NATIONAL ECONOMICS UNIVERSITY FACULTY OF TOURISM AND HOSPITALITY INTERNATIONAL HOSPILITY MANAGEMENT PROGRAM (IHME)
Justification of study
Human is considered as a key factor in any organization and a popular concern in the scientific research community Especially in the hospitality industry that service products account for a large proportion, so the workforce in hotels are mainly service workers which requires high expertise specialization and large in number simultaneously (Nguyen Van Manh, Hoang Thi Lan Huong,
2013) Furthermore, due to the complex working environment and the seasonal nature of tourism, hotel personnel are frequently under severe psychological pressure Because of these distinctive traits, the hotel sector is one of the industries with a high employee turnover rate, and the cost of replacing an employee is very high.
Therefore, in a competitive global economy, to help employees being fully equipped with high expertise and manage to reduce the pressure from work, training and development must be considered as the central focus According to Goldstein and Ford (2002) “Training is an organized method of learning and development which expand the efficiency of individual, group, and the organization” According to Carlos A Primo Braga (1995) “Every organization should develop its employees according to the need of that time so that they could compete with their competitors.”
It is clear that one of hotel top tasks is to create an effective training and development program to enhance the employee’s expertise and satisfy their desire to be developed Because of that, the hotel business performance will increase stability to create competitive advantage in the industry Therefore, it is theoretically necessary to carry out research to evaluate and propose solutions to improve the quality of HRM general and HR Training & Development particular.
In the past 3 years, the significant impact from covid-19 pandemic has severely damaged the tourism industry To cope with the situation, hotels had to establish strategies to balance revenues and expenses, implement saving measures, reducing personnel According to statistics from the Ministry of Culture, Sports and Tourism, the tourism industry has a decrease in the number of employees by 70-80%, the rate of employees with a salary reduction of 43.2%, 30% of employees decided to quit their job or terminate their labor contracts.
When tourism opened again in March 2022, the Vietnam's tourism industry has achieved positive signals On the other hand, the most urgent issues were the severe scarcity of high-quality Human Resource in the industry. According to former Accor Group CEO Patrick Basset, Human Resource Development is the key factor since Vietnam’s tourism workforce is already limited and under-qualified for years When recruitment and training costs are high, businesses in the industry confront a Human Resource crisis, making it even more difficult to return to stable performance conditions.
Lotte Hotel Hanoi is not an exception, considered as one of the leading international 5-star hotels in Hanoi, welcoming tens of thousands of guests every year Therefore, it always demands a significant number of high-quality human resources to satisfy the increasingly diverse needs of customers and efficiently run its operation In order to actualize that request, Human Resources Training and Development must have clear and specific training plans and objectives. However, the training performance is not maintained continuously due to nature of work in other departments, employees have to take turns in charge of other’s works when they have day-offs, making it difficult to maintain the efficiency when taking training programs In addition, the hotel does not have an optimal tool system for online training, which makes it difficult to access for most of the operations staff, who rarely work with computers.
From the above reasons, I would like to choose the topic "Solutions to improve the quality of Human Resources Training and Development at LotteHotel Hanoi" to conduct analysis and research in this internship report.
Objectives of the study
Overall objective: Evaluating the current situation and suggesting solutions that helps to improve the quality of Human Resources Training and Development at Lotte Hotel Hanoi.
Researching and analyzing the current situation of Human Resources Training and Development at Lotte Hotel Hanoi.
Evaluating the strengths and weaknesses of Human Resources Training and Development at Lotte Hotel Hanoi.
Suggesting solutions that helps to improve the quality of HumanResources Training and Development at Lotte Hotel Hanoi.
Research object and scope
Research object: the subject of the study is defined as Human Resources
Training and Development at Lotte Hotel Hanoi.
Space scope: Research topic on Human Resources Training and Development at Lotte Hotel Hanoi.
Time scope: Research topic on collecting data related to HumanResources Training and Development at Lotte Hotel Hanoi in the last 3-5 years from 2017-2022.
Research Methodology
Employees in various departments through a survey on the hotel's Human Resource training programs.
Materials inside the hotel: Staff handbook, business report, personnel statistics and other reports related to Human Resources Training and Development during the period from 2017 to 2022.
Materials outside the hotel: Textbooks, journals, theses, scientific research on Human Resource Management, Training and Development in hotels. Information about the hotel and corporation is collected on the hotel's website: https://www.lottehotel.com/hanoi-hotel/vi.html and Lotte Group website: https:// www.lotte.co.kr/global/en/main.do Website of Vietnam National Administration of Tourism and General Statistics Office.
The topic uses content analysis to examine if the research concept is appropriate; discover, adjust and implement factors affecting staff’s awareness of participating in training programs Materials inside and outside the hotel mentioned above are used as a basis for conducting analysis
The topic uses descriptive survey as a method of conducting quantitative research Following by a questionnaire based on the experience of learners during the training courses to better acknowledge their level of satisfaction, desire and categories need improvement As a result, post-survey stage gives valuable insights to have specific solutions to improve the quality of Human ResourcesTraining and Development.
Contribution of the study
Scientific meaning: Evaluating the current situation of Human Resources
Training and Development at Lotte Hotel Hanoi As a result, this will be the basis for researching factors influencing on staff’s decision to participate inTraining and Development programs.
Practical meaning: Based on the current situation, the Human Resources
Department must have a clear vision and propose solutions to improve Training and Development programs to increase staff’s quality of work and satisfy their needs to ensure the long-term loyalty As a result, the high turnover rate of personnel at Lotte Hotel Hanoi can be reduced.
Structure of the study
The structure of the study includes 3 chapters:
Chapter 1: Introduction about Lotte Hotel Hanoi.
Chapter 2: Analysis the current situation of Training & Development at Lotte Hotel Hanoi.
Chapter 3: Specific solutions and action plans to improve the quality ofHuman Resources Training and Development at Lotte Hotel Hanoi.
INTRODUCTION ABOUT LOTTE HOTEL HANOI
Overview about Lotte Hotel Hanoi
(Source: Lotte Hotel Hanoi website)
Hotel name: Lotte Hotel Hanoi
Hotel chain: Lotte Hotels & Resorts.
Address: 54, Lieu Giai Street, Cong Vi ward, Ba Dinh district, Hanoi, Vietnam. Hotline: +84-24-3333-1000.
Website: https://www.lottehotel.com/hanoi-hotel.
