Topic training and development practices ofmuong thanh luxury quang ninh hotel

NATIONAL ECONOMICS UNIVERSITY CENTER FOR ADVANCED EDUCATIONAL PROGRAMS GROUP ASSIGNMENT HUMAN RESOURCE MANAGEMENT IN TOURISM AND HOSPITALITY TOPIC: TRAINING AND DEVELOPMENT PRACTICES OF MUONG THANH LUXURY QUANG NINH HOTEL Group of Students: Group Subject: Human Resource Management in Tourism and Hospitality Class: POHE – Hospitality Management intake 62 Lecturer: Dr Tran Thi Huyen Trang Hanoi – 2023 GROUP MEMBERS No Tasks Note Nguyễn Thành An Full Name Part III: Solution to Improve Training and Development Practices Leader Chu Thị Bằng An Part 2.1 Overview of Muong Thanh Luxury Quang Ninh Hotel Part 2.5.2 Weaknesses of Muong Thanh Luxury Quang Ninh Hotel’s Training and Development Practices Ngô Vân Khánh Part 2.2 Muong Thanh Luxury Quang Ninh Hotel’s Training Philosophy Slides Presentation Phùng Thị Hồng Nhung Part 2.3 Muong Thanh Luxury Quang Ninh Hotel’s Process of Training Part 2.4 Types of Training Applied in Muong Thanh Luxury Quang Ninh Hotel Presentation Lưu Thị Minh Thư Part I Theoretical Framework of Training and Development Part 2.5.1 Weaknesses of Muong Thanh Luxury Quang Ninh Hotel’s Training and Development Practices TABLE OF CONTENTS I THEORETICAL FRAMEWORK OF TRAINING AND DEVELOPMENT 1.1 Concept of Human Resources 1.2 Traning 1.2.1 Definition of Traning 1.2.2 Objective of Training .6 1.2.3 Types of Employee Training 1.2.4 Process of Employee Training 10 1.2.5 Advantages ofTraining Program 12 1.3 Development 12 1.3.1 Definition of Development 12 1.3.2 Process of Executive Development .13 1.3.3 Methods of Executive Development 15 1.3.4 Differences between Training and Development .15 II TRAINING AND DEVELOPMENT IN MUONG THANH LUXURY QUANG NINH HOTEL 17 2.1 Overview of Muong Thanh Luxury Quang Ninh Hotel 17 2.1.1 Introduction to Muong Thanh Group 17 2.1.2 Introduction to Muong Thanh Luxury Quang Ninh Hotel .18 2.1.3 Organizational structure of Muong Thanh Luxury Quang Ninh Hotel 18 2.1.4 The Characteristics of Muong Thanh Luxury Quang Ninh Hotel that Affect Human Resource Training and Development 20 2.2 Muong Thanh Luxury Quang Ninh Hotel’s Training Philosophy 31 2.3 Muong Thanh Luxury Quang Ninh Hotel’s Process of Training 32 2.3.1 Accessing Training Needs 33 2.3.2 Specifying Training Objectives 36 2.3.3 Designing Training Program 36 2.3.4 Implementing Training .40 2.3.5 Evaluating the Training 40 2.4 Types of Training Applied in Muong Thanh Luxury Quang Ninh Hotel 42 2.4.1 On-the-job Training 42 2.4.2 Off-the-job Training 44 2.5 General Assessment about Muong Thanh Luxury Quang Ninh Hotel’s Training and Development Practices .48 2.5.1 Strengths of Muong Thanh Luxury Quang Ninh Hotel’s Training and Development Practices 48 2.5.2 Weaknesses of Muong Thanh Luxury Quang Ninh Hotel’s Training and Development Practices 49 III SOLUTION TO IMPROVE TRAINING AND DEVELOPMENT PRACTICES 52 3.1 Basis for Developing Solutions to Improve Training and Development Practices 52 3.1.1 Forecasting the Demand of Tourists 52 3.1.2 Training and Development Orientation at Muong Thanh Luxury Quang Ninh Hotel .52 3.2 Solutions and Recommendations to Improve Training and Development Practices of Muong Thanh Luxury Quang Ninh Hotel 53 3.2.1 Improve the Recruitment of Employees .53 3.1.2 Innovate and Improve Employee Training 54 3.2.3 Diversify methods of training and development 54 3.2.4 Increasing the Budget for Training and Development 56 3.3 Lessons for Other Hotels 56 I THEORETICAL FRAMEWORK OF TRAINING AND DEVELOPMENT 1.1 Concept of Human Resources John R Commons, an American institutional economist, first coined the term “human resource” in his book The Distribution of Wealth, published in 1893 However, it was not until the 20th century that the term HR first became popular It was then that companies began to regard their workers as capital assets within their businesses There are many different definitions of human resources, for example, according to Nicholas Henry (2016): “Human resources are human resources of organizations (with different sizes, types, functions) that have the ability and potential to participate in the development of the same organization with the socio-economic development of the country, the region and the world” According to George T Milkovich and John W Boudreau (2005): “Human resources are the sum of internal and external factors of each individual, ensuring the source of creativity and other content for success and the organization's goal ” In the textbook of Human resource economics of the National Economics University by Tran Xuan Cau and Mai Quoc Chanh: “Human resource is a human resource capable of creating material and spiritual wealth for society, which is expressed as a certain quantity and quality in the society at a certain time” An HR department is an essential component of any business, regardless of an organization’s size that manages and deals with everything to with the employees of that company This includes recruitment, selection hiring, onboarding or welcoming, training, promotion, payroll, contracts