Training food and beverage staff at movenpick hotel hanoi

NATIONAL ECONOMIC UNIVERSITYBUSINESS SCHOOL TRAN CHI LAN Topic: Training Food and Beverage staff at Movenpick Hotel Hanoi Bachelor of Business Administration in English E-BBA Thesis HANO

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 LanClass: EBBA2ASupervisor: Dr Tran Thi Hong Viet

HANOI, 2014

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 FOR F&B STAFF IN MOVENPICK HOTEL HANOI

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 numerousindividuals, tourism companies, hotels that have contributed in one way oranother, to help the author conduct this thesis.

First of all, the author would like to express sincere thanks to all facultymembers of the EBBA program at the Business School of the NationalEconomics University where the author, over the past four years, has studied andaccumulated valuable knowledge and expertise

Especially, the author would like to express the deep gratitude to Dr TranThi Hong Viet for her enthusiastic guidance and encouragement that inspired theauthor a lot during the process of writing the thesis

The author’s special acknowledgment is due to individuals working inMovenpick Hotel Hanoi and the Hotel’s guests who have contributed a lot tohelp the author conduct this thesis

Finally, the author’s thanks go to the colleagues, friends and familymembers 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

precious capital In terms of global competition and rapid change, personneltraining are essential Every manager should be able to attract qualified andcapable personnel, in order to use their skills in achieving organizationalobjectives In a market economy where uncertainty is rather widespread,obtaining knowledge and information is becoming a source for creatingcompeting advantages One of the most important aspects in contemporary hotelindustry is getting to know the new methods and techniques through training.Staff training is an important part in Human Resource Management, in order toimprove employee performance, respectively it helps putting their skills to betteruse and specialization in their work Application of an efficient training processhas an important impact in increasing employee performance The aim of thisstudy is to understand the importance of personnel training in hotel industry Thestudy 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 methodresearch 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 isresponsible for maintaining high quality of food and service, food costing,managing restaurant and bar, etc A guest’s experience with F&B plays a criticalrole in his or her overall hotel experience and has been credited as an importantdriver for room revenue as well as overall asset value And the quality ofcustomer’s experience in F&B not only depends on food and drinks but also howthey are served by F&B’s staff The servers need to contact directly withcustomers so there are many characteristics they must follow to maintain thesatisfaction of customers These employees must work under high pressure, beable to serve customers cheerfully, courteously and efficiently, have goodorganization and multi-tasking skills, able to work as a team and be sensitive

with customer’s needs Therefore, staff training in this department is veryessential Training can increase productivity while employees are armed withprofessional 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, themanager understand the importance of staff training and conduct trainingprogram for their workers But the question is that: does this program really workand the employees really gain after attending the training course? Training in thewrong 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 ofthe hotel as well

This study is conducted to evaluate the current training activities in F&B, theiraffection on employees and maybe can give some recommendations to fix ordevelop the programs to increase the worker’s competency The result of theresearch gives contribution not only for HR department but for the benefit of thehotel as well

Solutions Survey F&B staffs

Current situation of training F&B staff at Movenpick Hotel Hanoi

Components of training F&B staff at Movenpick

questionnaires to the F&B employees; and qualitative research- personalinterviews with the manager and supervisor of the department.

• Survey:

For the quantitative method, the research uses a questionnaire, comprisemainly multiple choice and some open-ended questions that are designed inEnglish and sent directly to the hotel staffs

As mentioned, a survey was conducted in the Movenpick Hotel with thesample size of 30 people sent out to the Food and beverage department includingrestaurants, banquets, bar and pastry Questionnaire was designed including 14questions setting up for employees On the field of questionnaire delivery anddata collection: 30 questionnaires were sent to staff and all of them werecollected back

The questions can be grouped into three sections, the first section is aboutinterviewees’ background information, their length of working in hotel and theirposition, the second section is about kinds of training taken place in the casehotel, the evaluation on the effectiveness of training, and reasons for trainees’dissatisfaction, the third section focuses on the improvements of the trainingprograms

• In depth interviews:

With the qualitative method, in-depth interviews were conducted withrelevant and experienced persons as follow to collect their opinions andcomments Firstly, the manager of catering division, to get main points todevelop catering services for business development Besides, the supervisors andteam leaders were also interviewed to get more ideas about efficiency andimportance of improving the training in the hotel Thus, appropriaterecommendations can be made

