1. Training Need Assessment in the
Hotel Business in Bangladesh
---- A Case Study on Dhaka Westin

2. Introduction
 Training needs analysis process is a
series of activities
 identify problems and to determine
whether training is an appropriate
response.
 defines the gap between the current
and the desired individual and
organizational performances.
 usually the first step taken to cause a
change.

3. Scope of the Study
 It focuses on the training procedures
in the Hotel business.
 covers the current performance, area
of improvement and action to improve
present situation
 To get the job done more efficiently
and effectively.
 procedure can be related not only to
the other five star hotels but also to
any other multinational companies.

4. Objectives of the Study
The General goals are:
 Performance problems analysis
 Anticipated introduction of new system, task or
technology
 A desire by the organization to benefit from a perceived
opportunity
 To determine whether any training is needed
 To determine the areas in which training is needed
 To determine the gap to be bridged
 To determine desired training outcomes
 To provide a basis of monitoring and evaluation
 Analyzing Target Group Specific Training Needs
 Assessment of Institutional Capabilities to provide
Training
 Validation of Training Needs

5. Objectives of the Study
The specific objectives are to:
• Consolidate existing relevant and appropriate knowledge, materials, and other
resources in a comprehensive and easily accessible manner.
• Support the preparation of relevant country-specific case studies capturing good
practice examples of solid waste management.
• Prepare highly interactive training materials that can be adapted by local
consultants and used for certification purposes of officials and practitioners.
• Build the capacity of local training institutes and specialists to deliver training
courses, initially with support from the World Bank and other international
institutions, but with the goal of self-sustainable training capacity.
• Develop activities and lay the foundation for associations / networks to facilitate
long-term interaction and exchange of information between solid waste managers
and operators, private sector service providers, commercial / industrial waste
generators, and consultants at the national, regional, and local level.
• Develop criteria and procedures to certify trainers and solid waste operators and
practitioners according to national standards, with a goal toward longer-term
international standards.

6. Methodology of the study
Primary Sources:
 Face to face interview with the officers and clients.
To collect information both direct & indirect interviews
were taken. Structure and Semi-Structure interviews
were conducted with the concerned personnel.
 Questionnaire survey among officers and other
officials. The design of the questionnaire involves a
combination both open and close ended
questionnaires. The data was analyzed by applying
statistical formulas which are graphically presented
through charts, tables and image etc

7. Methodology of the study
Secondary Sources:
 Annual report of the Westin Dhaka
 Website of Westin Dhaka
◦ Primary data have been used more than secondary
data.
◦ Qualitative information from other literature regarding
the various divisions and their functions, operations
were used and Quantitative information from the
Annual report

8. Methodology of the study
Validity and Reliability analysis:
 Reliability is the consistency of the measurement; the results
will not change every time when testing in the same way with
the same subject. “A measure is considered reliable if a
person's score on the same test given twice is similar.” (Web
Center for Social Research Methods 1997.) Reliability can not
be measured only can be estimated.
 Validity suggests that if the measure measures what it
supposed to analyze. In short, validity is about the accuracy
of the measurement. It is vital for a test to be valid in order for
the results to be accurately applied and interpreted. Validity
isn‟t determined by a single statistic, but by a body of
research that demonstrates the relationship between the test
and the behavior it is intended to measure. (Golafshani 2003,
599 & 602)

9. Limitation of the study
 Although most of the associates were very cooperative,
reluctance to expose the big picture of some critical issues
related to this training program.
 All participants are not equally interested, & active taking part
to the training effectively, which ultimately is a cause of
hamper objectives of the training to a great extent.
 The outcomes of training are not as expected; because some
employees are not aware of the importance of training and
what they will benefit from staff training so that trainings are
regarded as normal courses to participate.
 There is a lack of good communication between management
and employees, when employees have complaints about
trainings for instance the trainings are time consuming, but
management team does not know, so that the trainings would
never be improved until they communicate.
 About one thirds of the employees felt they did not get self-
development and build self-confidence after the training,
which did not match the purpose of the trainings.

10. Literature Review
 “Training is the process that provides
employees with the knowledge and the skills
required to operate within the systems and
standards set by management.” (Sommerville
2007, 208)
 “Training, in the most simplistic definition, is
an activity that changes people‟s behavior.”
(Mccleland 2002, 7)
 As discussed earlier Staff Training is an
indispensible part of Human Resource
Management activities, more and more
companies have realized how important it is
to maintain training in the changing and
complex work environment.