and layoffs It is tasked with maximizing employee productivity and protecting the company from any issues that may arise within the workforce Thus, human resource is an indispensable input factor for any enterprise, organization or agency The quality of human resources reflects the development and position of organization in the current and future marketplace 1.2 Traning 1.2.1 Definition of Traning According to Edwin B Flippo: “Training is the act of increasing the knowledge and skills of an employee for doing a particular job Training involves the development of skills that are usually necessary to perform a specific job” The term training refers to the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies It forms the core of apprenticeships and provides the backbone of content at institutes of technology (also known as technical colleges or polytechnics) In addition to the basic training required for a trade, occupation or profession, observers of the labor-market recognize the need to continue training beyond initial qualifications to maintain and to upgrade and update skills throughout working life It refers to a planned effort by a company to facilitate employees’ learning of job related competencies These competencies include knowledge, skills, or behaviors that are critical for successful job performance The goal of training is for employees to master the knowledge, skill, and behaviors emphasized in training programs and to apply them to their day to day activities Training is seen as one of several possible solutions to improve performance Thus, training is a process that tries to improve skills or add to the existing level of knowledge so that the employee is better equipped to his present job or to mould him to be fit for a higher job involving higher responsibilities 1.2.2 Objective of Training Training is a subsystem of an organization which ensures that randomness is reduced and learning or behavioural change takes place in structured format The objectives of training are to bridge the gap between existing performance ability and desired performance We can classify the training objectives as under: Docum Discover more from: Human Resource Management in Hospitality and Tourism Đại học Kinh tế Quốc dân 49 documents Go to course 71 Lịch Premium sử nhà nước Premium Cuong linh xay dung pháp luật dat nuoc Human Resource… 10 100% (9) Human Resource… Attachment 100% (2) Human Resource… 100% (1) Figure 1.1: Objective of employee training - Individual Objectives – help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization - Organizational Objectives – assist the organization with its primary objective by bringing individual effectiveness - Functional Objectives – maintain the department’s contribution at a level suitable to the organization’s needs - Societal Objectives – ensure that an organization is ethically and socially responsible to the needs and challenges of the society The quality of employees through training are major factors in determining long-term profitability of a small business If you hire and keep good employees, it is a good policy to invest in the development of their skills, so they can increase their productivity Training is not considered for new employees only Because ongoing training for current employees helps them adjust to rapidly changing job requirements Employees frequently develop a greater sense of self-worth, dignity and well-being as they become more valuable to the firm and to society Generally they will receive a greater share of the material gains that result from their increased productivity These factors give them a sense of satisfaction through the achievement of personal and company goals 1.2.3 Types of Employee Training Employee training generally can be categorized as follows: Figure 1.2: Types of employee training 1.2.3.1 On-the-job Training Training is administered at the actual work site using the actual work equipment This method of training uses more knowledgeable, experienced and skilled employees, such as managers, supervisors to give training to less knowledgeable, skilled, and experienced employees It takes place in a normal working situation, using the actual tools, equipment, documents or materials that trainees will use when fully trained On-the-job training has a general reputation as most effective for vocational work The major five techniques for on the job development are: - Job rotation: This training method involves movement of trainees from one job to another to gain knowledge and experience from different job assignments There are various jobs in all organizations Each job or work requires a different set of skills in the workforce This method is used to develop the workforce in all the sectors and zones of the organization, this method is used - Coaching: Involves the development of one-to-one relationship between the employees and supervisors There is a need for both theoretical as well as practical development of the worker in any organization In order to so, most of the organizations opt for this method of training In this