Lotte Hotel Hanoi came into operation from September 2nd, 2014, it represents the connection and integration between the old quarter of Hanoi rich tradition and the new urban area is growing with a bright future In addition, the hotel located on the top floors of the magnificent Lotte Center Hanoi building including Lotte Mart, Lotte Cinema and Lotte Department store which create favorable conditions for the use of other services by customers Besides, Lotte Hotel Hanoi conveniently close to the financial hub of Hanoi, surrounded by foreign embassies and other entertainment areas Over 8 years of establishment and development, the hotel is proud to be a typical representative of international 5-star hotels with 6-star quality in Hanoi in particular and Vietnam in general.
On that journey, the hotel has received many notable awards such as Leading Business Hotel Award 2019 by VnEconomy; The Most Favorite Hotel Award in 2020 by Business Forum Magazine; the Best Travelers' Choice Award for Best Hotel in Vietnam 2021 by TripAdvisor.
1.1.1 The product services system of Lotte Hotel Hanoi
Lotte Hotel Hanoi can accommodate diverse types of room from floor 40 to 61, with a total of 318 rooms which contain 235 luxurious appointed rooms and 83 suites that offer a breathtaking panoramic view of Hanoi All the rooms are designed with the latest-generation of facilities, luxurious amenities and ensure 5-stars standard personalized services to meet all the accommodation needs of customers.
Table 1.1 Room categories of Lotte Hotel Hanoi
Types of room Area (Sqm) Number
(Source: Lotte Hotel Hanoi accommodation brochure 2022)
Furthermore, the hotel also provides high-end services apartments for rent with a variety of room options for individuals and families in a total of 258 rooms In addition, the apartment areas can offer unique facilities and services such as an elegant library, playground and shuttle buses to schools for children, natural gardens on floors 33, 45, 50, 55, 60 and minigolf area on floor 60.
Lotte Hotel Hanoi offers 7 unique restaurants and bars, with different cuisines from the East to the West, include:
Top of Hanoi: Being the highest open-air restaurant in Vietnam, Top of
Hanoi has the iconic sunsets over the Lakes and downtown skyline with stylish cocktails from the bar area The opening hours are from 5:00 pm to 11:00 pm with 124 seats and no pre-reservation service for guests.
Grill 63: Located on floor 63, Grill 63 is an all-day-dining restaurant with a la carte menu It is famous for the Angus beef and offers lunch buffet from Monday to Friday The opening hours are 6am - 10am for breakfast, 11:30 am – 2:30 pm for lunch, 5:30 pm – 10:00 pm for dinner with 122 seats.
Pharaoh’s Bar & Upper: Located on floor 63, Pharaoh’s Bar offer unique signature alcoholic beverage such as cocktail, whisky and live-band performances each week Located on floor 64, Pharaoh’s Upper is designed to be an exclusive Karaoke television room The opening hours are from 5:30 pm to 2:00 am with 80 seats.
Red River: Chinese fine-dining restaurant, located on floor 36 It offers menus for lunch and dinner and go beyond the culinary map of Asia to create dishes with modern twist The opening hours are 11:30 am – 2:30 pm for lunch and 5:30 pm – 10:00 pm for dinner with 104 seats.
Tim Ho Wan: Located on floor 36, the 1-star Michelin restaurant come from Hong Kong with famous dim sum dishes The opening hours are from11:00 am to 10:00 pm with 82 seats.
The Lounge Sky: Located on floor 38, this is the hotel lounge area where customers can enjoy the afternoon tea break The opening hours are from 7:00 am to 11:00 pm with 73 seats.
Delica-Hans: Located in B1 flood of Lotte Center Hanoi, this is a bakery store with fresh cakes from finest ingredients The opening hours are from 8:00 am to 10:00 pm with 18 seats.
With a total area of 2,400m2, the meetings and conferences area have held many important events in Hanoi The area contains 14 stylish meeting rooms in various sizes, state-of-the-art lighting and audio systems such as Crystal Ballroom, Emerald Room and Charlotte Room Especially, the largest room is Crystal Grand Ballroom, has the volume size of 1200 customers.
Spa and health-care services
At Evian Spa, customers can immerse themselves in the fresh water of the modern swimming pool system as well as enjoy the most relaxing moments under the hands of professional therapists The products used at Evian Spa are all imported from France to give the best service quality to customers.
1.1.2 Customers market Lotte Hotel Hanoi
The majority of Lotte Hotel's customers are international, with typical customers coming from Korea, China and Japan In general, although international guests make up a large proportion of the hotel's guest structure, the trend of domestic travel is increasing rapidly due to the high living standards and the experience of high-quality international services.
Organizational chart and management
Lotte Hotel Hanoi has the functional organizational structure, in which each management function is separated by a department as follows:
Drawing 1.2: Lotte Hotel Hanoi Organizational Chart
Lotte Hotel Hanoi is managed by Lotte Hotels & Resorts Group with Mr.David Shim as the General Manager, he is responsible for organizing and managing all the departments in the hotel with different tasks Furthermore, LotteHotel Hanoi is not only operating the hotel section but it also has the residence for rent around the year, that is why the rooms division separated into multipleManager’s positions to ensure the efficiency of operating system in both hotel and residence parts.
Business conditions
Table 1.2 Compare the conditions of technical facilities at Lotte Hotel Hanoi
Areas 5-stars hotel standard ratings Lotte Hotel Hanoi
Front desk (reservation counter, reception counter, call center)
Hotel: Lobby on 1 st floor and 38 th floor, Reception desk on 38 th floor.
Assistant Manager of Human Resources
Assistant Director of Food & Beverage
Residence: Reception on 1 st floor; Lobby on 38 th floor.
Tables and chairs for reception x
Cabinets to keep valuables and belongings of guests x
02 restaurants, serving Western and Asian dishes
Grill 63 restaurant serves western buffet dishes, Red River & Tim Ho Wan restaurants serve Asian dishes
2 Bars Pharaoh Bar & Upper; Top of Hanoi
The number of seats is 80% of bed ones
The total seats in all restaurants and bars at Lotte Hotel Hanoi is 585 with different choices of cuisine.
Culinary areas Food processing tools
Fully equipped, each kitchen staff has a unique knife with its own number.