11. Literature Review
 In modern hotel business, it is all about competence in
people, and especially the employees‟ qualities. The
level of service quality depends on the qualities of
employees. The qualities are about knowledge, skills
and thoughts which lead to a hotel‟s survival and
development. Therefore, staff training is essential in
many ways; it increases productivity while employees
are armed with professional knowledge, experienced
skills and valid thoughts; staff training also motivates
and inspires workers by providing employees all
needed information in work as well as help them to
recognize how important their jobs are. (Yafang Wang
2008.)
 Training and development can be seen as a key
instrument in the implementation of HRM practices and
policies. (Nickson 2007, 154-155) Successful hotels
always include staff training as their important
development strategy.

12. Training Process Cycle

13. Training Need Analysis

14. Training and Development
The Training Process
1. Assess and agree training needs
2. Create training or development specification
3. Consider learning styles and personality
4. Design materials, methods and deliver training
5. Evaluation of the effectiveness of training

15. Training Design

16. Designing a Training Program
1. Area of training content
2. Extent to which the training program
incorporates key learning principles
3 . Trainee characteristics
4. Cost of the program
5. Evaluation of the effectiveness of training

17. An Overview of Westin Dhaka
 The Westin Dhaka is owned by Unique Hotel and
Resorts Limited, This is one of the prime ventures
of The Unique Group.
 Westin Hotels & Resorts® redefine efficient service
with an effortless style and gracious attitude that
ensures a truly unforgettable experience.
 It has more than 131 hotels and resorts in over 31
countries and it has total of more than 54,231
rooms.

18. Mission Statement
 Westin will exceed customer
expectations and service, quality and
value maintaining a safe and clean
environment honoring the dignity of all
associates contributing to the
community and ensuring maximum
return to the owners.
 Its core values are Personal,
Instinctive and Renewal.

19. Training Need Assessment@ Weston
Dhaka
training programs are focused on aspects:
 Type and nature of the programs
 Duration
 Source of funding
 Target audiences
 Outreach
 Subjects covered
 Location
 Best Practices documented/shared
 Reference material/manual developed/distributed
 Institutional Subject Competency
 Participation Response in the training programs
 Motivation to Learn - amongst participants
 Level of self/institutional sponsorships
 Suggestion to enhance participation
 Feedback or training evaluation mechanism
 Suggested areas of future training
 Training of trainers

20. Questionnaire Analyses
Employees’ background Information: Gender, Age, etc:
 There are 32 male respondents and 21 female respondents
accordingly. The ratio of male to female is approximately 3:2
 The main age group in Food and Beverage department is between
18 and 25; the rest 13 respondents are in the age of 26 to 35

21. Questionnaire Analyses
Employees’ previous related working experience:
 Three out of four categories were chosen by the respondents, more
than half of the respondents have 0 to 2 years of related working
experience, that indicates that they need more training to be more
skillful and professional than other respondents do, because they
are less experienced and other respondents have received more
training throughout their past working life.

22. Questionnaire Analyses
Employees’ positions:
Main position group is “full time workers”, the other 9 respondents
belong to higher level of positions. Employees are at higher level of
positions received more training than full time worker did, more
attention should be paid to full time workers because they need to
have more trainings to improve their abilities and skills at work in
order to reach a higher level of position.

23. Questionnaire Analyses
Length of the employment:
 42 respondents have worked in the hotel for 0-12 months; they
received less training compared with the rest 11 respondents who
have been working in Westin hotel for more than one year.

24. Questionnaire Analyses
Evaluation of training:
 Most of the respondents think trainings which they firstly attended
was important, similar number goes to the choice of “necessary”,
and 8 respondents thought the first training was just a routine. No
respondents thought the first training they attended was not
important.

25. Questionnaire Analyses
Importance of training:
 As shown in the tables, 23
respondents chose “Motivates
employees and helps them to
perform better” as the most
important factor of staff training.
Then for the second importance
15 respondents chose
“Management team can
evaluate employees‟
performance” and “Motivates
employees and helps them to
perform better”. 11 respondents
thought trainings “Helps
organizational development” is
the third most important reason
of trainings. Except one
respondent considered training
not important, 16 participants
chose “Encourages self
development & self-confidence”
as the least important reason.

26. Questionnaire Analyses
Satisfaction of training:
 The results explain us that over half of the respondents were feeling
very satisfied with the organized trainings, other 25 participants do
not feel the trainings are at their best favorites.