method, the company provides the worker with a coach who trains him Also, the trainer provides him regular feedback - Job instructions: A step-by-step training in which the trainer explains the way of doing the jobs to the trainee and in case of mistakes, corrects the trainee The trainer fabricates a structured training program in this process The employee is provided with instructions on how to carry out the functions Along the way, the employees perform the job as per their acquired skills, and if need be, they can ask for feedback and reviews as well - Committee assignments: A group of trainees are asked to solve a given organizational problem by discussing the problem A group of trainees are asked to solve a given organizational problem by discussing the problem Under this method of training, the organization organizes a meeting or seminar of workers where they get a real life problem of the organization The organization asks them to take it as an assignment and try to solve it with their wits Hence, it leads to the generation of teamwork, leadership qualities, etc among all the workers in the organization - Internship training: Instructions through theoretical and practical aspects are provided to the trainees Internships are a form of on the job training wherein students or freshers are trained professionally to start or enhance their skills and expertise The theoretical knowledge gained in classrooms is executed practically here 1.2.3.2 Off-the-job Training Training is administered away from the actual work site It may be any prominent hall room or auditorium, but the required training environment equipment and materials should be available or arranged Off-the-job training has the advantage that it allows people to get away from work and concentrate more thoroughly on the training itself This type of training has proven more effective in inculcating concepts and ideas There are many management development techniques that an employee can take off the job The few popular methods are: - Case study method: Trainees are described a situation which stimulates their interest to find a solution - Incident method: A real situation is created in the term of incident and the group of employees is asked to make a decision on the given issue - Role-playing method: Trainees are explained the situation and assigned roles In-basket method: An imaginary company is created and all the information about the activities, products and employees is provided to the trainee - Business games: A group of employees are asked to discuss the activities and functions of an imaginary organization - Grid training: Includes development, implementation and evaluation of various training aspects - Lectures: Trainees are educated about concepts, theories, principles and application of knowledge in any particular area - Simulation: An imaginary situation acts as a simulator to the employee and they have to take immediate action on the situation - Management education: Companies collaborate with various bachelors and postgraduate institutes which provide high education to the employees - Conference method: A conference acts as a place where people working in the same field meet up and share their unique ideas with each other 1.2.3.3 Differences between on-the-job and off-the-job training Basis for Comparison On-the-job Training Off-the-job Training On the job training refers to a When the employees are given form of training which is training outside the actual work provided at the workplace during location, such a type of training the performance of the actual job is termed as off the job training Approach Practical Theoretical Active Yes No Meaning 2.4.2 Off-the-job Training Muong Thanh Luxury Quang Ninh Hotel primarily uses four methods of off-the-job training, including incident method, lectures, internal competition and management education - Incident Method: Incidents are prepared annually on the basis of actual situations which happened in the hotel such as guests’ complaints, hotel security, fire prevention, fire fighting, rescue operation, etc Each employee in the training group is asked to make decisions as if it is a real-life situation Below is an example of the incident method applied in the hotel: 44 Picture: Muong Thanh Luxury Quang Ninh Hotel’s fire prevention, firefighting and rescue drill 45 Source: Nha Muong On September 8th 2023, Muong Thanh Luxury Quang Ninh Hotel collaborated with the Police Bureau of Fire Prevention, Firefighting and Rescue of Quang Ninh Province to hold a fire prevention, firefighting and rescue drill at the hotel The local fire prevention, firefighting and rescue team and all hotel staff participated in the drill At first, hotel staff were provided basic knowledge about the fire protection system at the hotel Then, they were instructed on how to escape the fire, how to use carbon dioxide and powder extinguishers to put out the fires After that, they practiced some hand-on sessions guided by the fire prevention, firefighting and rescue team The board of directors of Muong Thanh Luxury Quang Ninh Hotel expected