Ritz carlton hotel company case study Example | Topics and Well Written Essays - 750 words

Ritz carlton hotel company - Case Study Example However, for the success of the hotel, Mene emphasized on the issue of the importance of human resource and specifically on hiring new employees that would blend new competences and diversified ways of doing things. According to, Mene, this would make clients to experience new different things that caters for their needs. Indeed, barely two years after focusing on integrating new employees with new training, Ritz-Carlton won the Baldrige Award in 1992 for its outstanding standards in the hospitality industry. In this regard, it is evident that subjecting new employees to a longer training could be termed as one of the strategies of ensuring quality of services in the hospitality industry (Pandey 239). An elaborate training especially for a new hotel would enable the hotel to identify and target the required skills by the employees that would enable the hotel to meet the needs of the customers of the newly found market. In addition, studies have documented that subjecting employees in extensive training helps employees acquire better customer service skills and productivity improvements (Adegoke 10). In fact, subjecting employees to extensive training assures the employees that you value their contribution to the hotel. Such a training schedule builds employees’ self esteem. When employees are well and extensively trained, they tend to feel up-skilled to execute new and complex tasks, which make them feel motivated. Disadvantages of extending the seven days training for the Ritz Carlton hotel company On the other hand, in a way, subjecting employees to a long training session can make them feel threatened or make them feel not competent enough to take up the task. This may make them bored and lose interest in working for the hotel. In addition, overtraining employees can be a costly exercise especially for a new hotel. It is also apparent that such an extensive training even before employees start working can make them focus much on theory than applicatio n, which is necessary and part of training (Wentland 7). With these deliberations, I would not advocate for lengthening the 7- day training. Instead, I would keep the 7- day training schedule and concentrate on subjecting employees to further training sessions after the hotel opens. This of course would ensure that different employees would be subjected to training programs that they appear weak in and enroll them to improvement programs of the areas they are good in. Qn. 2 It is apparent that opening a new hotel is different from managing an already existing one. This is arguably true because a new hotel opening process involves bringing every department into operational right from the scratch. First, McBride should consider development of the new site. The hotel should be in a secure location and as attractive as possible (Wild 69). Tourists and hotel customers need to have a hotel that is in a secure location. Besides, the facility should be of distinct quality. It should be attr active and fitted with modern facilities. In addition, McBride should also consider putting a proficient workforce in place. The newly established hotel should be in a position to attract customers as quick as possible (Salver 72). The workforce should be well trained and with required skills and competent enough