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64 BU I L D I N G T H E L E A R N I N G O RGA N I Z AT I O N Shangri-La backs this mission with a financial commitment: to spend 4 percent of payroll on training and development. Recently, training has been transformed from instructor-led delivery to experiential learning environments that include interactive group exercises and role play. For instance, a series of animated videos illustrated customer interaction scenarios and demonstrated cultural challenges. Training cascades down: the hotel general manager trains his or her subordinates, and this process continues downward until all are skilled via train the trainer. Employees who exhibit desired skills are designated as "angels" and ser ve as exem- plars for their counterparts. To ensure sustainability and maintain strong succession- planning practices, Shangri-La has developed the PASS (Prepare, Accountability, Support, celebrate Success) process, the ultimate result of which will be a database of individual skills that can be compared to organizational needs. Over 60 percent of employees have documentation of individual competencies, most of these in the key areas of leadership, management, super vision, and technical skills. Training and development activities are linked to business needs and defined objectives (ASTD, 2009, p. 59).