that hotel staff can actively grasp fire prevention, firefighting and rescue work Thereby, minimizing unfortunate accidents that may occur - Lectures: The board of directors and heads of hotel departments will quarterly organise lectures, talk shows and workshops regarding day-to-day difficulties that are concerned by hotel staff, effective and creative solutions for sustainable hotel development, etc Below is some examples of this method applied in the hotel: Picture: “Substainale Tourism Awareness” Talkshow at Muong Thanh Luxury Quang Ninh Hotel Source: Nha Muong 46 With the aim to develop the hotel sustainably in the near future, on October 6th 2023, Muong Thanh Luxury Quang Ninh Hotel organized a talk show called “Sustainable Tourism Awareness” for hotel staff with the following contents: the importance of sustainable tourism development, good examples of sustainable tourism practices, introduction of some popular sets of criteria for sustainable tourism development and orientation to develop an action plan to practice sustainable tourism according to the selected set of criteria Guest speakers invited to talk at the talk show were Mr Nguyen Duc Hien - Hotel General Manager and Ms Nguyen Thi Hong Nhung - DGM of Accommodation, which has received enthusiastic response from all employees of Muong Thanh Luxury Quang Ninh Hotel 47 Picture: “Green Initiative” Workshop at Muong Thanh Luxury Quang Ninh Hotel Source: Nha Muong On August 11th 2023, Muong Thanh Luxury Quang Ninh Hotel organized a “Green Initiative” Workshop to respond to the “Go Green Save Green - Act Together For A Green Earth” campaign of Muong Thanh Group, taking place from July 25th 2023 to August 25th 2023 The workshop was very exciting because the initiatives and solutions to save energy such as electricity and water from all departments were very practical and meaningful 48 - Internal Competition: This is a very useful training method taking place on special occasions such as celebrating major holidays of the country, celebrating hotel birthdays, which attracts a large number of hotel staff to participate in Muong Thanh Luxury Quang Ninh Hotel often organizes competitions in regard to soft skills, hand-on practices, knowledge about the hotel, etc The judges are Qualified and experienced staff in the hotel The winner will be awarded These contests are both fun and rewarding as hotel staff are given an opportunity to learn and collaborate with others, encouraging other employees to learn and improve their skills Below is an example of this method applied in the hotel: Picture: Muong Thanh Group’s Employee Handbook for contest to learn about the group's culture Source: nhamuong.com Muong Thanh Luxury Quang Ninh Hotel organized a contest for all hotel staff to learn about Muong Thanh Group's culture from March to July 2020 In this contest, participants learned about the development history of the group, labor regulations through the employee handbook (2nd edition, August 2019) The Training & Supervision Department coordinated with the Information Technology Department to create accounts for all of the group’s 49 employees Hotel staff then could access the employee handbook online version and review lists of questions for the contest - Management Education: Muong Thanh Luxury Quang Ninh Hotel annually sends a number of excellent employees to take part in short-term training courses domestically or abroad The duration of the course can range from a few days to a few months Participating in short-term courses helps employees learn a lot of new knowledge as well as consolidate old knowledge and skills, accumulate good experience from large international hotels, thereby increasing the ability to quickly adapt to the industry, improving acumen and dynamism at work and improving communication and behavioral skills to bring success for the hotel in the future For example, every year, the hotel sends a number of managers to other hotels such as Nikko Hanoi Hotel, Pan Pacific to improve management skills and grasp new trends of international customers Particularly, in 2017, with the support of the General Director of Muong Thanh Group, Muong Thanh Luxury Quanh Ninh Hotel sent 06 managers to visit and study at Fairmont Singapore This course has helped hotel managers to grasp the hotel chain system as well as ISO 14001 service quality standards, improve their qualifications, skills and knowledge, thereby managing and operating high-end service that meet international standards at the hotel 2.5 General Assessment about Muong Thanh Luxury Quang Ninh Hotel’s Training and Development Practices 2.5.1 Strengths of Muong Thanh Luxury Quang Ninh Hotel’s Training and Development Practices In recent years, the hotel has organized many training and development courses in diverse forms such as: medium and long-term training, short-term training, coaching, seminars which increasingly attracts employees participating in training In 2022, the entire hotel had 228 employees participating in training courses, accounting for 54.5% of the total number of employees at the hotel