Training

Training for retention

The hospitality industry has grappled with high attrition rates for long. However, a trainer can assist the HR function in retaining employees, says Aishwarya Mudaliyar, assistant manager - training, The Park Bangalore

Aishwarya Mudaliyar Assistant manager - training, The Park Bangalore

Today the hospitality industry is faced with a crisis that has bogged it down for long. High rates of attrition. Though it was always a problem, the frequency of the churn is higher. Also, there has been a noticeable drop in commitment levels. In the city of Bangalore, for instance, base level employees in hospitality operations are leaving for greener pastures abroad - some of them having barely completed three months at their job, especially in the F&B department. The main reasons for this exodus is a promise of better salaries - tax free in some cases, a higher standard of living and the lure of foreign shores. The preferred destination is the Middle-East, which is a stepping stone to better opportunities in Europe.

Bangalore blues

It is not only quantity, but also the quality, that has raised concerns. The city is facing a unique problem - that of language skills - especially English, that was previously not the case. Additional training is required to build fluency in the language. This is not only required to enable smooth communication, but also boost the confidence of staff members not well-versed with the language.

Additionally, attrition adds to the cost of selection and recruitment. But is the industry that uncompetitive today? Entry level salaries have increased to Rs 5000-6000, while management trainee level salaries begin at Rs 15,000. Increments at periodic intervals, based on the individual's performance ensure that salary levels don't stagnate but keep up with the industry. Having said that, the hospitality industry's pay scales still cannot compete with those of the IT industry.

But it isn't monetary reasons only that contribute to high attrition. There are qualitative factors, too which cause the churn, such as a perceived lack of recognition of an employee's contribution to a company.

Trainer to the rescue

Location courtesy: Novotel, Hyderabad

The work culture of The Park is well known. In the Park, Bangalore, we conduct approximately 1000 hours of training yearly. Each employee receives 30-35 hours of training in a year. The trainer plays an important role, coming to the assistance of HR to help motivate, train and thus retain employees. Perhaps the most important training is induction training, where an employee is introduced to the organisation, its philosophy and value system. We conduct specialised training sessions too, for instance, language training, dining etiquette, etc for the F&B staff. Sometimes we also outsource this function to external training agencies.

A point to be noted is that at the foundation level, growth does not necessarily take place rapidly. Commitment to the job is a criterion for growth. Rewards are not necessarily based on longevity at the job, but rather on the objectives set and achieved in Key Result Areas. For instance, as an incentive, we send top line managers to a leading international school for training. But there is no reason why a young high performer cannot achieve the same. The Park has a culture to fill vacancies internally. Classroom training is as important as on-the-job training. For our management trainees, we provide three months of classroom training which is conducted at the Apeejay Institute of Hospitality at Navi Mumbai, and three months of on-the-job training across the brand, where they train at their department of choice.

Speed bumps

One issue a trainer grapples with is conducting the same training repeatedly, owing to a large turnover. Also, it is important for a trainer to speak in the same language that the organisation uses to speak to the employee; else this inconsistency can create a problem with respect to the message conveyed. Today managers are young, perhaps as young as the staff in their team. Thus good training to impart people management skills is important, as the traditional age gap between managers and their staff is nearly non-existent. Also, the staff needs to be receptive to training in order to receive the full benefits of it. At the senior level we conduct 'train the trainer' programs in which the Head of the Department or the senior is trained to become a de facto trainer to their team. An observation in this regard is that training needs to be approached with an open mind. In some instances, managers might discount the importance of classroom training over on-the-job training. In conclusion, it is imperative for a manager to not only impart training, but also to imbibe it.

As told to Neeti Mehra