Western, Asian and Bakery kitchens
Convenient for transporting food to
Red River and Tim HoWan – both are Asian restaurants restaurants stay on 36 th floor; Grill 63 and Pharaoh Bar & Upper have the Western style stay on 63 rd floor with Top of Hanoi on
Room area with 1 single bed: 24m2
Room area with 1 single bed: 42m2
TV, desk, minibar, safe in 100% of rooms, … x
Most back offices are on
33 rd floor, including Human Resources, Sales & Marketing, Finance, Reservation, Housekeeping (Residence) Rooms (Hotel) on 1 st floor; Rooms (Residence) on 38 th floor; Kitchen and Security on B1 floor; Engineering on B3 floor; Food & Beverage on
60 th floor; Housekeeping (Hotel) on B2 floor.
Dressing room Separated female and male dressing room on B2 floor
Canteen Canteen for employees located on B2 floor with separated female and male break lounge outside.
Crystal Grand Ballroom, Emerald Room, Charlotte Room, Club Lounge
The lighting system is visually appealing and flexible.
Note: “x” indicated that Lotte Hotel Hanoi has fully equipped
(Source: Lotte Hotel Hanoi brochure 2022; Employee Orientation handout
Therefore, Lotte Hotel Hanoi system of technical facilities has fully met the 5-stars hotel standard criteria according to the Vietnam National Administration of Tourism (TCVN 4391:2015).
As a special operating condition within Lotte Center Hanoi – the 3 rd highest building in Vietnam, Lotte Hotel Hanoi offers a significant number of employees.
Table 1.3 Human Resources statistics of Lotte Hotel Hanoi 2019 - 2022
(Source: Human Resources Department, Lotte Hotel Hanoi 2023)
From the table above, Lotte Hotel Hanoi had 560 employees in 2019 which was the golden period of tourism in Vietnam and also because Lotte Hotel Hanoi is one of the leading 5-stars hotels in Hanoi with extraordinary services from the high-quality staff Unfortunately, in the next 2 years witnessed the outbreak of covid-19 pandemic which caused the numbers to decrease to 470 in
2020 and 385 in 2021 due to the financial pressure and staff development opportunity In 2022, the situation was better since employees decided to come back to the industry with the increase to 459.
The female workforce accounted for the majority of the hotel staff over the years with the average percentage of 55-56% There is a high gender disparity because the hospitality industry in general requiring us to be delicate, flexible in communication, and meticulous when performing work, but these skills can be seen mostly in female than male However, in specific positions that require physical strength and endurance such as kitchen and security, the number of men in charge is high.
Overall, the structure of manpower by ages of Lotte Hotel Hanoi is mainly the young ones, in which the age group under 30 accounts for the largest proportion of 55-59% The hotel strives to have a dynamic, energetic, agile and receptive workforce that can accurately comprehend and implement Lotte culture However, the age group of above 40 decreased significantly from 22,857% in 2019 to 17,865 in 2022 Furthermore, the age group of 31-40 remained stable with a slight decrease during covid-19 from 22,5% in 2019 to 21,702% in 2020 and rose back to 23,376% in 2021 and 25,708% in 2022.
Overall, the number of employees has educational level above intermediate has decreased from 2019 to 2021 due to covid-19 but the percentage showed the opposite trend with the proportion almost remained steady around 62-65% for intermediate – college and 29%-35% for university – master The quality of manpower increased significantly since the percentage of unskilled labor diminished from 6,072% in 2019 to 2,179% in 2022.
Most of the employees fluent in English which accounted for 78,036% in
2019 and reached the peak at 82,078% in 2022 Since foreign visitors make up the majority of the target market for Lotte Hanoi Hotel, using foreign languages in daily work is inevitable As a result, the number of employees who are not proficient in the second language has declined from 5,714% in 2019 to 2,397% in
2022 Furthermore, the majority of managers in Lotte Hotel Hanoi is foreigners such as Korean, Japanese, those who are proficient in languages other than English have a huge advantage and finish work more efficiently.
Table 1.4 Capital sources of Lotte Hotel Hanoi 2019 – 2021
(Source: Finance Department, Lotte Hotel Hanoi 2022)
Overall, Lotte Hotel Hanoi had a stable capital source and only being slightly affected during covid-19 pandemic The peak of capital generation was in 2019 with 1 701 billion VND when the hotel began a new renovated program after 5 years of operation, investing in cutting-edge facilities to deliver a better service quality for guests However, the statistics fell down to 1 665 billion VND in 2020 and 1 617 billion VND in 2021 due to the negative impact of covid-19.
Table 1.5 Customer revenue ratio in 2019-2022
(Source: Sales & Marketing Department, Lotte Hotel Hanoi 2023)
In fact, Lotte Hotel Hanoi is a Korean-based company with many administrative destinations surrounding make it the most favorite choice to stay over for a business or leisure trip from Korea.
From 2019 to 2021, Korean customers always accounted for the largest proportion of revenue as 49,81%, 64,08%, 54,03% Although Japanese customers accounted for a smaller percentage with 11,62% in 2019 and fell down sharply to 1,37% in 2021, they remained in the top three for three years in a row.
Due to the covid-19 epidemic's huge outbreak between 2020 and 2021, Lotte Hotel Hanoi was forced to alter its target customer because only domestic market could make up for the loss of tourists from countries like Japan and USA. Vietnamese customers made for 13,74% of all customers in 2019, grew to 22,95% in 2020, and then sharply to 42,12% in 2021.
In 2022, tourism in Vietnam has opened again for foreign visitors, however, the domestic market surprised to overweigh the Korean market to reign the top revenue of Lotte Hanoi with 41,57% and 33,02% respectively This is because the high demand for tourism after pandemic of domestic visitors compared with the restricted regulations of COVID-19 from other countries such as Korea, Japan, USA which prevent their citizens accessibility to go on international holidays.
Analysis of business performance in the period 2019 – 2022
Table 1.6 Business performance of Lotte Hotel Hanoi 2019 – 2022
(Source: Finance Department, Lotte Hotel Hanoi 2023)
Overall, there was a downward trend in both revenue and profit (after tax) during the period of 2019-2021 due to the outbreak of COVID-19 pandemic which led to an increasing figure for expense that could not be covered enough by the total revenue However, the situation has changed since March 2022 when Vietnam tourism decided to open the market again to attract international tourists as well as develop marketing plans to encourage the domestic market to spend more on their holidays which contributed to the rise of Lotte Hotel Hanoi business performance.