Although the above number is still quite modest, it is a signal for the improvement of the hotel's training and development practices The Board of Directors is interested in training and developing human resources, creating training relationships with many training establishments both domestically and internationally Many training institutions have maintained long-term relationships and cooperated in training and developing tourism human resources for many years such as Ha 50 Long University, Singapore's Fairmont Hotel, Muong Thanh Grand Bai Chay, Muong Thanh Grand Ha Long… In particular, the hotel is taking new steps, which is cooperation with developed international hotels and restaurants in the region such as Singapore, China, Japan or other countries such as the US and Australia to improve the quality of training and fostering staff Although the number of employees receiving practical training in these countries is not large, international integration creates favorable conditions for absorbing and learning experiences as well as professional skills, new technology, modern job models, expanding experience exchange and attracting external resources to serve the hotel The way classes are organized is becoming more scientific and methodical, so the hotel staff has been trained, cultivated and accumulated experience in professional expertise and communication skills, foreign languages Up to now, the quality of the workforce has increased significantly, most employees understand the operations of their departments New employees are mostly highly qualified, so they have a solid foundation of specialized knowledge, have a spirit of learning, and are easy to absorb new knowledge, new technology and skills Funding for training and human resource development of Muong Thanh Luxury Quang Ninh Hotel in this year is higher than last year, which has created conditions for the training and human resource development programs to improve more than before, thereby helping employees easily master operations and absorb lectures faster 2.5.2 Weaknesses of Muong Thanh Luxury Quang Ninh Hotel’s Training and Development Practices Although training and human resource development have received attention from the hotel's leadership, it remains passive Furthermore, the number of trained and developed employees is often based on the subjective opinions of direct supervisors, rather than originating from the actual needs and desires of the staff This has significantly impacted the quality of training The reason for this could be attributed to the fact that the hotel's leadership only conducts training and development when there is a specific demand, without recognizing that training and development of human resources should be an ongoing and continuous process to achieve the best results One of the common challenges faced by hotels in Quang Ninh province, including Muong Thanh Luxury Quang Ninh Hotel, is the language proficiency of their staff This issue has become a barrier as the demand for tourism in Quang Ninh by international visitors has significantly increased in recent years While most staff members have some level of 51 language skills, their ability to communicate fluently is limited Very few employees are proficient in a second language, and this is primarily concentrated in the front office department, with other departments having minimal language skills In some cases, when there are major international events, the hotel has to hire additional interpreter teams, which can affect the hotel's ability to fully cater to guests' needs and may not provide a comfortable experience for guests Additionally, some younger employees may exhibit a less positive attitude and enthusiasm in their work, and they may not be actively focused on improving their skills Furthermore, some new employees, who are typically young, energetic, and creative, may find training methods like coaching or job instruction unattractive and monotonous Additionally, the hotel's recruitment process in its early years was not very effective, as they often recruited non-specialized workers and then provided brief training on basic skills in a short time frame to adapt them to the job This approach focused less on the quality of work The training methods are still limited and may not be suitable for the trainees The hotel mainly relies on basic and traditional training methods like on-the-job training methods to save training costs However, these traditional methods might not be very engaging, especially for young, dynamic, and creative employees If the hotel continues to use these methods, it should consider shortening the initial familiarization period (10-15 days) for new employees and then implement other training and development methods to maintain their interest The current practice of extending training over 2-3 months might not be optimal Regarding field visits and learning opportunities at larger-scale hotels, there are limited opportunities for functional staff to visit and learn from the practices of other large hotels This is primarily due to budget constraints