Untitled - Hospitality Maldives

“If We Fail To Plan We Plan To Fail.”
The assessment of organizational training and
developmental needs can drive bottom line.
This is achieved by integrating and aligning
the sectional (departmental) objectives with
that of the core business objective. The areas
where training and development intervention
is identified and planned for the future course
of action requires all leaders to acknowledge
the need and develop a multi functional task
force to drive organizational effectiveness.
Hence training needs assessments are carried
out in organizations by Quality assurance
leaders in participation with team leaders and
the employee needs – The “gap analysis”.
The Training And Development Needs
Assessment
This ambitious exercise seldom backfires
with the lack of vision, proactiveness and
follow-up. Training is a learning experience
that seeks a relatively permanent change in
an individual that will improve his/ her ability
to perform on the job. It involves changing of
skills, attitudes and knowledge. Development
is more future oriented and more concerned
with education than training. Management
Development activities attempt to instill sound
reasoning processes to enhance one’s ability
to understand and interpret knowledge. It
focuses on the personal growth and also on
Analytical, Conceptual and Human skills.
The keys to needs assessment are:
• Review of previous training plan.
• Quality Circles / Thinking councils.
• Performance Reviews – Departmental &
Organizational
• Business plan – Both Macro and Micro
• Guest Comments
• Audit Reports and Results
• Succession Planning tool
• Department training review results
• Departmental goals
• Department budgets
• Individual’s learning need
(Conscious In competency)
• Employee evaluation result
(Unconscious In competency)
• Business plan of the organization
• New Technology / Process
• Corporate priorities
• Diversity and Inclusion
The Diversity Issue In Training
Diversity is about differences, while inclusion
is about managing those differences.
Training is to facilitate a unique environment
where everyone can be fully participating
members of the environment. There’s also an
individual focus in creating an organization
or an environment where all people have the
opportunity to fully engage, as diversity is
integrated into key business processes.
The Maldives is now predominantly a service
and knowledge economy. As a consequence of
globalization and the multinational character
of the tourism industry, today’s workforce
is often international in the resort and spa
business, resulting in an increased need
to manage workplace diversity. The ability
to take advantage of a diverse employee
population can mean the difference between
success and failure in today’s business
world.
Managing diversity in the increasingly
international workplace with multi cultural
and multi ethnic groups has never before
been such an integral part of cultivating
competitiveness. This issue does not end
with employees; so are consumers even
more diverse. The background of customer
groups has changed as we are in a Multimillion
dollar service Industry in the Maldives
contributing to a major GDP to national
economy.
In fact, we should not only measure and track
diversity statistics (all facets of diversity -
gender, disability, age, and visible minorities),
but the managements should also be
accountable to ensure that our population is
as inclusive as possible and is representative
of the demographics of our multi-faceted
Maldivian resort employees. The key point
here is that we have created a positive work
environment through our programs, hiring
practices and recognition that being different
is something to be accessed, planned and
celebrated.
Jorely Mathew BHM, CHE, Training Manager, Soneva Gili by Six Senses, Republic of Maldives