In-depth interviews were conducted with 5 respondents The first groupincludes one manager of the department; the second one includes one supervisorand three captains of the division

Briefly, the information from both methods has been collected in order toserve the research objectives Using both qualitative and quantitative research

methods, the overview of operation of personnel training program in F&Bdepartment have been shown clearly Therefore, some appropriate suggestionshave 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 weretotaled up, put in to the computer and processed by Excel program for analysis toensure the accuracy within the analysis Based on the synthesized numbers, somediagram and graph are designed to create tangible images convenient for analysisand 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 informationmostly collected in 2013

- Object: identify components of training, analyze current practices andsuggest solution of training activity for F&B staff at Movenpick HotelHanoi

- 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 MovenpickHotel Hanoi

CHAPTER II, THEORETICAL BACKGROUND ON TRAINING F&B

STAFF IN HOTEL:

2.1, Hotel business industry:

2.1.1, Concept of hotel business:

2.1.1.1, General definition of the cultural tourism product

A cultural tourism attraction, such as a monument, does not make atourism product To become a tourism product the attraction element has to beembedded in a whole of services and facilities varying from accommodation andcatering to information and transportation On the basis of the elementarydefinition of the tourism product as an addition of attractions plusaccommodations plus transportation, the cultural tourism product can be defined

as consisting of:

- The core product: the cultural attraction (monuments, museums, culturalevents) plus the related specific cultural tourist services, like information aneducation rendered by e.g museum guides

- The additional product: the general tourism product elements – either apartfrom or incorporated into the cultural attraction itself - consisting of Generaltourist facilities and services rendered by tourist organizations and travelintermediaries: tourist offices, national tourist organizations, tourist clubs, travelagencies, tour operators

- Primary tourism enterprises (companies which have their core business in thetourism

Sectors and serve first of all tourists as customers): hotels, holiday parks,camping

- Secondary tourism enterprises (companies which provide their products andservices in the first place for the local population but which are also frequented

by tourists): catering industry (restaurants, cafés), retail (shops, banks)

2.1.1.2 General definition of the hospitality product:

Belonging to the primary tourism enterprises, the hospitality industry is anessential component of the cultural tourism product Hospitality products need tofulfill customer’s needs on several levels:

- The core product answers the basic question: what is the buyer reallybuying? It refers basically to the benefits provided by the hotel to theconsumer and not the features, e.g room comfort and convenient location.

- Facilitating products are those services or goods that must be present forthe guests to use the core product, e.g bellboy in a luxury hotel

- Supporting products are extra products offered to add value to the coreproduct and help to position it through differentiation from thecompetitors, e.g full-service health spa

- The augmented product includes atmosphere and customers’ interactionwith the service organization and each other, e.g lobby socializing Theaugmented product is an important concept because it is in this level werethe main differences arise between the various hospitality concepts, e.g.atmosphere created by focus on lightning, marriage of textures and colors

to please the senses

Tourism has long been highlighted as a potential tool for advancing humanand economic development, in both developed and less-developed nations alike

It has been noted to serve as a tool to aid or drive regeneration and economicdevelopment as well as enhancing the quality of life of visitors and hostcommunities It is fair to say that the potential benefits of tourism are many – ithas the potential to draw outside investment to depressed regions, to be a catalystfor the development of valuable infrastructure, to nurture local industries andcreate jobs, to serve as a vehicle for greater cultural understanding and promotepeace, and to raise awareness about environmental issues

In depressed and under-developed areas with little or no natural resources ofexport value, the importance of tourism development cannot be overstated It isoften one of the only plausible long-term economic development optionsavailable; of the 100 or so poorest countries, tourism is significant in almost half

of the low-income countries and virtually all of the lower-middle incomecountries

Yet, even if tourism did not have the potential to impart these positivebenefits on society, it would nonetheless remain extremely important simply forthe sheer size of the industry globally Described as the largest migration in the

history of humankind, international tourist arrivals in 2007 topped 900 millionand accounted for US$856 billion dollars in revenue – a major international tradecategory from any perspective, and ranked fourth in export income generatedglobally What’s more, the explosion in the size of the industry has been fast anddecisive – only 25 million arrivals were recorded in 1950 with 4% growth a yearfrom 1995-2007 alone (UNWTO, 2008) Indeed many now consider tourism theworld’s biggest industry when the jobs, customers, and revenues generated by itand its peripheral industries are accounted for together