It is clear that the total revenue in 2019 was the peak at Lotte Hotel Hanoi throughout 4 years with 778 903 million VND, 70% higher compared to the lowest point in 2021 which was 236 948 million VND Among all the categories in revenue, the food and beverage sector only ranked second in 2019 with 242
506 million VND compared with the accommodation but then it surpassed accommodation to become the highest revenue stream of the hotel with 38,3%,35,4% and 38,866% from 2020 to 2022 compared with those of accommodation with 36,6%, 35,2% and 35,518% respectively However, the general trend of revenue in both categories were rapidly declining over the years until 2022 when there was an increasing flow of revenue again after the pandemic
On the other hand, the total expense during 4 years remained stable with the figure in 2019 was 420 093 million VND and decreased slightly to 365 053 million VND in 2021 Although the amount of expense witnessed a small decline over the years, the revenue could not cover entirely since the total revenue diminished too fast Additionally, food and beverage sector also accounted for approximately 45% of total expense which was the highest proportion of all categories because it was planned to be the main revenue stream of the hotel replacing accommodation during the pandemic
The profit (after tax) in 2019 was 358 810 million VND but it had declined dramatically to 1 414 million VND in 2020 and minus 128 105 million VND in 2021 However, the similar number increased significantly to 174 132 million VND in 2022 as the first financial year of operating full services
The volatility among revenue, expense, profit is derived from many different factors such as covid-19 epidemic, increase of inflation due to the insufficient supplies or lack capability of controlling expenses.
Firstly, the tourism industry had suffered negative impacts from covid-19 epidemic since it declined a massive number of customers visiting the hotel As a result, Lotte Hotel Hanoi had to shut down some of its main revenue outcome services such as restaurants, spa, rooms and cut off a significant of workers to maintain an average operation level It is all because there was not enough customer to serve to ensure a sustainable revenue stream
Secondly, with the significant increase of demands for casual supplies globally which leads to a lack of supplies, the negotiation phrase of Lotte Hotel Hanoi with long-term partners could not maintain the same The price was forced to increase which contributed to the inflation trend in expense and the low revenue outcome affected by the epidemic was not enough to cover
Thirdly, due to the surged outbreak of covid-19 epidemic, Lotte HotelHanoi was in the same situation like other hotel properties, which could not manage to control expenses effectively in the early period Although the board of management had established urgent plans to solve the negative results from poor expenses management such as cut off employees, cancel some operating services and reduce unnecessary training courses, but damages from the early flow was difficult to measure precisely.
Evaluation of Lotte Hotel Hanoi business performance in the period
Lotte Hotel Hanoi is being operated by Lotte Hotels & Resorts, one of the Lotte Group leading business in the hospitality industry not only in Korea but also around the world Hence, the hotel is benefit from the massive investment from Lotte Group and other cooperation partners, mainly Asian regions As a result, Lotte Hotel Hanoi is capable of maintaining a stable business development in a long run.
As one of the leading 5-stars hotels focusing on improving the customers service for a better experience when they stay in the hotel, Lotte Hotel Hanoi always has a spot in the customers heart which make them to pay a visit more than once.
The advantage geographical location of Lotte Hotel Hanoi is priceless. The hotel is surrounded by foreign embassies and close to the financial hub of Hanoi that the targeted customers are mainly business travelers.
Furthermore, the structure of Lotte Center also contributes to the advantage of Lotte Hotel Hanoi Overall, there are a whole ecosystem of Lotte services within Lotte Center such as Lotte Mall, Lotte Department Store These bring with convenience to the customers when they demand for other services during their stay and make their visit here longer.
Lastly, Lotte Hotel Hanoi offers residence apartment with ideal options such as buying and renting around the year so the revenue is less affected by the seasonality of tourism and generating additional revenue for the hotel Besides,Lotte Hotel Hanoi owns 7 restaurants and bars which is the biggest number inHanoi at the moment, each of them has unique style with food and beverage influenced from many places around the world from Asian to Western regions.All 7 outlets account for a numerous percentage of revenue streams in the hotel.
Overall, Lotte Hotel Hanoi has unique and distinct advantages that differentiate from other competitors Because of that, the hotel has maintained a stable business performance from the open day till now.
Due to the outbreak of covid-19 pandemic, the business performance of Lotte Hotel Hanoi has suffered severe impacts with all statistics fell down dramatically from 2019 to 2021 As a result, most of hotel services were shut down to reduce covid infected cases.
Furthermore, the total expense was reduced but it was not significant enough compared to the dramatic decline of total revenue to below total expense in 2021 so there was a net loss in that year.
About Human Resources: The young employee’s structure is both an advantage but also a limitation in terms of experience and stability Therefore, there are many shortcomings in professional qualifications and skills. Furthermore, international guests to the hotel are mainly Korean and Japanese guests, but the number of staff who know these languages is very limited.
About technical facilities: Outdoor space for large-scale events is limited so the hotel has difficulty in receiving such request booking or even turn down immediately In addition, the distance between the parking lot and the entrance of Lotte Hotel Hanoi makes customers uncomfortable since there is no direct elevator for them to reach the hall, customers have to come across escalator from B5 (parking lot) to B1 (Lotte Mall) then walk 20m to the entrance hall.
About geographical location: Lotte Hotel Hanoi located at the financial hub of Hanoi so traffic flow here is usually crowded with noisy atmosphere which make guests experience when visiting Lotte more uncomfortable. Therefore, they are possible not coming back another time.
About COVID-19 pandemic: During the period of late 2019 and 2021,Lotte Hotel Hanoi had been suffering negative impact from the pandemic which declined the business revenue 70% compared with the similar data in 2019.
Additionally, the hotel had to cut down on human resources struture to maintain a reasonable wage as well as other operational services due to the lack of customers
About inflation: The world economy also faced various difficulties during the pandemic as they had to increase the interest year after year to maintain the the stabalize the market price as supplies cost rose rapidly due to the high demand of people As a consequence, the most vulnerable indsutry is tourism and hospitality since they were not capable of generating enough revenue to cover all the high expenses such as food cost, facility maintenance, wages
1.6 The internship process at Training Department
1.6.1 Description of activities performance at Training department
1.6.1.1 Description of the assignment and arrangement of employees at Training department
The Training Manager will be observing the process of each member works which are divided into specific roles such as training data management, internal communication, administrative tasks, research and design training materials and course trainers
Furthermore, the duty roster for each member and trainee is from Monday to Friday, starts at 8:30 AM and ends at 6:00 PM.
Overall, the assignment and arrangement of staff at Training department is simple and specific but it still ensure the efficiency of work performance
1.6.1.2 Description of activities performance at Training department
On December 19 th 2022, trainee signed the internship contract then discussed directly with the Human Resources management board about the working policy as well as other desires to improve the expertise relating to training field During the first period, trainee mostly acknowledged basic requirements and job skills and got in touch with other members in the hotel
Period 1: Equip with basic knowledge
Trainee is equipped with a personal computer to use during the internship.
