Training food and beverage staff at movenpick hotel hanoi

NATIONAL ECONOMIC UNIVERSITY BUSINESS SCHOOL TRAN CHI LAN Topic: Training Food and Beverage staff at Movenpick Hotel Hanoi Bachelor of Business Administration in English (E-BBA) Thesis HANOI, 2014 NATIONAL ECONOMIC UNIVERSITY BUSINESS SCHOOL Topic: Training Food and Beverage staff at Movenpick Hotel Hanoi Bachelor of Business Administration in English (E-BBA) Thesis Student: Tran Chi Lan Class: EBBA2A Supervisor: Dr Tran Thi Hong Viet HANOI, 2014 TABLE OF CONTENT ACKNOWLEDGEMENT CHAPTER I, INTRODUCTION 1.1, Rationale 1.2, Research objectives: 1.3, Research methodology: 1.4, Scope of the study: 1.5, Structure of the thesis: CHAPTER II, THEORETICAL BACKGROUND ON TRAINING F&B STAFF IN HOTEL: 2.1, Hotel business industry: 2.2, Training F&B staff in hotel industry: 2.3, Factors impact on training activity for F&B staff: CHAPTER III, TRAINING ACTIVITY MOVENPICK HOTEL HANOI FOR F&B STAFF IN 3.1, Overview of Movenpick hotel Hanoi 3.2, Current situation of training for F&B staff at Movenpick hotel Hanoi 3.3, Summary of finding: CHAPTER IV: SOLUTIONS TO IMPROVE TRAINING ACTIVITY FOR F&B STAFF AT MOVENPICK HOTEL HANOI 4.1: Suggested training orientation 4.2: Improving trainee’s learning: APPENDICES APPENDICE A SURVEY FOR EMPLOYEE ACKNOWLEDGEMENT The author would like to gratefully acknowledge the numerous individuals, tourism companies, hotels that have contributed in one way or another, to help the author conduct this thesis First of all, the author would like to express sincere thanks to all faculty members of the EBBA program at the Business School of the National Economics University where the author, over the past four years, has studied and accumulated valuable knowledge and expertise Especially, the author would like to express the deep gratitude to Dr Tran Thi Hong Viet for her enthusiastic guidance and encouragement that inspired the author a lot during the process of writing the thesis The author’s special acknowledgment is due to individuals working in Movenpick Hotel Hanoi and the Hotel’s guests who have contributed a lot to help the author conduct this thesis Finally, the author’s thanks go to the colleagues, friends and family members who encourage and helped the author during the writing time LIST OF FIRGURES Figure 1.1 : Research process Firgure 2.1: Organization chart of F&B division Firgue 2.2: Steps in training process Firgure 3.1: Organization chart of F&B division Firgure 3.2: Employee’s work experience Firgue 3.3: Employee’s position Figure 3.4: Understanding the training’s purpose Figure 3.5: Training method for F&B division Figure3.6: Training material options Figure 3.7: Staff’s opinion in training program CHAPTER I, INTRODUCTION 1.1, Rationale In every business, independently of the activity, human resources are the most precious capital In terms of global competition and rapid change, personnel training are essential Every manager should be able to attract qualified and capable personnel, in order to use their skills in achieving organizational objectives In a market economy where uncertainty is rather widespread, obtaining knowledge and information is becoming a source for creating competing advantages One of the most important aspects in contemporary hotel industry is getting to know the new methods and techniques through training Staff training is an important part in Human Resource Management, in order to improve employee performance, respectively it helps putting their skills to better use and specialization in their work Application of an efficient training process has an important impact in increasing employee performance The aim of this study is to understand the importance of personnel training in hotel industry The study includes the theoretical part for staff training and how to develop the result of a training program The empirical part is composed by a qualitative method research of Movenpick Hotel Hanoi, especially in Food and Beverage department ( F&B) F&B is one the most importance divisions in hotel function This department is responsible for maintaining high quality of food and service, food costing, managing restaurant and bar, etc A guest’s experience with F&B plays a critical role in his or her overall hotel experience and has been credited as an important driver for room revenue as well as overall asset value And the quality of customer’s experience in F&B not only depends on food and drinks but also how they are served by F&B’s staff The servers need to contact directly with customers so there are many characteristics they must follow to maintain the satisfaction of customers These employees must work under high pressure, be able to serve customers cheerfully, courteously and efficiently, have good organization and multi-tasking skills, able to work as a team and be sensitive with customer’s needs Therefore, staff training in this department is very essential Training can increase productivity while employees