2.1.2, Characteristic of hotel Business industry:

2.1.2.1, Hotel tourism depends on tourism resources in tourism destinations

Hotel business can only be carried out successfully in areas with tourismresources, because tourism resources motivate and urge people to travel At placewhere there is no tourism resource, there cannot be tourists The most importantcustomer of the hotel is a traveler So, obviously tourism resources have greatlyimpacted the hotel business On the other hand, the capacity of the tourismresources in every tourist destination will determine the size of the hotels in thearea Attractiveness of tourism resources has a decisive impact on the ranking ofthe hotel Therefore, when investing in the hotel business requires research levelparameters of tourism resources as well as the target group of customers andpotential customers are attracted to destinations that determine the technicalindicators of a hotel project as the construction and design When the objectiveconditions affecting the attractiveness and value of tourism resources change, thetechnical facilities of the hotel is required to adjust accordingly Besides, thecharacteristics of the architecture, planning and specification of facilities at thehotel tourist destination also affect the increase or decrease of the value oftourism resources

2.1.2.2, Hotel business requires large amount of investment capital

This feature comes from the requirement of high quality hotel product:required components of the technical facilities of the hotel also have high quality.That is the quality of the facilities of the hotel increases with the increase of hotelgoods The elegance of the device installed inside the hotel is a cause to push the

initial investment cost of the hotel up In addition, this feature also comes fromsome other cause, such as the initial cost of infrastructure for luxury hotels, thecost of land for a large hotel projects.

2.1.2.3, Hotel business requires direct labor capacity is relatively large.

Product hotel properties primarily serving and serving could not bemechanized, which can only be done by the staff in the hotel On the other hand,workers in hotels need quite high specialization Labor time to time depending oncustomer consumption, usually lasts 24/24 hours per day Therefore, it isnecessary to use a large number of direct service workers in hotels With thisfeature, the hotel managers, have to face with the difficulties of direct labor costsare relatively high, difficulty to reduce costs without adversely affecting thequality of hotel service, the difficulty in working the recruiting, selecting andassigning layout of their human resources In the seasonal business conditions,the hotel management is often considered to reduce labor costs in a reasonablemanner as a major challenge for them

2.1.2.4, Business hotel is regularity:

Hotel business is dominated by a number of factors, but they operateunder a number of laws such as the laws of nature, laws of economics - social,psychological law of human For example, the dependence on tourismresources, especially natural resources, with repeated changes of climate in years,always create change according to certain laws in prices treatment and resourceattraction for tourists, thereby causing seasonal fluctuations of demand to travel

to the destination Since then it creates a seasonal change in the hotel business,especially in hotel resort vacation destinations beach or mountain vacation

These laws do cause a negative and positive impact on hotel business Theproblem for the hotel is to delve into the rules and their impact to the hotel fromwhich to actively seek effective measures to overcome the negative impacts andpromote their beneficial impact to business development effectively

With these characteristics of the hotel business, the creation of a product

of high quality hotel with great appeal for visitors is the work not only depends

on capital and labor, but also upon the capacity of managers in the operation andthe ability to combine these elements.

Along with the general characteristics for the hotel business, cateringbusiness in the hotel also offers a number of basic features such as:

- The fact of mostly guest is outside visitors not local guest is a diversecomponents This requires the enterprise of hotel catering organizationaccordance with the requirements and practices of tourists, not make people have

to follow local customs Any disregard of customers eating habits are leading tolow levels of job satisfaction and thereby adversely affect the business results ofenterprises

- Hotels are usually located in places which are far away from regular places ofvisitor’s residence, so the hotels catering have to come up with the full packedservice for tourists, including main meals ( breakfast, lunch, dinner ) and evensnacks and drinks

- The hotel must creates the conditions and methods to meet the demands forfood at the most favorable tourist destinations such as serving breakfast anddrinks at fancy places like the beach, the sports center, meeting rooms

- The catering for tourists can be known as a form of entertainment for visitors

So, in addition to catering, the hotel now also pay attention in organizingrecreational activities for visitors, combining elements of ethnic sovereignty inarchitectural decoration, the uniform of staffs or in the form of eating utensilsand dishes of the restaurant specialties

