Staff Training in Moroccan Hotels: A Plus or a Necessity?
27 May 2008
Read by 1645 persons
The two main goals of a hotel are customer satisfaction and achieving high revenue with a significant profit margin. It's clear that to reconcile these two objectives, several elements need to work together to ensure the customer enjoys their stay.
A customer might choose Hotel X over Hotel Y for many reasons: comfort, professionalism, welcome, setting, building, amenities...but mostly for the service. When a customer stays at a hotel, they go from being an adult to being a child, wanting all their desires fulfilled. They become demanding and sensitive; the slightest misunderstanding could be misinterpreted. But isn't the customer king? It's our job to serve them. Consistent service is key. And since staff play a crucial role in hotels, we need to develop and utilize existing human potential.
Therefore, having a training department within a hotel is essential. It's a way to contribute to a company's success. Training can be a tool for promoting employment and developing managerial skills, as well as a key part of a company's strategy.
Ultimately, training is a continuous process; the goal is to know when to start and how to maintain it. However, the right environment is needed for training to be effective. Training for prestige alone is not beneficial.
An independent structure, fully autonomous but reporting to general management, is ideal. A well-equipped center with audio-visual materials will aid trainers. The training center should be a place where all staff, regardless of rank, can improve their skills and learn the latest hotel techniques. Businesses in rapidly evolving sectors quickly realize the value of their human capital.
Any internal training system must be integrated into the company's overall policy to ensure perfect service. Once the environment is set up and resources allocated according to budget and hotel category, progress can be made.
While training principles are general and universal, each hotel or chain should have its own philosophy and methods. Training can take different forms: Firstly, general training for all staff, but especially middle and senior managers, to learn how to lead, communicate effectively, and delegate responsibilities—mastering the four cornerstones of sound management: planning, communicating, deciding, and controlling. This method brings together people of different backgrounds and levels, working through practical cases and simulations. Groups should be limited to 10-15 people for effective meetings. Secondly, on-the-job training where individuals develop skills using hotel equipment, guided by a trainer. This includes theoretical training within the hotel or elsewhere, covering reception, housekeeping, restaurants, and maintenance. Trainees familiarize themselves with their work environment.
What about Morocco?
The situation is mixed. Few hotels or chains prioritize training. Sporadic efforts are made with foreign speakers who share their knowledge but not necessarily their practical expertise, given time constraints. International chains have revolutionized the sector; intentions were good but they faced challenges in know-how and technology transfer: what works in London or Chicago might not work in Morocco. However, we should acknowledge these chains as pioneers. They created training centers. Ideally, they would take it further. It's a long-term effort requiring rigor, precision, and patience, as results only appear in the medium to long term. Managers must identify needs, plan training based on schedules and occupancy rates, evaluate results, and monitor progress continuously.
The goal of training is to maintain high skills and motivation. Successful training is reflected in improved service, increased productivity, reduced costs, greater flexibility, a positive work environment, and higher customer return rates. Training also ensures business longevity by transmitting company culture and fostering pride in working for a specific hotel. Training is an advantage if a hotel seeks prestige or wants to keep up with competitors.
However, training is primarily a necessity for any tourist or hotel business that wants to grow, build a lasting foundation, and project a serious and dynamic image. The budget allocated is significant, but you can't get something for nothing. Is training the only factor for developing our hospitality sector? Are there other factors such as marketing, staff, and the relationship between schools/universities and hotels?
Hassan ADO
Posted on February 3, 2009
Jeunes du Maroc
A customer might choose Hotel X over Hotel Y for many reasons: comfort, professionalism, welcome, setting, building, amenities...but mostly for the service. When a customer stays at a hotel, they go from being an adult to being a child, wanting all their desires fulfilled. They become demanding and sensitive; the slightest misunderstanding could be misinterpreted. But isn't the customer king? It's our job to serve them. Consistent service is key. And since staff play a crucial role in hotels, we need to develop and utilize existing human potential.
Therefore, having a training department within a hotel is essential. It's a way to contribute to a company's success. Training can be a tool for promoting employment and developing managerial skills, as well as a key part of a company's strategy.
Ultimately, training is a continuous process; the goal is to know when to start and how to maintain it. However, the right environment is needed for training to be effective. Training for prestige alone is not beneficial.
An independent structure, fully autonomous but reporting to general management, is ideal. A well-equipped center with audio-visual materials will aid trainers. The training center should be a place where all staff, regardless of rank, can improve their skills and learn the latest hotel techniques. Businesses in rapidly evolving sectors quickly realize the value of their human capital.
Any internal training system must be integrated into the company's overall policy to ensure perfect service. Once the environment is set up and resources allocated according to budget and hotel category, progress can be made.
While training principles are general and universal, each hotel or chain should have its own philosophy and methods. Training can take different forms: Firstly, general training for all staff, but especially middle and senior managers, to learn how to lead, communicate effectively, and delegate responsibilities—mastering the four cornerstones of sound management: planning, communicating, deciding, and controlling. This method brings together people of different backgrounds and levels, working through practical cases and simulations. Groups should be limited to 10-15 people for effective meetings. Secondly, on-the-job training where individuals develop skills using hotel equipment, guided by a trainer. This includes theoretical training within the hotel or elsewhere, covering reception, housekeeping, restaurants, and maintenance. Trainees familiarize themselves with their work environment.
What about Morocco?
The situation is mixed. Few hotels or chains prioritize training. Sporadic efforts are made with foreign speakers who share their knowledge but not necessarily their practical expertise, given time constraints. International chains have revolutionized the sector; intentions were good but they faced challenges in know-how and technology transfer: what works in London or Chicago might not work in Morocco. However, we should acknowledge these chains as pioneers. They created training centers. Ideally, they would take it further. It's a long-term effort requiring rigor, precision, and patience, as results only appear in the medium to long term. Managers must identify needs, plan training based on schedules and occupancy rates, evaluate results, and monitor progress continuously.
The goal of training is to maintain high skills and motivation. Successful training is reflected in improved service, increased productivity, reduced costs, greater flexibility, a positive work environment, and higher customer return rates. Training also ensures business longevity by transmitting company culture and fostering pride in working for a specific hotel. Training is an advantage if a hotel seeks prestige or wants to keep up with competitors.
However, training is primarily a necessity for any tourist or hotel business that wants to grow, build a lasting foundation, and project a serious and dynamic image. The budget allocated is significant, but you can't get something for nothing. Is training the only factor for developing our hospitality sector? Are there other factors such as marketing, staff, and the relationship between schools/universities and hotels?
Hassan ADO
Posted on February 3, 2009
Jeunes du Maroc