27. Training and Development: The Westin Style
1. Apprenticeship Training
2. In-house training
3. Local training
4. Regional training
5. Overseas training
6. On Job Training
7. Language Training
8. Simulation Training
9. Certification Training
10. Cross Training
Training department draws up an Annual Training Calendar
based on the identified needs of the associates and the
eligible members

28. Training and Development: The Westin Style
BWCB
BWCB (Building World Class Brand) is a service culture training
program
There are 12 modules for this training. These are-
 1. Loyalty Beyond Reason 9. Building a
Culture of Performance
 2. Inspired to be our Best 10. Building a
Culture of Accountability
 3. Everything Communicates 11. Building a
Culture of Trust & Credibility
 4. Enriching Experiences 12. Building a
Culture of Collaboration
 5. Emotional Connections
 6. What's My Style?
 7. Instinctive Service
 8. Solutions that Renew

29. Training and Development: The Westin Style
Vita Futura
 It is a 12 month program
 Designed to attract, develop and retain talented
individuals who will become the Starwood leaders
of tomorrow

30. Training and Development: The Westin Style
Fast Track
 designed for India, Bangladesh, and Nepal
targeting the internal associates.
 helps associates in managerial or supervisory
positions to move to the next level

31. Training and Development: The Westin Style
Reward and Recognition
 A certificate of recognition signed by the General
Manager
 Lunch Coupon for 2 (Two) people
 Cash Taka 2,000.00 (Taka Two Thousand only)

32. Findings
 Room Department employees have relatively lower demands
for training than other departments.
 They have longer work experience and lower resignation rate
 The work contents of Room Department require the
employee with special knowledge & skills but monotonous,
containing a lot of labors.
 The elder employees are more stable than the younger ones.
 Departmental training need to follow up regularly to evaluate
their development. It has to be a part of the day to day
coordination work with other department
 The employees who like to attend the training are more
satisfied about the courses and also more voluntary to
receiving the training
 The training demands of the basic level workers are generally
higher than those of supervisors
 Most of the employees’ evaluation and opinions for the
training are similar – good for self-developing, no matter what
kind of education backgrounds they are.

33. Recommendation
 Guiding employees to realize that improving themselves is
the main aim of training. The main purpose of staff training in
the case hotel is to improve employees‟ qualities in order to
provide better customer service
 Increasing the communication between management and
employees by getting feedback from employees
 Helping employees to know staff training and understand the
importance of it. Human resource department could explain to
the employees about the objectives of the trainings, and what
employees will benefit from the training,
 The Training department in The Westin Dhaka is the
department which is most close to the associates' capability
building; so
 In the Training department documents should be properly
organized and maintained
 The departmental training programs are not being followed up
regularly.

34. Conclusion
 CONCLUSION
 1. Professional knowledge/skills related to current/future jobs are the
most important demand of
 training
 2. Individual backgrounds influence employees’ training demands
strongly
 3. Age, work experience & sex influence employees’ point of view &
evaluation to training
 4. Substantial gap exists between reaction and satisfaction to training
 5. The employees who like to attend the training are more satisfied
about the training courses and
 also more voluntary to receiving the training
 6. The employees are very glad to attend those training that will benefit
to their current jobs
 7. Except some critical findings The Westin Dhaka has an outstanding
ambiance of work place. All the associates feels that they are inspired
by this ambiance to be the best their best

35. Questionnaire
Part One - Training/Education
 Does the hotel have an education program?( ) YES( ) NO
 Do the education programs support the mission of the hotel?( ) YES( ) NO
 Are there training opportunities for staff assigned to the
 educational functions of the hotel?( ) YES( ) NO
 Does the hotel offer programs for school groups( ) YES( ) NO
 Are the hotel programs regularly evaluated?( ) YES( ) NO
 Does the hotel offer specific programs for the community?( ) YES( ) NO
 Are the training programs regularly evaluated?( ) YES( ) NO
Part Two - Clear purpose and goal focus (4 Yes/No questions)
Part Three - Communication skills (6 Yes/No questions)
Part Four - Time management prioritization and planning (9
Yes/No questions)
Part Five - Handling conflict and difficult people (9 Yes/No
questions)
Part Six - Positive mental attitude and inspiring others (9 Yes/No
questions)
Are you able to criticize others in a way, which makes them feel like
they are learning, rather than being told off?

36. Questionnaire (cntd.)
Part seven - Training Needs
Please prioritize your hotel’s training needs in the following
subjects, specifying the degree of priority from 1 to 12 (1 = most
wanted):
 a. Hotel Management ( )
 b. Staffing ( )
 c. Etiquette & behavior ( )
 d. Food & Recipe ( )
 e. Education/Interpretation ( )
 f. Communication ( )
 g Documentation/Inventories ( )
 h. Marketing ( )
 i. Security and Emergency Planning ( )
 j. Visitor Studies ( )
 k. Cultural Tourism ( )
 l Housekeeping ( )

37. Questions for Interview
1. Can you tell me shortly about your position and your work
tasks?
2. To your knowledge, how many kinds of training are there in
the hotel, can you please name them?
3. Can you tell me something about Passport to Success
Training Program?
4. Have you been participated in the training? How many levels?
5. What do you think are the purposes of staff training in a hotel?
6. Do you think the purposes are achieved after individual
training?
7. In all trainings, which one is more important, or do you think
they are all important, and why?
8. What are the advantages of the training system? What can be
improved? (If you think there are any disadvantages or lack.)