2.1.3, The organizational model in hotel industry:

The organizational model of a hotel is aligning staff with the sameexpertise together into the same or a compatible group with material andtechnical basis, under the direction and control of the head office to perform thesame job This model is characterized by the highly specialized nature, the head

of a regime, implementing agreed between management and administration,coordinating function to achieve the purpose for which the hotel set

Figure 2.1: The organization model in hotel industry

• General administration department :

General administration has the highest administrative functions of hotel

management This department has the function of design work plan, proposedregulations or rules to achieve business objectives; urge to inspect otherdepartment complete assigned work; behalf hotel venture system with externalorganizations; resolve administrative tasks to ensure the business of the hotel asnormal

• Rooms Division department:

The Rooms Division consists of two sub-departments, Housekeeping andFront Office The four major areas of responsibilities for the executivehousekeeper are: Leadership of people, equipment, and supplies; cleanliness andservicing the guest rooms and public areas; operating the department according

to financial guidelines prescribed by the general manager; keeping records ofsupplies and equipment to control inventory The Front Office is the heart of ahotel Associates of this department are responsible for the guest’s first and thelast impression of the hotel Its duty is to enhance guest services by constantlydeveloping services to meet guest needs The functions of Front office are the:

To sell and up-sell rooms; to maintain balanced guest account; to offer servicesuch as handing mails, faxes, messages and hotel information

• Human Resource Department:

As an administrator of a hospitality organization's most valuable asset itshuman resource the HR department is called on to administer employee-relatedactivities that may be critical to the continued success of the organization The

HR department's role is to support the organization by freeing up management toconcentrate on the business of doing business

• Engineering department:

The responsibilities of the engineering department of the hotel are to maintainthe hotel building, its assets, from walls, ceiling, floor fixtures therein, electricaldistribution to the hotel, sewage and water systems, fire-alarm systems and safetymethods, air-conditioning, heating and ventilation, elevators, kitchen and laundry

equipment, sound and lighting systems and so on The engineering departmenthas to keep records and maintain the smooth functioning of the equipmentwithout any hassle or disturbance to the guest

• Sales and marketing department:

A marketing manager in the hotel industry is responsible for maximizing ahotel's revenues by developing programs to increase occupancy and makeprofitable use of its accommodation, meeting and leisure facilities A hotelmarketing manager must maintain awareness of the factors that influence thehotel industry and gain a deep understanding of the needs and attitudes of ahotel’s customers A hotel marketing manager will be responsible forcoordinating marketing and promotional activities to meet customer needs,working closely with other hotel staff to ensure customers are satisfied with thefacilities and their time there

• Finance department:

The Finance and Accounting departments play a significant role in themanagement a hotel by providing the financial data used by all managers in theirdaily decision making, ensuring financially sound and thriving hotels

• Food and beverage department:

The food and beverage department is an integral place in any hotel which

is responsible for the systematic and the actual service of food and beverage tothe general public or customers as per the order in any F &B outlets Thisdepartment plays a vital role on the delivering the accurate service of food andbeverage by placing the orders from the hot or cold plates of kitchen to thecustomers table in the proper and the hospitality manner

2.2, Training F&B staff in hotel industry:

2.2.1, Concept of training and its role in HR management:

2.2.1.1, Staff training and its importance:

“Training is the process that provides employees with the knowledge and the Skills required to operate within the systems and standards set by management.”

In modern hotel business, it is all about competence in people, andespecially the employees‟ qualities The level of service quality depends on thequalities of employees The qualities are about knowledge, skills and thoughtswhich lead to a hotel’s survival and development Therefore, staff training isessential in many ways; it increases productivity while employees are armed withprofessional knowledge, experienced skills and valid thoughts; staff training alsomotivates and inspires workers by providing employees all needed information inwork as well as help them to recognize how important their jobs are

Training and development can be seen as a key instrument in theimplementation of HRM practices and policies Successful hotels always includestaff training as their important development strategy