ANALYSIS THE CURRENT STATUS OF TRAINING &
Overall evaluating HRM at Lotte Hotel Hanoi
In general, Lotte Hotel Hanoi has difficulty in managing human resources plan due to direct issues such as the seasonality of tourism affecting the need of using manpower For example, the need for staff during holidays like Tet is higher than usual In addition, the hotel market in Hanoi is getting more competitive when big corporations continue to grow fast leading to the inequality supply of human resources Furthermore, the pandemic has significantly damaged the economics sector as well as the tourism industry As a result, Lotte Hotel Hanoi forced to reduce costs to maintain a stable development so the human resources planning can only be determined in short-term as 1 year.
Human Resources planning is decided according to the supply-demand forecast of workforce Therefore, the result is compared to make final decision.
Human Resource requirements are forecasted for each outlet of each department The department manager or supervisor is the person in charge of determining the amount and quality of human resources required For example, such as Human Resources Department workforce forecast:
Table 2.1: Human Resources Department forecast workforce in 2019-2022
(Source: Human Resources Department, Lotte Hotel Hanoi 2022)
According to the data from table 2.1, the number of staff in Human Resources Department is dependent on the business performance of Lotte Hotel Hanoi With rapid decline in revenue compared to high expense from table 1.6, hotel reduced official staff in 2020 and the number continued to decrease in
2021 Thus, hotel prioritized using casual and trainee for a lower cost This solution guaranteed the quantity of staff but it occurred quality issues as trainee and casual are lack of experience.
In 2022 when the business situation had recovered after COVID -19 and Vietnam tourism market opened for international visitors, thus, Lotte Hotel Hanoi decided to re-launch full of operational services to prioritize the mentioned opportunity Human Resources Department then had to expand the manning plan to ensure categories such as talented recruitment, skills training for new employees and attractive compensation as well as incentives
On the other hand, there is a requirement for tasks design for each individual to understand the main works and responsibility The task is designed to specialize, but with greater tasks and powers, employees have more decision- making power in their work, but the level of responsibility also increases accordingly For example, in Human Resources Department, a C&B employee not only in charge of the specific role work such as labor contract management but also support recruitment process by screening CVs or contacting candidates.
The initial stage of developing a recruitment strategy at Lotte Hotel Hanoi is identifying the number of employees in demand, position hiring, and section/department When there is a need for recruitment, Lotte Hotel Hanoi considers according to 2 main recruitment sources, which are human resources internal and external outside the hotel However, according to an internal source,current hotel employees are frequently chosen, particularly for middle management roles.
Lotte Hotel Hanoi uses internal recruitment strategy by posting recruitment notices on the bulletin board, introducing by department managers and evaluating employee’s files when no one is nominated.
Table 2.2: Recruitment results from various positions at Lotte Hotel Hanoi in
Position 2022 Internal source External source
(Source: Human Resources Department, Lotte Hotel Hanoi 2022)
Drawing 2.1: Graph of human resource structure by recruitment sources for middle management positions at Lotte Hotel Hanoi in 2022
(Source: Human Resources Department, Lotte Hotel Hanoi 2022)
In 2022, internal sources accounted for 83.33% of hiring for middle management roles in the hotel, while external sources only accounted for 16.67% of hiring Internal hiring is frequently more effective for filling these positions since it facilitates employees' adjustment to the workplace while also motivating them to contribute to greater employee engagement If the hotel is overly focused on internal recruitment sources, it is simple to overlook promising candidates or individuals with expertise in comparable jobs at other hotels who need to change the working environment.
For recruitment from external source, the hotel is now using a variety of strategies such as introducing by hotel’s employees, posting recruitment advertisement on social media like fanpage Lotte Hotel Hanoi, LinkedIn Lotte Hotels In Hanoi Careers and Hoteljob Lotte Hotel Hanoi.
Drawing 2.2: Graph of human resource structure by recruitment source for staff, trainee, and casual positions at Lotte Hotel Hanoi in 2022
(Source: Human Resources Department, Lotte Hotel Hanoi 2022)
On the contrary, for staff, trainee, and casual positions, the percentage of external recruitment sources is increasingly higher as 72,30% The reason is because these jobs typically do not require a high level of training, expertise, or screening, but rather a vast number of people An external source of selection therefore frequently provides additional meaning However, the limitation of this recruitment source is the lack of skilled employees, the high rate of personnel working outside the industry, which poses challenges for training.
Additionally, Lotte Hotels & Resorts decide on hiring, particularly for senior management roles at the hotel Typically, it transfers talented managers from other hotels to fill the vacancy.
To evaluate the human resource selection process of Lotte Hotel Hanoi, the selection rate is considered Specifically, if the selection rate is high, the selection process does not require many procedures However, if the selection rate is low, the more precise the selection procedures are, the more qualified candidates are selected Following the formula below:
Selection rate = Number of applicants recruited / Number of applicants
Table 2.3: Recruitment selection rate at Lotte Hotel Hanoi in December 2022
(Source: Human Resources Department, Lotte Hotel Hanoi 2023)
From data from table 2.3, the selection rate for each vacancy is below 50% which is significantly low as a consequence of high applications for the position but the actual need from departments is limited For specialized positions such as AV Technician (13%) and Digital Marketer (14%), selection process requires more detail and thorough steps to choose qualified candidates.
At Lotte Hotel Hanoi, Training and Development part is divided into 2 main functions which focusing on training activities and internal communication inside the hotel Some common training activities that organize around the year like Orientation for new employees, First Aid, Fire fighting, Safety training,Onboarding procedures and On the job training for each department Internal communication based on occasional events such as posting main activities during a training course on the hotel’s group, notification for any changes in the training plan or organizing annual event like Year End Party, 8-3 International Women's Day or Staff outing.
Drawing 2.3: Training works for 2023 in Human Resources
Department at Lotte Hotel Hanoi (Source: Human Resources Department, Lotte Hotel Hanoi 2023)
For more detail, the information regarding to Training and Development will be discussed in section 2.3.
The staff performance appraisal and review at Lotte Hotel Hanoi is conducted once a year At the end of each year, employees are given an evaluation form, in which they evaluate themselves in parallel with the assessment of the manager or department supervisor.
