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

Ritz carlton hotel company - Case Study ExampleHowever, for the success of the hotel, Mene accent on the issue of the importance of human resource and specifically on hiring current employees that would blend new competences and diversified ways of doing things. According to, Mene, this would read clients to experience new different things that caters for their needs. Indeed, barely two long time after focusing on integrating new employees with new discipline, Ritz-Carlton won the Baldrige Award in 1992 for its undischarged standards in the hospitality industry. In this regard, it is evident that subjecting new employees to a longer cookery could be termed as one of the strategies of ensuring quality of services in the hospitality industry (Pandey 239). An elaborate teach peculiarly 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 clients of the newly found market. In addit ion, studies surrender 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 order of business builds employees self esteem. When employees are well and extensively trained, they tend to feel up-skilled to execute new and interwoven 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 get 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 emplo yees scoop working can make them focus much on theory than application, 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 gap a new hotel is different from managing an already existing one. This is arguably true because a new hotel possibleness 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 locatio n. Besides, the facility should be of distinct quality. It should be attractive and fitted with innovative facilities. In addition, McBride should also consider putting a proficient workforce in place. The newly constituted 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