With the development of the technologies and the whole businessenvironment, employees are requested to be more skilled and qualified Acompany needs organized staff training if wants to be competitive among others

is the key task to help everyone in the company to be more united An enterprisecould hire experienced employees or train employees to be skilled When thecompany trains their own staff, by providing and forming a harmoniousatmosphere, accurate work specification and the passion of work, team spirit will

be built between employees and management team within the process Training

of work tasks is one of the main aspects of staff training, including principles atwork, professional knowledge and skills, by offering employees these essentials,staff training helps personal abilities match with business requirements Trainingcould be enormously demanding and should be in-depth; lack of training or poor

training brings out high employee turnover and the delivery of substandardproducts and services

2.2.1.2, Benefits of staff training

Staff training enhances the capabilities of employees and strengthens theircompetitive advantage Effective training will improve the personal charactersand professional abilities Not only employees, management and organizationwould benefit from staff training, customers and guests benefit as well, because

of the received quality products and services

A, Benefits the employee

During the training, employees will be introduced what is the work is about, how

to do, what kind of role does the job play in the whole business, it helps them tounderstand their work better and also love what they do by understanding thework

After systemized training, employees will understand what important role theirjobs play, and with the information, knowledge and experiences obtained duringthe training, they will be more confident with their work, so that better serviceswill be provided

Employees gained not only professional knowledge and skills during training,training also broads their choices on setting career targets They can get theopportunity to get to know other positions, increases the possibilities ofpromotions in the meantime

Practical experience can be taught and guided in the training; employees willlearn the methods of solving problem or complaints during training

By training, employees get familiar with their work tasks, advanced knowledgeand techniques which improve their capabilities, increases productivity

B, Benefits the management

- Aids in evaluating employee performance

People who are responsible for training will find out those employees duringtraining, who are quick learners, who have better knowledge and skills, so thatdifferent methods of training can be chosen, therefore, better results will beacquired

Within the training, employees will be introduced to the principles and standards

of the hotel, together with the policies and procedures; hence hotel can sustain itsstandards and system with the help of training

During the training, employees‟ abilities and personalities will be easilyidentified by experienced trainers, or some employees are more suitable for otherpositions, hotels can adjust and make best use of employees‟ knowledge andabilities

C, Benefits the organization

Owing to the growth of productivity and better services after training, it is morepromised for the hotel to have more profits in return

Without organized training and guidance, especially employees who work withdangerous facilities, accidents are easily occurred, training can help organizations

to prevent accidents

Hotels need to develop their technologies and way of working in order to becompetitive, and staff training assures the competitiveness, because training willbring good quality, effectiveness and loyal customers to the hotels

Wastage and damages in different departments are commonly found out in hoteloperation, with the help of staff training; unnecessary wastage and damages can

be avoided Regular trainings can decrease work pressures and employee

turnover, as a result, less labor cost will be spent and better service can beachieved.

2.2.2, Characteristic and the important of F&B department in a hotel:

Food and Beverage Department (F&B) is responsible for maintaining highquality of food and service, food costing, managing restaurants, bars, etc Foodand Beverage Service is the service of Food made in the Kitchen and Drinksprepared in the Bar to the Customers (Guest) at the Food & Beverage premises,which can be: Restaurants, Bars, Hotels, Airlines, Cruise Ships, Trains,Companies, Schools, Colleges, Hospitals, Prisons, Takeaway, etc

Food & Beverage Outlets are divided in to the following categories:

- Restaurants:

There are various types of Restaurants:

Cafe in Hotels They are usually big in size with many Covers (seats),compared to other Restaurants in the same Hotel The main reasonwhy they are called All Day Dining Restaurant is because of theirhours of operation, as they are open for Breakfast in the morning toLunch in the afternoon to Dinner in the evening

their elaborate and exclusive menu with special emphasis on the veryhigh quality food they serve The emphasis being on fresh ingredientsand natural flavors or on the type of Cuisine served, or both Usuallythe operation of this restaurant revolves around the Head Chef or Chef

De Cuisine of this Outlet

• Specialist Restaurants: These are Restaurants which usually have atype of National or Regional Character or Cuisine attached to them, forexample: Italian Specialty Restaurant, Chinese Specialty Restaurantetc In some Hotels they do also sometimes have Multi CuisineSpecialty Restaurant, which literally means that Restaurant servescuisine from more than one country or the dishes on the Menu at thatRestaurant has Food Specialties from many different countries.

