Once the trainees have joined, orientation is normally done. This process is mainly concentrated on making sure that the trainee gets an exposure to the Delta Hotels Culture: whatever is expected of them and the backing they receive. They then spend some time on initial training: mostly, half of this period is consumed in the operational department while the other half is spent in classroom. This process is supervised closely by the skill trainer or the manager (Kaufman et al., 2000). There after, a period of rotating assignments follows. Throughout this period, the technical and behavioral skills have to be completed.
Delta employees’ training programs give the company an advantage of retaining the best and talented workers. The program kicked off by initiating a process of a diligent recruitment process. In addition, the organization has taken the initiative of training its employees about the measures or ways to become productive in a working environment (Jayawardena et al., 2013). The training program entails factors that would assist the workers to co-exist within their workplaces. The training of the employees is accessioned by holistic approaches, where competence and the experience of the selection committee are pertinent. The training program uses approaches that would enable the employee to get a full understanding of the working environment and be able to identify open opportunities for the organization.
Lastly, training of the staff is mainly driven by the human resource managers and the managers of the respective departments that are hiring (Cooke, 2003). At Delta Hotels, an employee is taken as both staff and internal customer. Therefore, satisfaction should be revealed by the staff even before the same is extended to the external customer. The training of the employees is accessioned by holistic approaches, where competence and the experience of the selection committee are pertinent.
References
Kaufman, B.E. and Taras, D.G. (2000) Nonunion Employee Representation: History, Contemporary `Practice, and Policy, M.E. Sharpe, 2000.
Jayawardena, C., Lawlor, F., Grieco, J. C., Savard, M., & Tarnowski, M. (2013). Challenges and innovations in hotel operations in Canada. Worldwide Hospitality and Tourism Themes, 5(2), 177-189.
Cooke, W.N. (2003) Multinational Companies and Global Human Resource Strategies, Greenwood Publishing Group, 2003.
