Hospitality Training: Introduction

In numerous posts, I have spoken of the importance of training, often something that is neglected in hospitality, often to the peril of the business (and, as mentioned in my previous post, wage costs).

While I firmly advocate training, sometimes in hospitality, it is difficult to commit too. For four key reasons:

• Staff are part time or casual, and if they are only working a small amount of hours per week, sometimes businesses to not have the budget to commit to a training program
• Team are employed to do basic roles, such as food running or dishwashing. These tasks can be commenced with minimal "handover", and as such require little training
• Often, if it is hard to employ or find team, a popular option is backpackers or travellers. But, again, it is difficult to commit to training knowing that your investment of time or money will still mean the employee will move on in a short amount of time
• The lack of care of professionalism shown by some team. Often, hospitality is viewed by young people as a gateway profession. That is, they are only doing it to earn money while at University or study before the get a "real" job. It is hard for a business or manager to be motivated to train such people.

While these are unfortunate reasons, they are a reality of the trade.

Despite this, there is a key aspect of training that is vital regardless of the size or scope of the operation, that of a initial induction.

In larger setups, such as hotels, big budgets allow the luxury of a full day induction, covering all aspects of the establishment, and ultimately, the brand.

Ironically, such inductions rarely cover the specifics of the job itself. But it does have a great advantage. It makes the individual feel welcome to the team.

So why is an induction in some measure so important?

• Initial investment. This way, you are showing instantly that you actually care about the new team member. If you are not willing to spend any time with the team from the start, will they feel welcome? Does this show that you care?
• Introductions. Introduce the team member (irrespective of their level) to the people that they need to know. Especially key managers. In a restaurant, the staff must know who the senior chefs and senior floor team are.
• Familiarity. Where are the toilets, where do you clear plates? Ensure that the team know where everything is. They must know - it is a non negotiable fundamental.
• Expectations. Make sure the team know from the first minute what they are required to do. If your business is well structured, this would involve running through a position description. Team will do there jobs alot better if they know what to do. Equally, if they don't do it, you have something to fall back on as a manager or supervisor.
• The formal processes. How to seat a guest, whether they can have a soft drink on shift, should they stand at the pass, and so on. Every business has its own basic systems. Let the team member know. Most importantly, at the beginning or end of this shift, go through pay/tax/legal issues. Do not leave these or it will always create problems later in the piece.

Finally, when first hiring an individual, do not employ a fire and forget philosophy. There is nothing quite as intimidating as starting a new job in hospitality. Especially at junior levels.

With the business being inherently clickly, it can be difficult for a new team member to feel comfortable when the team may essentially be a group of friends.

Whether at junior level or supervisory or management, ensure that someone is spending time with the new team member. And if that is not possible, make sure that a genuine openess and approach is shown.

Words to this effect make a huge difference:

"Remember, there is no silly question, ask me if you are unsure"

"Don't worry about doing (certain task) tonight, let's get the basics learn't first"

"At the end of the shift, we'll sit down for a few minutes, so you can clarify anything you are unsure off".

Such investment into new team will set a good pattern for both the individual and the business alike. Even if the manager or supervisor cannot spend quality time with a new team member (which they should) at the very least ensure that a senior team member can be on hand to shadow the new member of your professional family.