After analyzing the development of our people, we’ve learnt that all rank-and-file and supervisory-level employees can be trained within three months-if we choose people with the right attributes.
During the hiring process, we focus on attitude and personal attributes. For supervisory-level roles, we also look for leadership potential. We’ve learned not to compromise on numerical ability for key roles like sales, front office, and cash handling—so we administer a simple algebra test when candidates don’t have at least a credit in high school mathematics.
For roles requiring long-to-acquire skills (e.g. maintenance, chefs), we screen for relevant experience.
Orientation and Training
All new recruits undergo orientation and are then assigned to departments, where the department manager is responsible for job skills training. Each department runs a 13-module training program, designed for repetition:
13 modules × 4 quarters = full reinforcement 4 times every year
Staff take turns being the trainer, following a learn, practice, teach methodology.
By the time they teach a module, their confidence and perspective reach a new level.
Developing Department Heads
We’ve found that almost any team member can grow into a department head, even if they didn’t come from that background. Here’s how:
We rotate them through every task within a department on a timeline that allows them to build competence quickly.
This creates multi-skilled teams who can support each other through surges or absences.
Simultaneously, we train them in soft skills and leadership:
Quality Control Circles (QCC)
Lean Manufacturing
5S Methodology
Cross-functional teamwork
These exercises expose them to challenges outside their areas of expertise, developing them into well-rounded professionals.
Investing in Specialized Skills
We send staff for external training, and if the cost is equivalent to one month’s basic salary, they are bonded for 2 years. The bond isn’t about control—it’s about reinvestment: if someone leaves early, that fund helps us train someone else.
During critical periods like hotel openings, we occasionally make compromise hires due to time pressure—but we continue to recruit actively for a better fit.
Final Thoughts
People development isn’t about one-off trainings or motivational talks—it’s about structure, repetition, and belief in human potential. With the right systems and mindset, anyone can grow into something remarkable.
✅If you want a resilient team, invest in attitude, train with purpose, and don’t be afraid to rotate, stretch, and teach. People are the most renewable asset in your business.