- Lounge:

Lounges can be found in different hotels Their main purpose is to offer Food

& Drinks in comfortable and cozy seating in relaxed surroundings There aremany kinds of Lounges ranging from a Lounge in a Lobby, Cocktail Lounge andCigar Lounge to Executive and Club Lounge on special Floors

- Bar:

Bar is a place where drinks are served There is usually a small Snacks Menutoo The service is fast and quick There are various kinds of Bars ranging fromFormal bars to Club Bars, Pubs, Pool, Bars, Wine Bars, Cocktail Bars, Beach Bar

to Juice Bars and many more

- Discotheque/Nightclub:

They are outlets where Music and Entertainment takes priority with the Food

& Drink The operation is very fast and the guest numbers are large Security is

an important aspect in these operations Music and entertainment can range from

DJ to live bands playing

- Room Service/In Room Dining:

Room Service, also known as In Room Dining It is the service of Food &Drink in Guest Rooms in a Hotel or a Resort

- Meeting and Conference Rooms:

Meeting and Conference rooms together with Ball Rooms come under theBanquets & Conference section They are a great source of Revenue in Food &Beverage Department usually in Corporate and City Hotels MICE (Meetings,Incentives, and Conferences & Exhibitions) can alone bring much revenue insome hotels in comparison to other outlets in Hotel

- Ball Rooms:

These are large Function Rooms which are primarily used for Functionsand Weddings The Staffing ratio of Full Time Staff in this section is very less asthe Function and Wedding Business can sometimes be seasonal and extra staff isusually filled in by the use of Casual Staff This Section is the most Dynamicsection in Food & Beverage with the Conference Section, which is morephysically demanding and creatively oriented

- Delicatessen:

Delicatessen or Deli is a place where guests can buy fresh produce rangingfrom Freshly Baked Bread, Cold Meat, Fresh Salads, Cakes, Home Made Icecreams and light and healthy drinks

- Others:

There are many other Food & Beverage outlets ranging from Fast FoodOutlets to Food Courts to Snack Bars which are usually stand alone or in ashopping centre

With the growing demand for well-trained professionals in Indian hotelindustry, it has become mandatory to receive formal training in the hotelindustry

Apart from the professional degree, the hotel industry places great emphasis

on excellent communication skills, good presentation skills, good listening skills,teamwork skills etc India’s hotel industry is thriving due to an increase inbusiness opportunities and foreign and domestic tourism

Food and beverage servers’ duties vary considerably from one type ofestablishment to another In fast food outlets, they often work behind countersand use computerized systems to take orders and tabulate bills In coffee shopsand cocktail lounges, they provide quick and efficient service for customersseated at tables In formal dining establishments, they carefully observeestablished rules of service and etiquette, and pace the meal according tocustomer preference

In general, however, food and beverage servers:

Food and beverage servers need the following characteristics:

 The ability to work calmly under pressure.

2.2.3, Components of training activity for F&B staff:

Organizational Objectives

Training Needs Assessment

• Knowledge is the cognizance of facts, truths and principles gained from formaltraining and/or experience Application and sharing of one's knowledge base iscritical to individual and organizational success.

Designing Training Program

Selecting the Training Methods

Building Training Plan:

-Make schedule of training

- Chose trainings means and material Select trainees and trainers

Administer Training

Evaluate the Training

• A skill is a developed proficiency or dexterity in mental operations or physicalprocesses that is often acquired through specialized training; the execution ofthese skills results in successful performance.

• Ability is the power or aptitude to perform physical or mental activities that areoften affiliated with a particular profession or trade such as computerprogramming, plumbing, calculus, and so forth Although organizations may beadept at measuring results, skills and knowledge regarding one's performance,they are often remiss in recognizing employees' abilities or aptitudes, especiallythose outside of the traditional job design

• Individual attributes are properties, qualities or characteristics of individuals thatreflect one's unique personal makeup Individual attributes are viewed asgenetically developed or acquired from one's accumulated life experiences.Although personal characteristics are the most subjective of the components, agrowing, significant body of research links specific personality traits tosuccessful individual and organizational performance

• Individually recognizing and rewarding any of these sources of expertiseprovides a strong basis for individual performance engagement However, it istheir combination that results in the unleashing of resources that are all toofrequently untapped

2.2.3.2, Training objective:

