Problem
Connections: Training and Onboarding New Employees
The Chateau Whistler Hotel in British Columbia, is one of the world's leading hotels and has been named the number one ski resort in North America. With over 500 rooms, the hotel enjoys approximately 650 employees. The orientation program for new employees at the Chateau reflects the same standards that guests enjoy at the hotel. New recruits have raw talents, such as energy and enthusiasm, but have to be trained quickly in the art of excellent service.
On Day One, of the orientation program, an 'Orientation Game' is played; then new employees are introduced to the hotel (types of rooms, amenities, etc.). Following the game, the following are discussed:
1) Salary and benefits, including health care, pension plan, discounted ski passes, staff meals, food discounts, discounted rates at other properties, and health club access.
2) Employment standards, human rights and labour relations
3) Health and safety, including WHMIS (Workplace Hazardous Materials Information System) and MSDS (Material Safety Data Sheets) and the environmental program.
4) Harassment policy
5) Wellness program
6) Incentive program
New employees also receive a tour of the Town of Whistler, so that they can talk to guests about key attractions, and for employees to establish a network of friends.
Day Two is devoted to the Service Plus Program. The Service Plus Code is spelled out this way:
S = Support / E = Empathy / R = Responsiveness / V = Valuing differences / I = Interdependence / C = Caring / E = Expectations
The Day Two program focuses on the guest-employee interaction and strives to teach employees how to provide excellent service, deal empathically and effectively with problems reported by guests, and solve problems creatively. Training consists of role plays, such as handling the difficult guest. Specifically, the new recruits gain an understanding of the Fairmont's Hotel's mission statement and commitment to service, the changing service culture, and the high service expectations of the guests.
The third component of the orientation program is "Guest for a Night" during which employees who have been working at the hotel for three months, eat at the restaurants, enjoy the facilities, and spend one night in the hotel as a guest. The goal of the Guest for a Night program is to ensure that employees can talk knowledgeably about guest rooms, restaurants, and other facilities, and understand the level of quality the hotel provides. As part of the program, employees are asked to fill out a feedback survey, just like a guest. Also, at this time, employees are invited to be part of a focus group to express concerns and provide feedback about their work experiences.
Through these orientation and training programs, Chateau Whistler employees develop knowledge and skills in service excellence. More importantly, they develop a commitment to the company.
Respond to the following questions:
a) Why does Chateau Whistler invest so much time, money, and energy into this orientation process?
b) Develop both a 'cheap' and an 'expensive' way of evaluating the effectiveness of such an orientation program. As a general rule, 5 to 10 percent of the cost of a training program (i.e. orientation) should be used for evaluation depending on the complexity of the assessment.
c) If you were asked to recommend a 'foolproof system of evaluation' - one that rules out causes of success other than the training program itself - what approach would you suggest? (To fully answer this question, it may require extra reading).