Удосконалення системи внутрішнього навчання персоналу вітчизняного підприємства готельного бізнесу

Abstract

У статті розглянуто шляхи удосконалення системи внутрішнього навчання персоналу компанії за рахунок впровадження модульної системи та системи дуального навчання. Встановлено, що регулярна перевірка знань покращила середній відсоток правильних відповідей серед працівників, які пройшли навчання. Проте виявлено деякі недоліки, серед яких необхідність відвідувати заняття щодня, що викликає невдоволення працівників, недостатньо часу для самопідготовки; тривалий робочий день без перерв.

The article discusses the ways of improving the system of internal training of the company's personnel. A systematic approach was chosen as the key approach to the new staff training system. The modular system and the dual training system were adopted as specific approaches to employee training. Two subsystems of internal training were used: an on-the-job training system (mentoring with additional methods and performance measurement) and an off-the job training system (lectures, training sessions and exams). As part of the study, lectures and training programs were developed and improved in accordance with the training model, which was borrowed from existing training programs for employees of the company under study, so the costs of testing the new training system were insignificant. As a result of the study, it was found that regular testing of employees' knowledge of theoretical questions improved the average percentage of correct answers among employees who received training. Despite the positive effectiveness of the program, the following problems were identified: the need to attend classes every day, which causes employee dissatisfaction (if materials are provided remotely); not enough time for self-training; long working days without breaks. As for on-the-job training, workers resisted the proposed changes. To determine the degree of resistance to change, the questionnaire of H. Rampersad was used, according to which the total score ranged from 20 to 60 points, while 40.667 points corresponds to the average level of readiness for change. As part of the study, the most problematic factors of resistance to change were determined. According to the results, the investigated company does not pay enough attention to the development of new skills of employees directly involved in the change, that is, to the training of mentors to transfer experience and skills. In addition, not all key people in the company are involved in the decision-making process. Therefore, special attention should be paid to the training and selection of future mentors, as well as decision-making methods used in the training process