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Introduction
The case of Empress Hotels Group shows that lack of skills and knowledge prevents the hotel chain to become a perfect place for travelers and tourists. A person director, Davina Rullani, understands that poor service and customer relations management is a result of old-fashioned strategies and practices adopted by the chain, Its chairman, Bob Beaver supposes that a standardized approach will not do well for the horal chain (Johnston and Graham Clark 2008). Cultural uniqueness and treatment of guests are the main priorities of the horal. Thus, this policy results in inadequate service and low guest satisfaction in all hotels.
Problem identification
In order to assess and analyze the problem pf Empress Hotels Group needs assessment and gap assessment model will be used. Needs assessment model will help to determine a gap between current and required skills and knowledge of employees (Mayo 1998). The main areas of needs assessment will be: reception service, staff training (focus on guests needs) and compliance procedures. The first step will involve an initial assessment of where professional skills and knowledge are likely to have the greatest impact in the hotel chain. Since the focus is on skills improvements and development, it is likely that professional skills and knowledge would be found useful for managerial communication, problem-solving, strategic planning, guest satisfaction leadership and supervision. Integrating professional skills and knowledge into existing procedures will be easier than creating an entirely new structure of work (Armstrong and Baron 1995).
Model Description
The needs assessment model will help Davina to identify the gaps in service delivery and create training programs for all employees. It is important in this stage to identify the skills to be covered and the specific actions involved in performing these skills. The manager will focus on the professional skills to be practiced. The hotels exist within some form of economic area that exerts a incredible influence on how they behave. One of the main influences is the law of supply and demand. Thus, because of the significant role the market plays in the daily life of hotel chains, personal manager has an obligation to familiarize the other managers both with how it operates and affects their hotels specifically (Mayo 1998).
The proposed model will help Davina to improve the situation and develop an effective strategy for skills improvements. The task of the manager will be to orients employees to the overall training/program and stipulate the key learning objectives of the plan; these outcomes are clearly presented at the outset. The personal manager will seek employee feedback regarding the basic program or questions related to any concerns that still may be present. Also, it will be possible for Davina to acclimate herself to the training environment. Employees should remain relaxed as they are guided and coached to improve their skills and comprehensively the details, thoughts, feelings, and sensations (Mayo 1998). The personal manager will guide the employees so that they place themselves fully in the new workplace environment. The gap between current and required skills and knowledge will help Danina to create specific objectives and predict outcomes of the given training experience and the ways required to acquire or experience these aims and outcomes. Upon completion of presentation, the manager will direct the employees into the next step of the process model in a natural transitional manner (Baron and Kreps 1999).
Application of the model to Empress Hotels Group
The needs assessment model will help Davina to improve service at a short period of time. It will help to keep existing culture but introduce new understanding of customer service. Employees will informed of the outcomes of the training and evaluation efforts. It will take time to refine the work procedures (Mayo 1998). There is still much to be learned about applying needs assessment model to training and development. The managers should be very willing to change methods and approaches in view of critical comments made by employees and others in the hotel chain. Careful consideration is given to the performance appraisal to make sure that ness assessment and skills gap identification has application to this management skill (Johnston and Graham Clark 2008). The program will be reviewed in step-by-step fashion and the specific actions and language to be used are identified. Because of these transformations, notions that are out of the question for years are now in action. The use of new service philosophy and the concept of comparable worth add challenge to the management of the workforce (Campbell 1997).
Conclusion
In sum, the needs assessment model will help the Empress Hotels Group to identify a gap between current skills and knowledge of employees and the required service procedures. The proposed model will help the personal manager to develop the new strategies and step-by-step skills that characterize a performance appraisal: The issue of the external environment is the skill demand that is available to the organization and the changing composition of professional skills. The practice can vary in length depending upon the background and experience of the employees and the aim of training for different positions. As a result, employees should be allowed to practice their skills and to share their own needs and work expectations. The personal manager should encourage and solicit critical feedback from the training employees in order to evolve more training programs. The needs assessment model will help the management to predict labor demands and skills shortest which can affect organizational performance in several years.
Bibliography
Armstrong M., Baron A. (eds.) 1996, The job evaluation handbook. Eds. Institute of Personnel and Development.
Baron, J., Kreps, K. 1999, Strategic Human Resources; Frameworks for General Managers. Wiley; 1 edition.
Campbell, D.J. 1997, Organizations and the Business Environment. Oxford: Butterworth-Heinemann.
Johnston, R. and Graham Clark. 2008, Service Operations Management. Prentice Hall; 3 edition.
Mayo A. 1998, Creating a Training and Development Strategy. London: Institute of Personnel and Development.
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