are armed with professional knowledge, experienced skills and valid thoughts; motivate workers in helping them to recognize how important their jobs are As the one who in charge of quality of service and employee, of course, the manager understand the importance of staff training and conduct training program for their workers But the question is that: does this program really work and the employees really gain after attending the training course? Training in the wrong way is money consuming and take a lot of valuable time Moreover, workers can have a doubt on their manager’s ability and other HR activities of the hotel as well This study is conducted to evaluate the current training activities in F&B, their affection on employees and maybe can give some recommendations to fix or develop the programs to increase the worker’s competency The result of the research gives contribution not only for HR department but for the benefit of the hotel as well 1.2, Research objectives: - To identify components of training activity for Food and Beverage staff at - Movenpick Hotel Hanoi To analyze current practices of training activity for F&B staff at - Movenpick Hotel Hanoi To suggest solutions and activity for improving the training at F&B department of Movenpick Hotel Hanoi 1.3, Research methodology: 1.3.1, Research process: Figure 1.1 : Research process Theoretical framework Movenpick objectives and functions Components of training F&B staff at Movenpick In depth interview managers Secondary data In depth interviews Current situation of training F&B staff at Movenpick Hotel Hanoi Survey F&B staffs Solutions 1.3.2, Collecting data: The secondary data are books, researches and thesis in the same topic of training program for F&B staff or in Hotel industry in general In collecting primary data, there are two kinds of research methods, qualitative and quantitative research In the empirical part of this thesis both of the research methods are used Quantitative research was done by sending questionnaires to the F&B employees; and qualitative research- personal interviews with the manager and supervisor of the department • Survey: For the quantitative method, the research uses a questionnaire, comprise mainly multiple choice and some open-ended questions that are designed in English and sent directly to the hotel staffs As mentioned, a survey was conducted in the Movenpick Hotel with the sample size of 30 people sent out to the Food and beverage department including restaurants, banquets, bar and pastry Questionnaire was designed including 14 questions setting up for employees On the field of questionnaire delivery and data collection: 30 questionnaires were sent to staff and all of them were collected back The questions can be grouped into three sections, the first section is about interviewees’ background information, their length of working in hotel and their position, the second section is about kinds of training taken place in the case hotel, the evaluation on the effectiveness of training, and reasons for trainees’ dissatisfaction, the third section focuses on the improvements of the training programs • In depth interviews: With the qualitative method, in-depth interviews were conducted with relevant and experienced persons as follow to collect their opinions and comments Firstly, the manager of catering division, to get main points to develop catering services for business development Besides, the supervisors and team leaders were also interviewed to get more ideas about efficiency and importance of improving the training in the hotel Thus, appropriate recommendations can be made In-depth interviews were conducted with respondents The first group includes one manager of the department; the second one includes one supervisor and three captains of the division Briefly, the information from both methods has been collected in order to serve the research objectives Using both qualitative and quantitative research methods, the overview of operation of personnel training program in F&B department have been shown clearly Therefore, some appropriate suggestions have been recommended to develop the staff training program of the division 1.3.3, Processing data: With 30 questionnaires gathered at the end of the survey, all data were totaled up, put in to the computer and processed by Excel program for analysis to ensure the accuracy within the analysis Based on the synthesized numbers, some diagram and graph are designed to create tangible images convenient for analysis and evaluation 1.4, Scope of the study: The research was carried out in Movenpick Hanoi Hotel, F&B department The limitation of the research was dealing with statistic data and information mostly collected in 2013 - Object: identify components of training, analyze current practices and suggest solution of training activity for F&B staff at Movenpick Hotel - Hanoi Location: Movenpick Hotel Hanoi Time: September 2013 – December 2013 1.5, Structure of the thesis: Chapter 