Training objective is the measurable intended end result of a trainingprogram expressed in tern of the desired behavior or skill level, conditions underwhich it has to occur, and the benchmark against which it will be measured.Developing a training plan or lesson curriculum will include a lot of detailed andspecific information, depending on what is being taught While the specifictraining steps are necessary, establishing the training objectives from the verybeginning will help to ensure a successful training The training objectives must

be clear and relevant, and most importantly, they must be communicated with theaudience that will receive the training Write training objectives down, andinclude them in the training manual or curriculum

The first step in setting objective is describing the expected performance Thetask that will be taught or perfected during the training must be clearly defined Awritten objective must contain an action verb that can be seen and measured Usewords that tell the student exactly what he or she must do, and avoid anylanguage that might be ambiguous or subjective Next, it’s important to explainthe conditions under which the task will be performed An objective must include

a description of circumstances; provide details that describe under whatconditions the task or tasks will take place, included what tools and supportmight be used, including textbooks, forms, tutorials, and other conditions If thetask is outdoors, environmental conditions will need to be addressed The thirdstep is setting standards The manager must describe what the staff will beexpected to achieve in order to have met the training objective The minimalacceptable standards must be communicated in the written training objectivesdefined how the standards will be measured The SMART acronym to make surethe training objective is going to work SMART stands for specific, measurable,attainable, relevant and time-bound This system has been used by business andgovernment leaders and training managers to institute and teach effective trainingprograms

• State exactly what the learner should know how to do with specific

objectives All objectives should be clearly defined and not subject to debate

or interpretation

• Observe and quantify the behavior with measurable objectives The

objectives should be consistent for each learner, and subject to standard evaluation

• Make sure the task or action is something that can actually be achieved with attainable objectives Setting learners up for failure will result in unmet

objectives and demoralized students

• Determine that this task is important and necessary with relevant objectives There should be nothing arbitrary or optional about the tasks written in the objectives

• Set achievable deadlines and management schedules with time-bound

objectives There can be no open-ended tasks in effective objectives Set and enforce deadlines

2.2.3.3, Training methods:

Picking the best method of training employees is a challenge for businessowners Some methods are more cost effective than others, but you want theoption that best equips employees with transferable skills and accommodatesdifferent learning styles If they can bring back skills from training, they canperform more successfully in their jobs

- Classroom Training:

To keep costs low, you can plan classroom training that only requires onetrainer, plus the cost of binders and copies of training materials One trainer canhandle classroom training for small groups of five to 10, but also large groups of

30 to 40 A trainer must make learning fun and interactive The format mightinclude new reading material for employees, graphics presentations by thetrainer, peer discussion groups, small group tasks, and employee self-reflections.Classroom training must offer feedback on what employees have learned, usually

by comparing results of pre- and post-assessments

- Web Seminar Training

Using Web conferencing software, trainers can set objectives and ways tomeasure learning It's important not to assume that employees will get allinformation needed as passive listeners in a Web seminar, or "webinar." Trainerscan design the webinar training to be interactive by using all tools in the Webconferencing software A webinar can also feature visuals and discussions amongparticipants, as long as each participant has a microphone Some webinarsoftware also enables communication over a screen chat or a video conference

- Off-the-Job Training

General adminisation department

General adminisation department

Room division department

Room division department

Employers can use off-the-job training to provide employees a chance tolearn away from their work setting Besides classroom training, employerschoose other formats such as e-learning In a self-contained e-learning program,learners can work at their own pace, moving through modules, learning newtasks, sometimes trying tasks and completing assessments E-learning caninclude discussions with other participants, scenarios in which employees mustchoose the right outcome, training videos, and games

- On-the-Job Training

This option is designed for the actual work setting or a close approximation ofthe work setting Training conditions should match work conditions as closely aspossible In on-the-job training, employees get specific instruction on their jobtasks They try new skills, such as operating a cash register or selling a service,with observation and feedback by a coach usually a fellow employee or trainer.Some businesses require employees to jump right into this type of trainingwithout classroom training because they believe immersion is most helpful forlearning the job quickly and determining if an employee is a good fit for the job

2.2.3.4, Training plan:

A training plan will help you time your form properly, avoid overtraining,and help you reach past those plateaus First step in design a training plan issetting the objectives of the training These following questions help set the rightobjective: Is it to train your employees on a new skill or to refresh them on thingswhich they already know but don’t perform too well on? What do you plan toachieve after the training is done? How are you going to assess if the training hasmet its objectives?

