Training and Maintaining Your Service Staff

By Juan Carlos Flores Executive Sommelier, Pueblo Bonito Hotels Resorts & Spas | October 28, 2008

We know that knowledge of special cuisine and wines is not easily acquired, but comes from the investment of time, study and money. How often we see the people we have spent months training in our restaurants or wine boutiques leave for other jobs, taking with them all they have learned from us. Here we will discuss not only motivation and incentives, but also the importance of making the small changes in our business that will encourage staff stay with us.

Understand Your Labor Pool

Having trained employees in various areas, I have seen an enormous difference between those in a cosmopolitan city where opportunities for work are relatively scarce and those in a growing new tourist-oriented locale where opportunities for work exceed the number of available employees.

It is certainly not a peace of cake to train personnel from cosmopolitan areas, but it is definitely easier. They have more competition for their jobs and don't want to lose them, so they pay more attention to any new information that can make them more skilled and improve their performance. We can teach them new things that will actualize them and create a continuous, successful training program.

This is more difficult to do in growing, tourism-driven areas. Why? Because as a general rule, people have come to these burgeoning new areas looking for opportunities to climb in the hierarchic pyramid and earn more money. There is nothing intrinsically wrong with this. Actually, it is a wonderful idea to move and take new responsibilities in the same company or in a different one. There are always attractive opportunities in these growing new cities that keep people moving from one place to another, in "Rotation." When there is a large rotation factor, it is very difficult to train people and guarantee good service.

When I worked as a wine supplier, I used to visit every food and beverage manager and restaurant owner in the area and even help them train people with wine service and basic rules for pairing wine with food. It was great fun and everyone was happy with the results, especially because they had not had to pay for the training. This was an additional service I gave them just because they were my clients. Over time, these familiar faces that I saw in my courses were improving a lot in their wine knowledge and were asking for more information and about the possibility of visiting wine regions in their own and other countries. Some of these people had additional training sponsored by their companies, the owners of the restaurants or their bosses. In each case, the cost of the courses and trips was expensive, but not in every case did it achieve a positive result for the sponsor that paid for it.

Choose a Social Network!

The social network you are looking for is not available.


Hotel Newswire Headlines Feed  

Marc Stephen Shuster
Jim McAvoy
Sherry Heyl
Carolyn Murphy
Simon Hudson
Richard Dahm
Bonnie Knutson
Richard D. Hanks
Dawn Walzak
Michael McCartan
Coming up in April 2019...

Guest Service: A Culture of YES

In a recent global consumers report, 97% of the participants said that customer service is a major factor in their loyalty to a brand, and 76% said they view customer service as the true test of how much a company values them. And since there is no industry more reliant on customer satisfaction than the hotel industry, managers must be unrelenting in their determination to hire, train and empower the very best people, and to create a culture of exceptional customer service within their organization. Of course, this begins with hiring the right people. There are people who are naturally service-oriented; people who are warm, empathetic, enthusiastic, pleasant, thoughtful and optimistic; people who take pride in their ability to solve problems for the hotel guests they are serving. Then, those same employees must be empowered to solve problems using their own judgment, without having to track down a manager to do it. This is how seamless problem solving and conflict resolution are achieved in guest service. This willingness to empower employees is part of creating a Culture of Yes within an organization.  The goal is to create an environment in which everyone is striving to say “Yes”, rather than figuring out ways to say, “No”. It is essential that this attitude be instilled in all frontline, customer-facing, employees. Finally, in order to ensure that the hotel can generate a consistent level of performance across a wide variety of situations, management must also put in place well-defined systems and standards, and then educate their employees about them. Every employee must be aware of and responsible for every standard that applies in their department. The April issue of the Hotel Business Review will document what some leading hotels are doing to cultivate and manage guest satisfaction in their operations.