Drawing 2.4: Employee Year End Performance evaluation form
(Source: Human Resources Department, Lotte Hotel Hanoi 2022)
After the employee self-assessment, the employee's direct manager evaluates the employee's work process in the past year on the basis of observation and recognition of the employee's contributions Then, the manager evaluates the employee's work results, considering 2 factors: Core values and Management skills Lastly, employees are classified according to 5 levels: Poor, Average, Good, Excellent, Outstanding.
Drawing 2.5: General comments from employees and directs managers
(Source: Human Resources Department, Lotte Hotel Hanoi 2022)
Factors influencing on Human Resources Training and Development at
The main focus at Lotte Hotel Hanoi is on human resources, specifically hotel personnel To improve work efficiency and service quality, the Human
Resources Department must assess all training activities based on employee needs and finish them in the shortest time possible As a result, employees are able to perform to the best of their potential at work and generate a high profit.
This factor is based on the employee’s desire outcome when completing the training course Many trainings objectives focus on outcomes such as improving working skills, language using level, computer skill, problem-solving skill or complaint from customers Any specialized applications that directly relate to the promotion and development of the employees.
To create effective training objectives, Human Resources Department has defined an expected outcome, adjust procedures, determine all the challenges and ensure that all objectives are realistic and achievable.
Lotte Hotel Hanoi only selects persons with exceptional potential and a strong desire to participate in various levels of training courses Furthermore, the director or manager is responsible for selecting personnel who have the potential to develop and serve the hotel in the long run They can be departmental employees, trainees, or even senior managers.
On-the-job training and on-site training are among the training methods used at the Lotte Hotel Hanoi Every month, each department in the hotel is responsible for arranging and organizing courses based on the needs of employees and the department Typically, this training strategy focuses on building skills to perform successfully in any scenario that may occur.
The Human Resources Department have included training cost as a separate part from the administrative works to encourage employees to engage more frequently in various training sessions The process comprises expense for equipment’s used during the training course such as stationery, laptop, monitor and tools support extra activities If the facilities like table, desk or board are in degraded condition, they will be listed into expense documents.
Furthermore, at the moment, training has proven to be diversified with all kinds of materials from free purchase to must-pay option and it requires advanced technology or software to improve the course’s quality Therefore, these factors affect the cost as well.
If the hotel needs outsource training, an investment is considered to contact qualified trainer from other institutions or centers whose expertise is related to the outcome of the course.
Human Resources Department has founded a Training Committee with trainers from all departments who have qualified knowledge, skills and capable of conveying training content to all the staff to help them applying to the practical work Besides, this committee is responsible for daily checking other departments to ensure everyone following the correct standard of Lotte.
On the other hand, outsource trainers are invited for specific training courses that not related to the work These trainers are usually from reputable centers with high expertise.
Current status of Human Resources Training and Development at Lotte
According to the annual business plan every year as well as the actual quantity and quality of employee, Lotte Hotel Hanoi has a basis to define the training needs for each department to maintain a well service-oriented experience in the hand of high-skilled staff The following factors are used to identify needs:
- Objectives, development strategy of the hotel in that year (revenue, service quality, values for the community, ).
- Changes in the economic and social context, as well as in the facilities and customer needs.
- According to specific positions and missions of staff: Staff qualifications, experience, and skills vary depending on each title and role In order to improve employee performance, directors and heads of department review and assess the work performance of their departments and provide suitable training and development plans.
- Departmental proposals: After identifying the training requirements for their staff, departments create a training request form and send it to the Human Resources Department for submission to the General Manager for consideration and making decision.
Overall, the most crucial outcome of Lotte Hotel Hanoi when determining every type of training needs is to facilitate a learning environment for employees to develop their interpersonal skills As a result, these staff contribute to the hotel’s success and ensure that every KPIs is possible to achieve.
Drawing 2.6 Lotte Hotel Hanoi Career Development Plan for employee
(Source: Human Resources Department, Lotte Hotel Hanoi 2022)
This form acts an effective tool to understand the actual needs of learners whether they are interested in which kinds of training programs for the department and Human Resources have the basis to conduct those courses to satisfy their development needs From basic skills and knowledge to advanced job skills and management programs, Lotte Hotel Hanoi committed to providing a favorable learning environment for every employee to develop and manage to promote to higher positions in near future.
Table 2.5: Training needs in February 2023
No Course Session Attendee Department
Rooms, Culinary, Housekeeping, Human Resources, Sales & Marketing, Finance, Food & Beverage, Engineering.
Rooms, Culinary, Food & Beverage, Finance, Human
Rooms, Culinary, Housekeeping, Human Resources, Sales & Marketing, Finance, Food & Beverage, Engineering.
(Source: Human Resources Department, Lotte Hotel Hanoi 2023)
The above table indicates that the total of courses in a month is not large in numbers but they focus on the importance of needs among trainees which are suitable for their on-going training process Furthermore, the number of attendees is based on registrations from departments and it has the limits due to the size of training education center, which can only contain about 20 people per course
After identifying the training needs from other departments, Human Resources Department summarize and create a training plan for all hotel employees monthly There is an example below:
Drawing 2.7: Departmental training plan in February/2023
(Source: Human Resources Department, Lotte Hotel Hanoi 2023)
Above is an example of 1-month training plan of Lotte Hotel Hanoi, specifically February 2023 Due to the oversize length of the actual department training plan, the example Drawing only cover a small part of it In general, the number of training courses are numerous, about 50 courses per month in all departments With the help of the Training Committee which includes qualified trainers in all department, these training courses are well-conveyed according to Lotte Hotel Hanoi standard and policy Furthermore, accounting for the largest proportion in the training plan is operating divisions like Food & Beverage, Culinary, Rooms and Housekeeping, etc.
This figure may vary based on the seasonality and conditions of the labor market This is feasible as a result of the Lotte Hotel Hanoi's size and ranking,which necessitates that staff members continually acquire new information and abilities in order to perform well to fulfill the needs of various customer types while providing the highest level of service quality.
Table 2.6: Annual employee training plan at Lotte Hotel Hanoi in the period of 2019 - 2022
(Source: Human Resources Department, Lotte Hotel Hanoi 2023)
Overall, it can be seen that all statistics have been significantly decreased during the period of 2019-2021 due to remarkable impact of the epidemic on hospitality industry as Lotte Hotel Hanoi had to cut down employees and so did training courses accordingly However, the similar data in 2020 witnessed a significant rise in all categories since the hotel opened again and need qualification improvement from all employees to reach over customers expectation
About training courses statistics: In 2019, Lotte Hotel Hanoi had 902 courses then dramatically fell down to 695 in 2020, equivalent to 22,95% The hotel witnessed a decrease in employee in 2021 so the data reduced to 689 courses However, the total courses increased rapidly in 2022 as 9,29%.
