HR Corner Investment in people reaps rich rewards by Charles Mak Industry benchmark built on learning environment and reputation for excellence In today's competitive employment market, it is common for companies to employ sophisticated training and staff development systems to retain high quality staff. InterContinental Hong Kong is a case in point. The hotel prides itself on its unique learning and development (L&D) infrastructure that comprises an L&D director and an L&D manager, three field training managers and more than 60 dedicated departmental trainers. This is as much a necessity as a luxury, says Regina Chu, the hotel's L&D director. A "learn and grow" working environment helps to foster staff loyalty and to build the hotel's reputation as a preferred employer. The benefits from such a keen L&D focus are manifold. While hotel staff turnover rates reached a double-digit record high across the board early this year, InterContinental Hong Kong recorded a five per cent low. The hotel's agenda is slightly different to those of other hotels. "To start off with, we want all 820 staff members to be confident in discharging their duties and dedicated to achieving common goals," Ms Chu emphasises. While the team of departmental trainers report to field training managers who cover the L&D needs of some 80 per cent of the hotel's staff population, from the front office and F&B to housekeeping, Ms Chu and the L&D manager focus on management training, strategic planning and administrative tasks to ensure the hotel's L&D structure is intact and adequate. The L&D team holds weekly three-hour meetings to gather feedback and review progress. Panoramic view To soften the impact of any potential culture shock, new recruits take part in a two-day orientation programme, where they are introduced to the background of the InterContinental Hotels Group, the hotel's vision, mission and values, and basic information such as departmental distribution. New staff members also enjoy breakfast with the executive committee in the hotel's prized Presidential Suite, as well as a buffet lunch at the coffee shop, for a taste of the hotel's unique culture. Once recruits complete their three-month probation period, they undergo a "day-three" orientation programme, during which hotel standards are reinforced. Prior to that, recruits receive on-the-job training from departmental trainers who delineate specific job requirements and detail the working environment. Depending on job function and position, this training can last from weeks to three or four months. "Departmental trainers are handpicked to transfer knowledge and skills, helping to gear new colleagues for the job while also protecting the integrity of the hotel's SOPs (standard operation procedures)," Ms Chu explains. A year ago, the hotel installed a buddy system to help get new recruits up to speed with the hotel's workplace culture. "This helps to foster close ties early on," Ms Chu notes. "Positive results include a decline in the probationary period dropout rate." Meanwhile, buddies take pride in their role, learning responsibility, leadership and respect while gaining a sense of achievement and recognition. "This effectively prepares them for the next step up," says Ms Chu. "Staff development options are not restricted geographically" Executive floor Earlier this year, the hotel launched a 10-module leadership development programme (ALDP) for a first batch of 75 supervisory and management staff. The three-year programme covers an array of performance related training courses primarily aimed at laying the foundation for a comprehensive cultural system where knowledge and skills are enhanced and mentality modified. "Besides harnessing high-level soft skills such as coaching and influencing, the focal point of the ALDP lies in self-assessment," Ms Chu explains. "Most hotel managers started their careers in junior roles and they need to reflect on their own aspirations before they can see the bigger picture." Developed by the hotel's regional office in Singapore and adapted for a Hong Kong-specific context, the ALDP blends theoretical learning with interactive exercises, introducing a wealth of generic concepts to a strategic mix of participants from different hotel outlets. "Every department is a subculture with varying attitudes and ways of thinking. This class mix encourages a free flow of opinions, facilitates the sharing of experiences and ultimately creates dynamics," adds Ms Chu, who is the programme facilitator. The hotel's managing director and regional manager provide input by sharing their views on leadership on an ad-hoc basis. Plans are also underway to produce video clips featuring the hotel's executive committee members. Crossing boundaries In addition to in-house training, InterContinental Hong Kong also leverages several external resources, including English, Mandarin and Japanese language training programmes. The hotel assists by reimbursing staff's course fees for academic qualifications. Cross-training and overseas exposure opportunities are regular features on the hotel's training menu. "Staff development options are not restricted geographically," Ms Chu says. "They are more than welcome to apply for positions in any of the 4,000-plus hotels under the umbrella of the InterContinental Hotels Group. This we supplement with relevant training." As the group's flagship hotel, InterContinental Hong Kong organises a series of cross-familiarisation training programmes such as shadowing, attachments and meetings with overseas colleagues, including also general managers from sister hotels. Quality employer * Superior learning and development infrastructure sets industry benchmark * Focused training and buddy system preserve standard operation procedures * Leadership development programme assists executive aspirations Taken from Career Times 9 August 2008 Your comments are welcome at [email protected]