on training expenses at the hotel, especially when the earnings of employees, particularly young and entry-level workers, are low While these employees often aspire to learn and receive training, the need for self-financed training can deter them from participating, even though training and development would enhance their skills and knowledge Furthermore, the limited training budget often results in theoretical training methods rather than practical and experiential learning, such as studying models and practices at other hotels This limitation can negatively affect the quality of training and the development of the hotel's human resources The content and some of the training programs at the hotel have remained unchanged and lack new designs to make them more interesting and relevant to the socio-economic situation Currently, the training and development content at the hotel primarily focuses on professional expertise, foreign languages, and communication skills Subjects such as political theory and 52 the culture of different countries are not systematically taught to employees, and they mainly have to explore these areas on their own These fields are significant, as they have a certain macro-level impact on customer service capabilities The team of instructors and management staff in the tourism and, specifically, the hotel and restaurant industry not fully meet the requirements for quality The teaching staff, instructors, and trainers come from various sources, with diverse backgrounds and not always in the right field of expertise Some have been trained in developed countries in recent years and are relatively young with limited experience Many instructors also have limitations in foreign language proficiency and modern teaching methods, while the demands for knowledge and skills in teaching at the university and postgraduate levels are increasingly high When assessing the quality of training, it is typically done through end-of-course examinations, and it doesn't often include an evaluation of employees' job performance after they return to their positions Evaluating post-training results and development is not done in a rigorous manner, and this should encompass both employee evaluations and program assessments The selection of employees for training and development appears to be somewhat redundant Some officers and employees receive training abroad more than twice and frequently attend training sessions in major cities These personnel usually have extensive experience, strong professional qualifications, and advanced skills On the other hand, some employees, despite having a need, have never had the opportunity to receive training for skills enhancement and practical experience, particularly the younger workforce new to the industry III SOLUTION TO IMPROVE TRAINING AND DEVELOPMENT PRACTICES 3.1 Basis for Developing Solutions to Improve Training and Development Practices 3.1.1 Forecasting the Demand of Tourists To meet the increasing demands and expectations of customers, the tourism industry must have timely directions such as developing tourism products, investing in infrastructure and 53 technical facilities for tourism, accompanied by training and developing human resources, promoting the brand, linking it to investment and development policies, and actively implementing international tourism cooperation, improving regulations, mechanisms, policies, and those related to tourism Training and developing human resources are indispensable activities to create these services and make a difference in a similar overall context This helps to establish a good brand image in the market and build a good reputation within the hotel industry, creating a competitive advantage over individual hotel businesses 3.1.2 Training and Development Orientation at Muong Thanh Luxury Quang Ninh Hotel In the context of promoting industrialization, modernization, and international integration, the development of human resources is considered one of the three breakthrough stages in the development strategy of Muong Thanh Group, as well as for Muong Thanh Luxury Quang Ninh Hotel Moreover, training and developing human resources have become the foundation for sustainable development and a competitive advantage for the hotel Therefore, the orientation for training and developing human resources at Muong Thanh Luxury Quang Ninh Hotel is as follows: - Recruiting recent graduates from various universities and vocational training institutions specializing in the relevant fields - Attracting and recruiting individuals with prior work experience from other locations, especially from large hotels in Hanoi, Ho Chi Minh City, Danang, Nha Trang, etc - Training and nurturing the current staff at the hotel to prepare them for new job positions Before being officially employed, all candidates go through a recruitment and trial period, and the company provides on-the-job training - Implementing skill competitions for employees to enhance their skills and potentially increase their income - Sending employees for further education in hotel