1, Introduction: Chapter 2, Theoretical background on training F&B staff in hotel industry 1, Hotel business industry: 2, Training F&B staff in hotel industry: Chapter 3, Training activity for F&B staff in Movenpick Hotel: Chapter 4: Solutions to improve training activity for F&B staff at Movenpick Hotel Hanoi 10 many dots as you like Tell needs assessment participants to place their • dots on the chart to vote on their priorities Step 4: List the training needs in order of importance, with the number of points assigned as votes determining priority, as determined by the sticky dot voting process Make sure you have notes (best taken by someone on their laptop while the process is underway) or the flip chart pages to • maintain a record of the training needs assessment session Step 5: Take time, or schedule another session, to brainstorm the needed outcomes or goals from the first 3-5 training sessions identified in the needs assessment process This will help as you seek and schedule training to meet the employees' needs You can schedule more brainstorming later, but I generally find that you need to redo the needs • assessment process after the first few training sessions Step 6: Note the number one or two needs of each employee, that may not have become the priorities for the group Try to build that training opportunity into the employee's performance development plan 4.2: Suggested training orientation: The hotel does not prepare well the training orientation activities or the orientation is not publicized and informed to the staff Meanwhile, the importance of training orientation is considered as one of the top list concerns in training Businesses have learnt that employee orientation plays a very important role in the development and performance of an employee Hence the orientation process must be careful planned and executed to ensure that the employee ends up knowing all about the department, its profile and its policies, the target goals, the duties and the role the employee play in helping the hotel achieve its objective Some hotels require that the human resources manager, who recruits the employees needs to follow up the orientation program for certain duration of time until the employees are completely familiar with their duties and all 56 relevant aspects of the business This process makes the recruits feel welcome and helps them know what is expected of them and how best to assist the hotel By training hotel staff, the hotel can totally improve its service quality and maintain its guaranty Designing training and developing orientation helps the HR manager find out the best recruits for his/ her job, The recruits who receive the orientation also feel motivated and encouraged The orientation activity also helps the new comers discover their potential abilities By attending the orientation, the new staffs understand the general information about the training, therefore in order to have effective training, the department needs to establish the training orientation and inform all employees to know about it Below present suggested training orientation for the department: General training orientation: • Accessing the training need in order to find out what needs to be trained? • What are the training objectives? Identifying the employees who need to attend the training Selecting the training methods • The general training orientation helps the new recruits aware of what they need to have? What training they are going to attend? Later on the new staffs will have their own orientation about their new job and always keep trying to achieve the quality standard Content of training orientation: • Informing the general development of the industry, the • changeable needs and the increasing demands of customers The customer’s demand of changing, especially, frequently coming customers • Improving the staff’s skills • The serving manner and communication attitude • Requirement on improving foreign language skill, identifying the language that should be studied 4.3: Improving trainee’s learning: In order to have a group of professional working staffs, the manager group has to set up a standardized outcome for a catering staff They must have 57 specialized knowledge, specialized skill, social knowledge, language skill, hotel information and appearance and attitude Hotel information: • Having information about general background of the hotel suchas • • its history and development Having information about the hotel’s service Knowing exactly the placement of facilities and equipments in the working place as well as other places in the hotel Specialized knowledge: • • • Knowledge about process of serving at table, bar… Knowledge about food and beverage Understanding the fermented process and way of making drinks Specialized skill: Right manner of greeting Taking the order from customers Process of serving foods and beverages to customer Setting up table Using supporting facilities to serve customer Language skill: In general, staffs who work in % star hotel have to be able to: • Being active and confident in communicating English with customer • Know and use English terminology exactly such as names of food and drinks, • • • • • menu, recipes… in order to explain to guests Social knowledge: • Having information about news related to the society, understanding the Vietnamese people and culture as well as Vietnamese cuisine • Being able to introduce customers tourist destinations and vice versa Appearance and attitude: • • • Wearing uniform with own name tag Wearing required types of shoes and always polished Well dressing up with tied hair, short finger nails, lightly making up and no jewelry • Serving attitude: always smiling and being polite with lightly moving • Being sensitive and flexible while serving to predict customer’s demand • Being active and flexible in solving situations to make guests satisfied 4.4, Suggested evaluation step: 58 Basically, the department has got the formal evaluation step after any training courses It’s not good for the training activity because the managers don’t know the quality of the training and their employee’s feedbacks so they don’t the way to improve it A short survey after each training is a good and easy way to the evaluation step This is the sample of evaluation form which can be used All of those questions can define whether the trainee satisfy with the training or not and what they archive from the training It doesn’t cost much time to the survey but the information gather from them is very valuable to make suitable change for the next training TRAINING EVALUATION FORM To ensure our training programs are exciting, informative and fun, we would like your comment suggestions Please fill out this evaluation How did you feel about your classroom trainer's performance? = Excellent = Very Good = Good = Fair = Poor Image _ Attitude _ Patience _ Knowledge _ Preparation/Organization _ Communication _ Helpfulness _ What two topics/exercises did you enjoy the most? Were there any topics you did not enjoy? _ If so, what are they? Which topics piqued your interest and made you more knowledgeable? Was there any area you felt we did not spend enough time on? If so, what are they? What activities/exercises would you like to see added? 59 Did you feel comfortable during the training session (Air conditioning, chairs, breaks, and environment)? How did you feel about the videos and other visual aids? When training in your restaurant, did your trainer: • • • • • Have a positive attitude? Act professionally? Follow the training checklist? Lead by example, showing you how to your job? Answer all of your questions to your satisfaction? If you answered NO to any of the above, please explain 10 Please offer any comments and suggestions to improve both your classroom and restaurant training: 11 Please rate the entire days of training: A, Excellent B, Very good C, Good D, Fair E, Poor Thank you for your valuable input This evaluation is confidential 4.5: Suggested training content: Based on the needed skills and knowledge for a F&B staff, the training content should be more diversified with more useful subject This is some topic which should be focus more on the current training program for Movenpick F&B staff: No 1, Subject Menu item Detail of training subject Reason for conducting the program and We cover all the details of your This program gets all your product training entire menu from basic staff on the same page and ingredients to specific details, drastically reduces comps such as allergies This program and errors made by your is your way to thoroughly cover staff every menu item in detail, just as if you were sitting there in front of the trainee and it’s the same information Everywhere, every Tasting time notes You make a major investment in This program gets 60 the 2, training the brands you offer your guest, information to the staff and our wine and spirits tasting quickly and efficiently, so notes programs allow you to they have the information seamlessly present all your they need to sell the more brands to your staff and give prestige items and move the them only the information they products need to know 3, which tend to collect dust on the back bar Health code touch One of our most beneficial This program is customized points training programs focusing on what is to each state and countries expected during mandatory current inspection report health inspections It allows your staff to gain the accurate information from your area needed make sure your to inspections always go smoothly 4, Service and standards This program covers all of your presentation service training and presentation standards Everything, from the mandatory uniform requirements to lemon presentation 5, Common cocktails Our common cocktails program This program is an excellent and recipes details the recipes and liquors way training to eliminate contained in the most commonly alcoholic beverage mistakes ordered