About learners’ statistics: In 2019, there was a total of 525 learners which accounted for 93,75% of total staff However, the numbers declined to 434 in
2020 and 369 in 2021, equivalent to 17,33% and 14,98% However, in 2022, the similar percentage of learners participating in different coures increased rapidly as 13,28%.
After summarizing the training plan, Human Resources Department will submit to the General Manager for approval and determine the training objectives as follows:
Short-term objective: Ensure all employees clearly understand their work, responsibilities, duties, rights and obligations; Maintain appropriate quality and quantity of staff.
Long-term objective: Improve service quality, sustainable development, maintain competitive advantages and contribute meaningful values to society.
2.3.3 Design training programs and choosing methods
At Lotte Hotel Hanoi, training programs are decided to initiate after a progress of evaluating general goals and actual benefits which contribute to the development of the hotel between Head of Departments and General Manager.
Table 2.7: Training programs at Lotte Hotel Hanoi available in 2023
No Program Detail information Training time Training subject
Introduction about Lotte Hotel Hanoi (Formation process and development, Core values, Vision, Mission,
Organizational chart), Policies about salary, allowance and benefit
On 5 th and 20 th of each month
New employee, trainee and casual
Lotte Group vision Once each month
- Training and motivational skills for staff
- Using software and online system at the hotel
Depend on department needs and number of employees
- Ability to handle customer complaints
- Makeup skills and focus on appearance
Depend on department needs and number of employees
(Source: Human Resources Department, Lotte Hotel Hanoi 2023)
From the above training programs, Lotte Hotel Hanoi is able to decide which teaching methods that are appropriate for various subjects and training destinations.
Table 2.8: Training methods at Lotte Hotel Hanoi 2023
Experienced staff with high skills
New employee, trainee and casual
(Source: Human Resources Department, Lotte Hotel Hanoi 2023)
Lotte Hotel Hanoi frequently uses on-the-job training techniques such job training, mentoring new employees, and interns This is a technique for observing and recalling what an experienced instructor teaches This technique is frequently used in operational areas like Rooms, Housekeeping, Culinary, and Food & Beverage After receiving training, employees may put the information they have learned into practice, saving the hotel time and money However, it is simple for the instructor to provide the students with incorrect information if they lack objectivity and confidence in their knowledge Lotte Hotel Hanoi also manages job rotation and transfer with managers and supervisors who are aiming for a higher position in the future.
On the other hand, off-the-job training is being considered and soon come into operation in the next few months As Human Resources Department has seen the huge potential of organizing online courses with full materials uploaded for employees who do not have time to study on site can access to the learning environment within the hotel Thus, this method reduce the on-site course and help to maintain the learning spirit in a sustainable approach.
Lotte Hotel Hanoi's training budgets are taken from the hotel's business profits Before each training course, Human Resources Department reviews the costs related to that training course and then make a cost estimate proposal to submit to the General Manager for approval.
In general, training expenses for on-the-job training programs are typically not too high since participants make use of appropriate tools and equipment that have already been organized in the training room.
For off-the-job training courses, Human Resources Department contacts the training institutions to agree on the content, time, location, training costs for trainers and sign a contract.
Evaluate and comment on the status
Lotte Hotel Hanoi has a clear and achievable training plan and objective.
The training programs are created specifically for individuals’ expertise, relating to the actual circumstances with diverse materials produced by Training Committee and Korean Head Quarter Thus, these training courses are delivered in a timely manner to increase the work productivity of the hotel For example, these training programs include annual training sessions such as First Aid, Fire Fighting, Occupational Safety and Health as well as Orientation for new employees to understand the policies, obligations, allowances and benefits when working at Lotte Hotel Hanoi.
Lotte Hotel Hanoi has adapted to the wave of new technology when quickly converting on-site training courses to online courses in order to ensure the training progress.
The trainers selected by Lotte are individuals with solid professional knowledge, experience, skills, and competence in their expertise As a result, the training delivery process is coherent and easy to understand by learners.
On the other hand, Lotte Hotel Hanoi can not avoid other flaws that required to improve.
Although it has reduced over the previous two years, the cost of training is not sensible enough compared to the total revenue of Lotte Hotel Hanoi which affected by Covid-19 epidemic As a result, it adds to the hotel’s operating expenses.
The course duration is not suitable for all staff members, especially those in the operations department In addition, the long training duration is also a drawback as it can exhaust learners after the course.
Lastly, the training extra activities are not diverse with repetitive actions that make the course more tedious so they require improvement.
Those drawbacks are the result of many different factors arising both from the inside and outside environments.
Firstly, the whole economics sector in general and tourism industry in particular suffered a negative impact from covid-19 epidemic during the past 2 years Due to that reason, Lotte Hotel Hanoi had to cut down a number of employees in different departments to maintain a stable operation so the training programs were lack of experienced trainers who decided to resign to find other opportunities in other industries Therefore, training courses could not guarantee the quality and quantity of learners.
Secondly, due to the change of Training Manager frequently, Human Resources Department could not calculate reasonably and precisely the expenses and resources for conducting training programs As a result, the training budget was not distributed properly among different areas of training and rise the hotel general expenses.
Thirdly, the existing training section only has a small number of essential personnel, making it challenging to manage tasks efficiently, from class placement to learning activities to increase the engagement of learners during training courses.
Lastly, because the majority of the personnel works in operations, they are not accustomed to using online teaching software.
SPECIFIC SOLUTIONS AND ACTION PLANS TO SOLVE
Oriented development of Lotte Hotel Hanoi
3.1.1 Objectives and oriented development of Lotte Hotel Hanoi in the period of 2022 – 2025
In the period of 2022 – 2025, Lotte Hotel Hanoi set out major goals: Maintain the pioneer position of a 5-stars hotel with 6-stars service quality in Hanoi and Vietnam in general In addition, the hotel focuses on the vision
“Engrave iconic experience in the guest’s heart” and core values as follows:
“Strive to advance; Share to inspire; Respect to sustain; Engage to impress”
In order to achieve those goals, Lotte Hotel Hanoi has offered objectives as follows:
- Recover the business performance and gradually increase to the pre- epidemic level, which is expected to reach 30% each year.
The COVID-19 pandemic has caused severe losses for all tourism-related enterprises, and Lotte Hotel Hanoi is no exception The hotel’s revenue in 2020 and 2021 are 372 433 million VND and 236 948 million VND Therefore, by
2025, the estimated revenue is set to reach 687 000 million VND.