management and tourism, including training two employees at a 5-star hotel in Singapore - Providing knowledge and skills in global leadership for two hotel leaders Offering training in economic negotiation and international economic contracts for two employees 54 3.2 Solutions and Recommendations to Improve Training and Development Practices of Muong Thanh Luxury Quang Ninh Hotel 3.2.1 Improve the Recruitment of Employees To secure top-tier personnel without incurring excessive costs and extended training periods, the primary focus for Muong Thanh should be employee recruitment The hotel should concentrate on expanding its pool of potential candidates through the use of various social media platforms, such as creating and maintaining Facebook, Instagram, LinkedIn, and TikTok profiles Additionally, the hotel should foster partnerships with local universities specializing in Tourism and Hospitality, like the Open University, the National Economics University, and Tourism Colleges These collaborations with educational institutions will provide a valuable source of well-prepared personnel, ensuring a high standard of quality Connecting with universities and colleges will help the hotel reduce recruitment expenses and guarantee a continuous supply of interns, some of whom may transition to permanent positions following their internships This approach not only minimizes training costs and time but also ensures that these individuals are already well-acquainted with the job after completing their internship To address the issue of language proficiency, the hotel should establish more stringent criteria The Human Resources department should clearly outline English language proficiency prerequisites for candidates, such as a minimum of IELTS 6.5 Moreover, interviews should be conducted in a more comprehensive manner, involving staff proficient in English and encompassing more industry-specific questions, rather than solely assessing basic communication skills In cases where the hotel intends to retain skilled candidates with language limitations, they should commit to providing language training during the probationary period and set expectations for post-training proficiency testing If, after the training program concludes, candidates fail to meet the required English language proficiency, the teaching methods should be reassessed, additional lessons should be offered, or candidates should not be retained as permanent staff unless there is noticeable improvement in their language skills 3.1.2 Innovate and Improve Employee Training To enhance the overall competencies of the workforce at Muong Thanh, it is crucial to evaluate training content and methodologies The most effective approach to tackle these issues among existing staff involves bolstering their training To achieve this, the leadership 55 team should carefully plan training sessions to minimize disruption to employees' regular work hours and personal time One feasible option is to schedule more training sessions during the off-peak tourist season, although the primary strategy is to intensify training compared to the current approach Muong Thanh should consider organizing training on a quarterly basis for logistical ease In terms of training objectives, the emphasis should be on addressing the deficiencies in the staff's overall quality, including communication skills, service skills, English proficiency, and problem-solving abilities To begin with communication skills, which are fundamental, it is imperative to enhance these skills, particularly for younger staff Communication skills training should be conducted semi-annually, with each session spanning one month during the off-peak season The responsibility for overseeing this communication skills training should be delegated to the Human Resources department Regarding the issue of language proficiency among Muong Thanh's staff, it is evident that the establishment has not invested adequately in language training, particularly for English To rectify this, the hotel needs to make swift improvements in English language training The management team of the hotel should maximize the frequency of training sessions within the constraints of working hours Ideally, English training should encompass both remote and inperson components Remote training offers flexibility for employees to manage their time and acquire knowledge, while in-person training, though more challenging to implement, is more effective Therefore, dedicating one to two months during the low season to conduct these training courses would be more convenient for both employees and the hotel Regular assessments of employee proficiency and learning attitudes during the English training are vital to ensure timely adjustments These courses can be led by the training manager or external instructors 3.2.3 Diversify methods of training and development Diversifying training and development methods helps employees receive training through various approaches, enhancing their learning and job absorption abilities quickly and effectively This enables them to evaluate