drinks It helps develop because brand recognition as well as preparation of improper or basic preparation and questions liquor to ask to ensure guests get what they want 6, Introduction Wine training costly to Our introduction to wine series provides your staff with all the 61 specified basics they need to know, There are four series to cover all levels of staff The first two series covers basic terminology which is used throughout the programs, as well as the basic varietals, regions and presentation techniques The third and fourth series cover more in depth wine knowledge, like regional dissection, terminology advanced and winemaking techniques 7, Introduction cigars training to This program discusses the This allows your staff to basics of cigars and how to guide your guests toward distinguish between the different proper selections as well as types pairing with the appropriate spirit 8, Specialty martini This program is customized to and cocktail list your training specialty cocktail and martini list and also includes a brief excerpt about the main liquor brand potentially used creates which up sell opportunities 9, Back of the house This program helps you to get menu and recipe the back of the house staff all the bible training information they need to maintain consistency as well as maintain food cost It allows you 62 to effortlessly cross train staff, saving payroll and maintaining standards even when shorthanded 10 Introduction to This series of programs covers , beer training all the basics of beer and malted beverages, from composition to styles and basic terminology The series progresses to more in depth training, covering such topics as countries and regions, brew master techniques and ingredient dissection 11 Introduction , spirits training to The series teaches your staff the The advanced series cover basics of what they need to know distillation about the particular liquors you regional techniques, dissection and carry It covers the basics of advanced terminology common liquors including distinguishing features, such as aromas and age distinctions 12 Menu item and We cover all the details of your This program gets all your , product training entire menu from basic staff on the same page and ingredients to specific details, drastically reduces comps such as allergies This program and errors made by your is your way to thoroughly cover staff every menu item in detail, just as if you were sitting there in front of the trainee and it’s the same information Everywhere, every time 63 REFERENCE Book and thesis: Agry, B.W., 1999, Class it out, US banker, 109, 52-55 Bensimon, H.F., 1994, Crisis and disaster management: Violence in the work place, Training and development, 48, 27-32 Cook, S., 2005, learning needs analysis part 2: Linking learning needs analysis to business, Training journal, 50 Goldstein, I.L., 1986, Training in organizations, Needs assessment, development, and evaluation, 2nd edition, Monterey, CA: Brooks-Cole Goldstein, I.L., 1993, Training in organizations, 3rd edition, Pacific Grove, CA: Brooks-Cole Gupta, U., 1996, TV seminars and CD-ROMs train workers, Wall street journal, B-1, B-8 Kaplan, A., 2005, Virtually possible: Treating and preventing psychiatric wounds of war Psychiatric times, Kerry, L Sommerville (2007), Hospitality Employee Management And Supervision, concepts and practical applications Messmer, M., 1992, Cross discipline training: A strategic method to more with less, Management review, 81, 26-28 10 Nilson, C., 1990, How to use peer training, Supervisory Management, 35, 11 Nowack, K.M., 1991, A true training need analysis, Training and development, 45, 69-73 12 Philips, S.N., 1996, Team training puts fizz in Coke’s plant’s future, Personnel journal, 75, 87-92 13 Purdum, T., 2005, Teaming, take 2, Industry week, 41 14 Susan, D Mcclelland (2002), The Graduate School University of Wesconsin Stout A Training Needs Assessment for the United Way of Dunn County Winconsin 15 Thông tư số 01/2002/TT việc đạo thực NĐ 39/2000/N 16 Vietnam National Administration of Tourism (1994), Regulation on the Criteria for the Classification of Hotels 64 APPENDICES APPENDICE A SURVEY FOR EMPLOYEE Survey about training program in F&B department of Movenpick Hotel Hanoi 65 You are invited to participate in my thesis about the staff training in F&B department in Movenpick Hotel Hanoi In this survey, approximately 30 people in F&B department will be asked to complete a questionnaire about current training program you are taking part in The completion of this survey will take approximately 20-25 minutes Your participation in this study is completely voluntary There are no foreseeable risks associated with this project It is very important for me to know your opinion Thank you very much for your time and support I, General information: 1, Full name: 2, Birthday: 3, Sex: Male/ Female 4, Job position: A, Full time B, Part time/ Casual C, Trainee 5, Do you have any experiences working in F&B service department before working for Movenpick hotel? A, Yes (how long: ) B, No 6, How long have you been working at the hotel: A, Less than months B, 2-12 months C, More than 12 months 7, Have you joint any training course since you started working in the hotel: A, Yes B, No II, Main questions: 1, Have you ever been asked about your knowledge, skills and attitude while working in F&B department? Yes/ No 2, How the manager value your knowledge, skills and attitude? (can choose more than one answer? A, Frequent paper test (every week, every month, every quarter) B, Direct interview C, Survey among staff and supervisor D, Others: _ E, I don’t know how they it 3, Do you know about the purpose of training course you have joint? 