Simon Sung (middle), group director of human resources Bernard Kwok (right), human resources officer and recent management trainee programme graduate Kelly Harrison (left), learning and development manager Sino Group of Hotels Photo: Nolly Leung

Home-grown hotel group sees staff training and participation as vital to development success

In an industry with a consistently high staff turnover, hotels must take constructive measures to retain quality employees and ensure long-term success. Bearing this in mind, recruiting the right candidates are at the heart of the Sino Group of Hotels' corporate culture.

The group's management trainee (MT) programme is a highlight of its talent-management strategy, according to Simon Sung, group director of human resources, Sino Group of Hotels. "We invest considerably to groom the next generation of leaders, as both our business and the industry continue to grow at a fast pace. In the face of fierce competition for competent staff, training and a structured career path are essential to retain top candidates," he says.

Among the group's portfolio are four Hong Kong-based hotels: the Royal Pacific Hotel & Towers, the City Garden Hotel, the Hong Kong Gold Coast Hotel and the Island Pacific Hotel. Trainees on the 18-month programme get extensive practical exposure. In the first year, they gain essential hotel-operation knowledge and skills through rotations across different departments. The last six months focus on functional training.

Participants benefit from monthly sharing sessions on various topics with senior executives, and from direct interaction with general managers. A mentorship scheme ensures that they receive ongoing individual guidance.

Active involvement

Personal exchanges with department heads and group directors were instrumental to shaping his career aspirations, says Bernard Kwok, group human resources officer, Sino Group of Hotels, and recent graduate of the MT programme. Visits to different hotels and training institutes also enhanced his insight into the industry.

Mr Kwok, who accompanied the management team on a few trips to Taiwan and the mainland to investigate opportunities for new hotels, believes the programme stands out because of the opportunities it offers trainees to get involved in development projects in Hong Kong and beyond.

"It was an incredible privilege for us to be able to play an active role in our group's business expansion," he points out. "And after we completed the programme, management continued to give us the chance to participate in expansion projects."

The group annually reviews the MT programme, consulting graduates for suggested changes, says Mr Sung. The organisation also revises the recruitment process for the training every year. "We visit local university campuses and are open to hiring graduates with backgrounds other than hotel management or hospitality. This adds a variety of perspective and experience to our workforce."

Promotion from within is a key focus. With their distinctive market positions and customer bases, the Sino Group's hotels work together to meet human resources and training needs. The training team runs courses for staff at all four hotels, bearing in mind their particular development plans. Management and the human resources department work closely with the establishments on anything from operational issues to staff management, including hiring.

"Our corporate culture emphasises hands-on participation by all staff, and especially management," Mr Sung stresses. "We share our philosophy of 'To see, and to be seen', so that junior team members are motivated to work hard, knowing that their seniors are putting in the same amount of effort."

Skills enhancement

The Sino Group of Hotels recently appointed a native English-speaking learning and development manager, Kelly Harrison, as part of its commitment to training. Newly revamped language training modules incorporate soft-skills elements, such as presentation and persuasion. Ms Harrison's role involves frequently meeting with department heads to discuss, design and implement new training programmes in line with the group's expansion plans.

The training is an integrated part of staff's daily routine, incorporating anything from short daily memos on writing and other functional skills to courses focusing on social and conversational skills for larger groups of employees, notes Ms Harrison. She tailor-makes programmes to enhance staff competencies as well as confidence, and to complement each hotel's specific needs.

"So far, the response has been good and employees have even taken the initiative in some cases. In one instance, a member of the food and beverages team approached me about brief training sessions for the waiting staff."

Language training also features intensive Mandarin lessons taught by qualified teachers, Mr Sung notes. Another important channel is team building to enhance staff members' sense of belonging to the company. The group also plans to collaborate with renowned overseas universities in the near future to run executive training for future corporate leaders.

"Since our business models and staff profiles are constantly changing, we're always exploring new avenues to improve the skills of our workforce. We believe it's vital to communicate closely with our team members, so that they know they can count on us," Mr Sung concludes.

Effort pays off

• Training and a structured career path are essential to retain top candidates
• Management trainees get extensive practical exposure
• Candidates have the chance to play an active role in group's business expansion
• Corporate culture emphasises hands-on participation by all staff

Taken from Career Times 20 April 2012, B8