programme helps us to identify what our colleagues' strengths and required areas of development are. Through the programme and based on discussions with colleagues we can determine their readiness and potential level of interest in future opportunities."
The programme focuses on six major areas - goal planning, competencies, learning and development plans, career planning, review and feedback and two-way communication. There are five stages designed to encourage continuous development.
The first stage consists of goal and development planning. Managers arrange face-to-face meetings with colleagues to discuss, agree and prioritise their short- and long-term development needs according to their goals and career plans.
"The goals we set have to be specific, measurable, achievable, relevant and time-bound," Leong said. "Managers will give suggestions to colleagues and they will agree on workable targets that are aligned with the hotels' direction of development and focus for the coming year."
Colleagues are then expected to begin stage two which focuses on performance and feedback.
"Managers need to provide direction, comment and support to keep colleagues on track and ensure there is no surprise at the performance review," Leong said.
Moreover, this stage measures the development progress of all employees, keeps them motivated and enhances communication between managers and hotel colleagues.
"When colleagues have exceptional performance, managers will put the record into the system," Leong said. "This helps in the feedback and performance review."
Employees in turn are able to access the computer system to input data that reflects their performance as a reminder to their managers.
The Landmark Mandarin Oriental organises a mid-year discussion session to assess each staff member's performance against the goals and competencies of all employees. This ensures that every employee is on track, helps to update their objectives, and assists them in further planning of development activities.
After the mid-year discussions, employees revert to a performance and feedback stage that continues to the end of the year.
The last stage of the hotel's development programme is a two-month performance review. Employees' performances are evaluated at this stage and each one of them will receive an overall rating derived from competencies, goals and development needs.
"From the information recorded on the career plan, learning and development plans and overall performance results, we will have some initial succession planning information," Leong said. This stage identifies employees who are ready for their next career move and helps determine their new position.
The hotel provides different development programmes and supplies a selection of management books. Employees are able to choose from the list to learn and enhance their skills in particular areas. "Role modelling is also very important," Leong said. "Colleagues can observe the work and performance of their managers and learn from them."
The "managing performance and development" programme has received positive comments from employees. They have found it useful in building relationships with their managers.
Furthermore, employees feel the programme also provides transparency and helps them build a more structured career path and succession plans.
Employees' understanding of the hotel's culture and service standards are strengthened through the programme, while their work performance is improved through the different learning and evaluating processes of the programme.
"The programme helps our colleagues work together towards the same direction and goals, to achieve the best and to exceed guests' expectations," Leong said.
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