Practical learning, generational awareness and why “training days” need a rethink
IN the hospitality industry, great service doesn’t happen by chance – it’s built through consistent training, guidance and real-life exposure. But here’s a hard truth I’ve learned over 30 years in hotel operations, industrial catering and staff development: most hospitality training doesn’t stick.
Too often, we confuse telling staff what to do with training them how to do it – and why it matters. The result? Staff who memorize SOPs but freeze when something goes wrong. Guests who sense robotic service instead of genuine hospitality. Supervisors who follow checklists but lack leadership instincts.
Especially in a post-COVID, multigenerational workforce, we need to rethink how we train – not just to inform, but to inspire.
Training Isn’t Just for Trainees – It’s for Culture
As a Gen X hospitality leader, I grew up in a “sink or swim” era. You watched. You copied. You learned – usually the hard way. But as Millennials and now Gen Z staff fill the front lines, their learning preferences are different.
They want to understand the purpose behind the task. They value feedback. They want to feel part of a bigger mission – not just a shift.
And here’s the opportunity: If we tailor our training methods to these expectations, we don’t just build skills — we build culture.
The Three Biggest Mistakes in Hospitality Training
- One-off Training Days
I’ve attended – and delivered – countless hotel orientation programs and “training days”. They check the compliance box but rarely change behaviour. Why? Because people forget what they don’t use.
Solution: Training should be ongoing, modular and workplace integrated. Instead of dumping information in one session, break it into weekly or monthly “service refreshers”, focused on real problems staff face – late check-ins, food delays, and complaint recovery. Learning should be seen in action, not just on slides.
- Talking Instead of Learning with
Many trainers (often from my generation) rely heavily on lecturing – delivering facts and expectations. But younger generations learn better through interaction, visual aids and hands-on practice. I’ve seen Gen Z trainees zone out in PowerPoint-heavy sessions but shine during role-play or peer-led demonstrations.
Solution: Use experiential learning – simulations, shadowing, team problem-solving and peer coaching. For example, in my Service Recovery workshops, we recreate real guest complaint scenarios and let staff practice their responses. The improvement is instant – and lasting.
- One-size-fits-all Content
Every hotel team is diverse – not just in culture, but in age, experience and background. What works for an experienced Gen X staff might not resonate with a digital-native Gen Z team member.
Solution: Personalised training. For example, use video microlearning for Gen Z staff who prefer digital engagement and small-group discussions or SOP walkthroughs for older staff. Let people learn in formats that fit how they process information – not just what’s convenient for management.
A Real Story: When Training Clicked
At a resort I worked with, the housekeeping team had been trained on standard procedures but struggled with real-time guest interactions – especially when things went wrong.
We introduced short, 20-minute weekly sessions where they shared recent guest encounters and discussed what went well or what could’ve been handled better.
These weren’t formal “training” – they were casual, reflective, and led by supervisors who facilitated rather than instructed. Within weeks, complaint incidents dropped, and confidence rose.
More importantly, the team started taking ownership of their roles – not because they were told to, but because they saw the impact of their service on guest satisfaction.
How to Build a Training Culture That Works
- Make Training Part of the Daily Routine
Instead of reserving training for special days, embed it into pre-shift briefings, stand-ups and team huddles. Even a 5-minute refresher on greeting guests with eye contact can be powerful. - Involve the Whole Team
Supervisors should act as on-the-job coaches, not just administrators. Encourage peer-to-peer learning — let high-performing staff demonstrate best practices. - Recognise Improvement, Not Just Results
Celebrate when someone handles a guest issue better than before. Millennials and Gen Z, in particular, respond well to recognition tied to growth, not just performance. - Keep It Guest-Centred
Instead of teaching tasks in isolation (e.g., “how to pour water”), frame it around guest experience: “How does this action make the guest feel welcomed or ignored?” This builds emotional intelligence – something robots and manuals can’t replicate.
Final Thoughts
Hospitality is a people business. And people – whether they’re guests or staff – learn through connection, purpose and experience. In today’s evolving industry, where generational expectations and service standards are constantly shifting, it’s time we move from telling to training with intent.
If we want staff who think on their feet, respond with empathy and deliver remarkable service, we must give them the tools and the context to succeed. Training isn’t an event – it’s a mindset.
Let’s stop filling heads and start lighting sparks.
The views expressed here are those of the writer and do not necessarily represent the views of Sarawak Tribune.