the strengths and weaknesses of each method and propose suitable solutions For hotel management team: These individuals have higher education and extensive professional experience Therefore, it is advisable to use simulation tools to help managers visualize specific scenarios Management teams should actively participate in workshops and conferences organized by the Department of Tourism of Quang Ninh province on a monthly 56 basis and join industry-related events to stay updated on the tourism market trends and business dynamics In addition, the hotel should encourage employees to engage in self-improvement and continuous learning This can involve enhancing their foreign language skills, actively enrolling in reputable training centers, pursuing higher education at universities or colleges specializing in hospitality management, and furthering their education and qualifications Applying a rotational training approach: Currently, the hotel only employs direct training methods that align with the functional job responsibilities of the staff, without providing employees with comprehensive knowledge of various hotel operations To enhance the team's capabilities beyond their specialized roles, a rotational training method is the most effective This means that employees from one department move to another for training and then return to their original department In the hotel industry, this training approach offers significant advantages for organizational management The nature of hotel business is often seasonal, with times of high demand and periods of low occupancy This seasonality also affects each department within the hotel's organizational structure If employees have the ability to perform tasks in multiple departments, it becomes easier for management to transfer staff between departments without the need to hire new employees This helps prevent labor resource wastage, reduces expenses, and fosters flexibility within the organizational structure Finally, the hotel should conduct regular training and development programs that include salary increments for its employees on an annual basis Following these training programs, employees can undergo salary increment examinations organized by the hotel The hotel's managers will prepare the exams according to each department's functions and tasks, and they will also be responsible for grading This approach enables employees to improve their qualifications while providing them with the opportunity for salary increments It serves as a motivational tool, encouraging employees to be more enthusiastic and diligent in their work 3.2.4 Increasing the Budget for Training and Development The budget for training and development at the hotel is currently quite low and not commensurate with the hotel's status and ranking Therefore, in order to achieve the set goals and strategies, the hotel needs to create a fund for training and development, while also increasing the financial resources for effective training and human resource development To address the current state of training and human resource development, Muong Thanh Luxury Quang Ninh Hotel can establish a Training and Development Fund with an annual budget 57 allocation ranging from 2.5% to 4.5% of the revenue, as opposed to the current 1% to 1.2%, in order to meet the training and development needs of the hotel The hotel should build separate classrooms and acquire equipment for teaching purposes such as projectors, computers for educational materials, and course materials to ensure that learning and practical experience occur in parallel Investing in these quality facilities will make the learning process smoother and more efficient for students The quality of education will be higher, making it more enjoyable and comfortable for learners The hotel needs to determine the opportunity cost: When is it most effective to organize training programs? Because employees have to take time off work to participate in training programs, they cannot serve guests during that time, resulting in a loss of potential business revenue This cost should also be factored into the hotel's training expenses, making the cost estimation more comprehensive and accurate 3.3 Lessons for Other Hotels The training plan of Muong Thanh Luxury Hotel is quite detailed with some important criteria such as training locations and training fields, training time and specific training participants The results of conducting this plan iare quite good Therefore, one lesson that other hotels can apply for more effective training and development practices is developing a detailed training plan The plans must consist of knowledge and skills that need training, training sites, training duration, training frequency, training participants, training instructors, training methods This training plan must be adjusted annually to adapt the internal and external environment changes New skills and knowledge must be added New training methods must be applied The training and development practices must be conducted in an ongoing and continuous process to achieve the best results 58