- Customer’s satisfaction peaks over 90% through feedback responses.
Lotte Hotel Hanoi always strives for highest levels of customer’s satisfaction With the mission “Make every moment of life delightful”, the hotel aims to provide the highest quality of products and services while enhancing more distinctive products for diverse types of customer.
- Retaining excellent and experienced staff and attracting more personnel with good moral standards, high expertise and passion in the hospitality industry.Therefore, they help creating a dynamic working environment at Lotte.
The success of Lotte Hotel Hanoi is significantly contributed by all employees hard works and attitudes for the hotel’s efficient operation goal. Furthermore, the hotel always has excellent allowances and benefits for employees such as paying salary on time, comprehensive insurance coverage, awards for best performance staff, etc Therefore, Lotte Hotel always seek to advance the Human Resources with high expertise and enthusiasm for work to maintain professional and reputable workplace.
- Cultivate positive relationships with government agencies, business partners and associate universities inside and outside the country.
From the beginning, Lotte Hotel Hanoi has had positive partnerships and support from government agencies and social organizations As a result of active participation in charity activities and exemplary work in ensuring the security and safety of Hanoi, Lotte Hotel Hanoi has been awarded certificates for several years Furthermore, the hotel also creates various working opportunities for students from domestic and international universities and maintains cooperation with reputable enterprises across the nation such as Korea and Japan.
Solutions to improve the quality of Human Resources Training &
3.2.1 Applying social networks in Training
Lotte Hotel Hanoi’s security system and the majority of staff in the operating departments do not interact much with computers pose different barriers to optimize the use of online teaching platforms Furthermore, there is a limited amount of time within each course for staff and trainers to try new technologies.
Due to its simplicity and no cost expense to the business, social networks prove to be a suitable solution There is a variety of social platforms to be used but Facebook is the most popular one among all ages, genders and positions.Participants and managers are able to fully understand and make use of this training style in short time.
3.2.1.2 Benefits of social networks for Human Resources Training and Development
Social network is not only regarded as a mean of creating connection between users but also play a critical role in implementing marketing plans. Several business corporations have incorporated the advantages of online social network into their marketing plans as awareness of dramatically growing benefits At Lotte Hotel Hanoi, social networks can be developed as an effective tool to address most of existing issues related to Training and Development that have been discussed previously.
Social networks make the staff’s learning experience more practical, pleasurable and time efficient In addition, learners can have access to learning information anytime and anywhere with only linked mobile devices such as smartphones, tablets and computers.
Another benefit from this technique is acting as a motivation in self- awareness of employees They are invited to participate in the lesson and receive recognition from professional training experts As a result, social networking has addressed the issue of encouraging students to engage in active learning.
By using English as a primary language for communication on social network, it can be used as a short-term approach to improve English proficiency for hotel’s staff In addition, this platform also encourages two-way communication, broadens discussions outside courses and uses private dialogues to close the gap between employees and training professionals The platform output information makes the training needs and efficient evaluations easier. 3.2.1.3 Social networks strategy
The social networks strategy consists of 3 main parts: Objective, Strategy and Setting To complete these parts, Lotte Hotel Hanoi focuses on implementing them into practical situations.
Objective: The Training Committee should discuss with top Managers to identify specific numbers for the following goals and make them more measurable.
- Create an active learning forum among all members of Lotte Hotel Hanoi.
- Improve proficiency in using English related to work characteristics.
- Increase the amount of feedback from learners regarding their own training needs and the effectiveness of training programs.
- Increase the number of participants.
- Reduce the number of absences.
- Enhancing the relationships among learners from different departments. Strategy:
- Target audience: All staff members of Lotte Hotel Hanoi.
- Location: Private group “Lotte One Spirit.”
- Security: To settle on a standard policy for those taking part in this network, the training team must consult with other Human Resources experts A consistent policy prevents bias, allowing administrators and employees to participate more assuredly without fear of going against organizational policy as a whole.
- Content: Sharing information and knowledge; Questions and answers; Sharing feelings; Post photos of training activities; Organizing online contests; Updating news and events.
- Marketing plan: Attach the logo and link of the page under each post published in the newsletter; Inform other managers and ask them to assist in sharing information down to subordinates during departmental briefings; Inform learners before starting the course, especially for new employees during their orientation sessions.
In contrary to traditional training methods, the efficiency of training through social networks can be measured and evaluated using several metrics:
The first metric is the number of reactions and impressions which are shown below each content post It can display the number in percentage which reveals how frequently a particular post is visible to users and the total number of comments, likes and shares The most popular posts can be identified by comparing engagement rates between them, enabling administrators to modify the material to match the pSources of the group community In conclusion, administrators are able to adjust changes to improve interaction between the group contents and audiences.
A Facebook group is originally created by one principal administrator with other moderators supporting group management These moderators are similar to administrators that they are able to edit, add new content and reply to comments Furthermore, they also can remove or block other moderators, but not the creators of the group.
There are various benefits from having multiple moderators such as managing the group with personal account without having to log out In addition, it reduces the work pressure on individual’s management method and helps improving the creativity of other moderators with different writing styles in making new contents.
In order to take notes during training sessions, learners are typically given printed materials The resources are only made available when they are required by the program, and because the notes are written down on various sheets of paper, learners frequently save or put them away after the course Each individual has their own notebook given by the hotel, but they only use it to record their work which interrupts the learning process
Therefore, Lotte Hotel Hanoi must provide individuals with notebooks specifically for training purposes
Although this approach seems to highly charged to expenses, it is actually appropriate to Lotte Hotel Hanoi because the hotel has no difficulty in giving each employee a personal notebook According to the price list provided by Purchasing department, a common notebook designed specifically for customer’s orders costs roughly 20.000 VND The total cost expected for 459 employees is 9 million VND Therefore, if the hotel is able to provide staff with consistent learning notebook, it would demonstrate Lotte’s thoughtful concern for their staff development
3.2.2.2 Benefits of personal learning notebook for Human Resources Training and Development
Firstly, using notebook is recommended because it enables learners and trainers to monitor learning progress that describe how an individual's comprehension of a certain knowledges has grown over time Learners are motivated to eager to learn as they realize the positive meaning and to fulfill their responsibility Therefore, notebook gives learners a sense of progress towards their goals
Secondly, taking notes make the progress more systematic as employees can quickly locate the information they need because it has been written down logically and connect to the courses It also encourages learners to understand the knowledge in their own style of thinking and select only crucial information