Written by and copyright Gary Dessler, PhD. CHAPTER 8 - TRAINING AND DEVELOPING EMPLOYEES 303 The team developed separate training programs for each of the percent of employees scoring at least 90% on Hotel Paris's values hotel's other individual job categories. For example, it retained a spe- and percent room cleaning infractions) improved markedly. They knew cial vendor to create computer-based training programs, complete with from previous analyses that these improvements would, in turn, drive interactive scenarios, for both the front-desk clerks and telephone op- improvements in customer and organizational outcomes, and strategic erators. As with all the new training programs, they had these trans- performance. lated into the languages of the countries in which the Hotel Paris did business. The team chose to stay with on-the-job training for both the Questions housekeeping and valet/door person job categories, but formalized 8-24. Based on what you read in this chapter, what would you have this training with special handbooks for each job category's supervisory suggested Lisa and her team do first with respect to training. staff. For assistant managers, the team developed a new videoconferparticularly in terms of the company's strategy? Why? ence-based online training and development program. In this way, the 8-25. Have Lisa and the CFO sufficiently investigated whether trainnew managers could interact with other assistant managers around ing is really called for? Why? What would you suggest? the chain, even as they were learning the basics of their new jobs. 8-26. Based on what you read in this Dessler Human Resource Lisa and the CFO were not at all surprised to find that within a year of Management chapter and what you may access via the Web, instituting the new training programs, scores on numerous employee develop a detailed training program for one of these hotel capabilities and behavior metrics (including speed of check-in/out, positions: security guard, housekeeper, or door person