The next step is choosing the trainee and also the trainer: Who are yougoing to train? Are the trainees’ new employees (which means they will belearning a whole new skill set) or old employees being refreshed on a certainskill set?

After decide who needs to be trained and why, manager then need to getsuitable training material to suit the objectives of the training E.g if you aregoing to train old employees in better customer service skills then you need toget a training program related to the kind of customer service you expect It’simportant to pick the right kind of training program as the success of yourtraining depends on it.

A important step in plan a training program is fixing the schedule because

of the following reasons:

• This is the next most important part of a training plan as it cost both time and money to train people You would have to see if people can be spared from their regular work to be trained If they are new employees then you need to check how long it is going to take to train them before they can start work

• It's better in the long run to make sure that all your employees are properly trained rather than spending lesser time in training them just to meet a day’s

or week’s target

• If you want to train employees but cannot spare them from their everyday work then you may need to schedule the training time after or before work hours Of course this may not make the employees too happy

And then, after having the people, the program and the time it’s time to setthe plan into action

2.2.3.5, Training monitoring:

Program monitoring is the systematic documentation of aspects ofprogram performance that are indicative of whether the program is functioning asintended or according to some appropriate standard Monitoring generallyinvolves program performance related to program process, program outcomes orboth It is essential to making the training meaningful and keeping it on track

Monitoring the training program is essential for a number of reasons,includes:

• tracking Program implementation

• improving Program implementation

• showing whether the Program is meeting its objectives

• documenting good practice to provide a model for workforce developmentmore broadly

Ongoing monitoring of Trainee performance by supervisors is important to keep up to date with the Trainee’s progress Regular performance review is part

of ongoing professional development and support for the Trainee Regular reviewwill ensure that any difficulties the Trainee may experience in relation to meetingworkplace or university requirements are identified in sufficient time to enable strategies to be put in place to rectify them It is most effective when supervisor talk regularly with the apprentice or trainee and their workplace supervisor to:

• Discuss progress

• Identify any further support needed

• Adjust plans for training and assessment as required (if they are havingtrouble achieving competence)

• Negotiate further opportunities for training and assessment

2.2.3.6, Training evaluation:

To measure the training program, we use the Kirkpatrick’s Four LevelTraining evaluation Model The four levels are: Reaction, Learning, Behaviorand Results

Level 1: Reaction

This level measures how your trainees (the people being trained), reacted

to the training Obviously, you want them to feel that the training was a valuable

experience, and you want them to feel good about the instructor, the topic, thematerial, its presentation, and the venue.

It's important to measure reaction; because it helps you understand howwell the training was received by your audience It also helps you improve thetraining for future trainees, including identifying important areas or topics thatare missing from the training

It's important to measure this, because knowing what your trainees arelearning and what they aren't will help you improve future training

Level 3: Behavior

At this level, you evaluate how far your trainees have changed theirbehavior, based on the training they received Specifically, this looks at howtrainees apply the information

It's important to realize that behavior can only change if conditions arefavorable For instance, imagine you've skipped measurement at the first twoKirkpatrick levels and, when looking at your group's behavior, you determinethat no behavior change has taken place Therefore, you assume that yourtrainees haven't learned anything and that the training was ineffective

However, just because behavior hasn't changed, it doesn't mean thattrainees haven't learned anything Perhaps their boss won't let them apply newknowledge Or, maybe they've learned everything you taught, but they have nodesire to apply the knowledge themselves.

Level 4: Results

At this level, you analyze the final results of your training This includesoutcomes that you or your organization have determined to be good for business,good for the employees, or good for the bottom line

2.3, Factors impact on training activity for F&B staff:

Transfer of learning is critical to recognizing a positive rate of return, butmany companies fail to realize most of the influencing factors are out of thelearner’s control Identifying whether or not a training initiative is effectivedepends on how well learners are able to apply what they learned to improve jobperformance Furthermore, without a significant and observable return oninvestment, training is seen as a waste of time and valuable resources However,whether or not a learner is able to successfully transfer his or her knowledge tothe workplace isn’t wholly dependent upon the learner Instead there are manydifferent types of influential factors that affect job training, and, in fact, most ofthem do not depend on the learner

A learner must also be ready and willing to learn new information Alearner must identify the need to adapt one’s behavior and be able to learn a new