Which is better - to train from scratch or to retrain anew? Starting with a blank canvas rather than painting over an incomplete picture appeals to many but lets face it, it is rarely available.

Already, to recruit the ideal hospitality professional in any department is not an exact science or an easy task in itself. When taking on a new member of staff, the more they know and can do well, the better. The initial aim for many is to introduce and standardise as many of the job functions as possible.

Many aspects of training in any of the operations departments is based on timeless principals that change a little with modernization and embrace the new trend or style which is great for training. The basics remain the same. Following the basics comes the education into the brand outlook or establishment competitive difference.

The preferred style of training programme by many hotel trainee managers is cross training. Whilst in the past, trainees probably would have had a taste of all the department before graduating with a diploma, nowadays they are less likely to pay their own way through college and gain this vital working insight.

If introduced to each the department, the trainee discovers the current difficulties and problem areas, needs and focus, safety procedures, areas of maintenance, new health and safety regulations, booking sheets etc. When given time to work the department, the trainee gets a good working overview which stands them in good stead for GMship.

Moving on to the next department, the Manager-to-be learns the Back house and front house. Spending 3-6 months in the F&B, housekeeping, office etc depending on size of department and complexity of function they not only discover and assess their real interest and ability but also fast track they route to GM.

Questions that remain are whether trainee managers are expected to be the best in the department? Traditionally yes, managers were judged and promoted on their ability to ‘do' as well as supervise, delegate and facilitate. However, nowadays the expectations that staff have on their managers and managers on themselves are changing. Whilst it is good to be technically good at all the jobs and the ability to turn a hand to do when needed  wins respect, the team philosophy leans toward looking at the department as a whole. Each member contributes a skill and strength to make up a whole, the manager facilitates.

Management is very much a people oriented job. It is still essential in many cases to achieve a level of competency in some technical skills but it is essential to excel in communication and people appreciation. To win respect, set standards and watch for dips in moral requires a trained eye. From problems need to come a working dialogue, motivation strategies and technical solutions for example.

Current 5 star Hotel Managers agree that the new generation need training. They are also very acknowledging that managers want an attractive package deal, with salary and good conditions as well as structured moves. There focus of the giants is also comparative. They need their managers to have a good experiential knowledge of how an operation works and at the same time a focused eye on developing and maintaining a competitive edge.

A further comment that comes from the agreeing managers is that the transitionary time from student to trainee to manager are tough. The studying has really started and fast track packages, mean fast track. Long hours can be wearing and clarity is often lacking as many an issue looks different to how it did from the inside of a classroom. Moving beyond the limitations of the text books to where case studies don't seem so clean cut critical and analytical skills become initiatives and real working solutions.

Along the path toward success are the feelings of frustration and inadequacy. Success is very much about working through the tough times and developing realistic expectations of self, teams, guests and the hotel as a whole. Persistence doesn't come from easy stream and fast track needs determination.

For the graduate, the choice of brand and hotel group becomes critical as each has its own style of in-house training. Familiarity and research is the key. However, all is not lost if further down the track there is a desire to change. 4/5 star sectors head hunt from competitors. The brands have many things in common, least of all a desire for excellency.

SpotLight is the weekly column exclusively written for 4Hoteliers.com by Sarah Muxlow, it is highlighting the challenges and issues which the global hospitality is facing today.

Sarah is writing for hotel and restaurant owners, hotel chain managers, producers/growers/sellers of food & beverage, restaurant associations, governing bodies and hotel schools. She is looking at the problems they face...competition, trends of branding, staff shortages, unskilled staff, turning out students who are looking for good in-house management training schemes with hotel chains, what makes a good quality training course at a hotel school and more... 

www.writeup.com.au