66 A, Yes B, No C, Sometimes 4, Do you think every training course’s purpose you have joint is necessary A, Yes, they are very important B, No, some of them are useless C, No, none of them is necessary 5, Do you think why trainings is important for a firm: Please number the factor in order of important from (the most important) to ( the least important) □ □ □ □ □ □ Motivate employees Encourage self development and self-confidence Evaluate employee’s performance Sustains positive attitude at working Reduce accidents Improve employee’s performance and skill 6, Do you receive the schedule about training plan before taking the training course? A, Yes, always B, Sometimes C, Never 7, Do you think the training course is well prepared? A, Yes B, No, the reason: _ 8, What kind of training course have you received? A, On the job training B, Observing training C, Class training D, Other: 9, What kind of material have you been provided in the training course: o o o o Text documents Presentation slide Video clips, images Others: _ 10,Who held the training? Outside Lecturers: Training course □ Supervisor: □ 67 Training course _ □ Other: Training course 11, Please rate the content of training program based on their frequency (8 for the content which is presented most of the time, for the least) Content Hotel industry, F&B department Standard service General Knowledge steps Product: meal, beverage… Service skill Communication skill Skill English skill Other soft skill Attitude 12, Is there anyone supervise the training process? A, Yes ( job title in specific: _) B, Sometimes, ( job title in specific: ) C, No, there isn’t any supervisor D, I don’t know 13, How is the training course valuated? ( can choose more than one answer) A, Test B, Survey C, Interview D, Other: E, There isn’t any evaluation method 14, How you think about the information and skills provided in the training course: A, Very useful B, Not very useful C, Useless Why: 68 15, Do you think the training program improve from time to time? A, Yes B, No Reason: 16, Are you able to teach your new knowledge, skills, or attitudes to other people? A, Yes B, No How: _ 17, Are you aware that you've changed your behavior? A, Yes (how is the changing : ) B, No 18, Do you satisfied with the training program: Very satisfied Neutral Not satisfied Reason if you are not satisfied Content Material Trainer Time/ Frequency 19, How can the training program improve: _ _ _ _ _ _ Thank you for our attribution! 69 APPENDICE B DEEP INTERVIEW QUESTIONS FOR MANAGER Good morning sir/ madam………! Thank you for your time! I’m working on a thesis about the staff training in F&B department in Movenpick Hotel Hanoi so I would like to ask you some questions about the process of training in F&B department and also your evaluations Your attendance is voluntary but it will be really nice of you to answer all questions honestly Your contribution is very valuable Now, let’s start with the first question: 1, What is your position in Movepick Hotel Hanoi? 2, How long have you been in this position? 3, Have you ever conducted training program for your employees? 4, What you think about the importance of training needs assessment? 5, How you defined the staff’s competency? 6, Do you have any orientation course or any way to let staffs know about purpose of each training course? 7, How you plan for a training program? How many people doing in this step? 8, How you prepare for the training? 9, Who is the trainer and why? 10, Who supervise the training process? 11, How can you evaluate the training course? 12, Are you pleased with the current training process? Anything you want to change? Thank you for your contribution! 70 ... TRAINING ACTIVITY MOVENPICK HOTEL HANOI FOR F&B STAFF IN 3.1, Overview of Movenpick hotel Hanoi 3.2, Current situation of training for F&B staff at Movenpick hotel Hanoi 3.3, Summary of finding:... framework Movenpick objectives and functions Components of training F&B staff at Movenpick In depth interview managers Secondary data In depth interviews Current situation of training F&B staff at Movenpick. ..NATIONAL ECONOMIC UNIVERSITY BUSINESS SCHOOL Topic: Training Food and Beverage staff at Movenpick Hotel Hanoi Bachelor of Business Administration in English (E-BBA) Thesis