Memorandum To: Malia Kahale, Director of IDS, Innovative Solutions, Inc.

From: Kelley, Leon & Patty, IDS Division

Date: 12/10/2012

Re: Needs Analysis Recommendation for Starfire Hotels & Resorts Hawaii

Aloha Ms. Kahale, Problem Tourism industry trends: According to the Hawaii Tourism Authority (http://www.hawaiitourismauthority.org), arrivals from China grew by 33% in 2011 from previous year. In addition to the increase in visitor traffic, Chinese tourists were identified as the highest daily spenders out of all visitors to Hawaii with an estimate of $371 per day. This increase has caught the attention of the hospitality industry in Hawaii who are now striving to cater operations to this growing niche market. Considering the strength of the Chinese economy, this upward trend in travel to Hawaii is expected to continue to grow. Audience and purpose for analysis: To be competitive and to provide the highest quality guest services possible, Starfire Hotels would like to train the frontline staff to speak basic Mandarin language phrases and communicate in a manner that is respectful of the Chinese culture. Upon completion of training, hotel staff should be able to welcome, greet, and exchange pleasantries in Mandarin, answer basic questions and direct the guests to the proper personnel for further assistance. Target population and service environment: The housekeeping and room service line employees have been identified as the target groups and comprise of a very diverse staff of approximately 950 hotel employees across 11 hotels. Training must be conducted while they are at work without interrupting their complex work schedules involving five 8-hour shifts over a 7-day work week. Training will run continuously until all staff has achieved a satisfactory proficiency level. Conditions As previously mentioned, the hotel staff that are being targeted for the training product is large and diverse. Therefore, it is in Diamond Head College’s best interest to produce a training that is multi-faceted and addresses different learning styles. According to research, Nisbet (2010) provides the following steps to assist students in retaining vocabulary while trying to learn a second language: 1. Say the word in English (or other primary language) 2. State the word in context. 3. Ask students to repeat the word (at least 3 times) to build a phonological representation of the word. 4. Engage the students with the word through brief activities. In group settings, have participants practice hearing and saying the word. 5. Incorporate newly learned words into daily activities.

The training produced should allow participants the opportunity to complete each of these steps to promote retention and training effectiveness. Maximizing exposure to the vocabulary and training material will encourage quicker and a more thorough understanding of the concepts. Our design team has developed some recommendations for the training that address the limitations that were set forth in the project description. Our efforts incorporate suggestions for utilizing current technologies to enhance the learning experience. Data Collection Methods Our team developed this detailed needs analysis proposal for Starfire Hotels & Resorts Hawaii, so that the greatest needs would be evident and made part of the training and to ensure that no time would be wasted training employees in things that not critical or that they already know. Our assessment recommendation incorporates a few types of analysis and three methods of data collection–interviews, observation, and an online survey. Interviews The interview method is included in this proposal for determining actual training needs. We have included individuals from the college, subject matter experts, and hotel management staff. This process may increase the likelihood of discovering the causes of problems where a survey may not. The audience is also captive in an interview situation, so it is more likely that all participants will respond and provide effective solutions to problems. Group interviews can provide opportunities for discussion of topics from varying points of view and encourage consensus and support for the project. During the interview process, participants will need to feel that the confidentiality will be respected. Collection of information using this method would be most effective if interviews are kept to a maximum of one hour in length and are held in an area free of distractions. Interviewers would be most in tune with responses if they could spend most of their time actively listening, so use of a tape recorder is helpful. Diamond Head College We recommend that Dr. Jan Ken-Po, Director of Outreach at Diamond Head College further clarify aspects of the needs analysis plan and the training project as a whole. A mind map of questions for an organizational analysis has been formulated for interviewing senior management and other stakeholders at Starfire Hotels and Resorts Hawaii. The map is included below. Starfire Hotels and Resorts Hawaii Interviews will provide DHC the opportunity to do a job analysis to identify the tasks necessary to perform well in the housekeeping and room service departments when interacting with Chinese-speaking guests. Breaking down work activities into individual points of contact will help to focus on discovering the problems, issues, or opportunities presented in each situation. Identifying those will direct the training design process. Department management is the most qualified to address job responsibilities, provide a picture of what exemplary performance looks like, compare and contrast that with average and below average work, explain the standards of excellence they seek, and describe the nuances of interpersonal contact that may be encountered. Questions have been developed for Starfire staff and can be used to guide the interviewer(s). We recommend that interviews be semi-directed so that specific information can be collected, but also partly free-form so that unanticipated issues or feedback may be revealed and expressed. DHC might consider distributing the questions prior to the interview. Giving participants some time to consider the topics may produce the best results.

Starfire interviewees are chosen from the management, supervisory, and administrative staff plus any others who are the most familiar with the employee positions and their related tasks. Individuals who have several years of experience can give qualified feedback. DHC may also want to consider choosing competent line employees as well, but only if there is an extremely high level of trust and there is no possibility that the employee would be inhibited in front of management. In turn, consider that management may be inhibited to speak freely in front of line employees. Subject Matter Experts in Chinese Culture and Mandarin Chinese Language Interview questions have also been developed for subject matter experts (SMEs) in three fields. The first group includes experts in the Chinese culture and Mandarin Chinese language. Because speaking Mandarin and exhibiting an understanding of the Chinese culture are critical points of differentiation in the competition for the Chinese outbound tourist market, we recommend that subject matter experts in those two areas play a significant role in providing information for the training. Their input will aid Starfire Hotels & Resorts in accurately setting the highest of standards and identify how the company can best meet the particular needs of Chinese-speaking guests. Questions relate to providing excellent service and resolving service problems in light of highly important cultural values. “Saving face” is important and to embarrass or offend guests, particularly in front of others, will be seen as very poor service. Being treated fairly and receiving the quality of service for which the guest believes he/she has paid is critical when initially providing a service, as well as when resolving a service problem. They expect to be respected as a valued guests and are appreciative when service providers make extra efforts to serve them well. It is a highly respected trait in Chinese culture to avoid aggressive confrontation with others in order to prevent awkward situation, so it is important to be particularly aware of the smallest suggestion of dissatisfaction. These guests prefer to achieve social harmony when in disputes by showing goodwill, diplomacy, patience, understanding, and tolerance to others. Subject Matter Experts in Ilicano and Spanish Languages and Culture Because of the cultural diversity among the people working in Hawaii’s hotel industry, a very large proportion of hotel staff speak Ilicano and Spanish as their first language, particularly in the housekeeping and culinary departments. We recommend that some data also be collected from a second group of SMEs in those languages to determine if any unique language barriers exist that would affect the quality and accuracy of information collected in this assessment or be a factor in how training is implemented or job aids are designed. Observation of Line Employees Collecting data by observing a sampling of employees in the process of doing their work is an effective method of conducting job, task, and performance analyses. Identifying the tasks required to do a job well, how tasks are done, the level of difficulty, and how critically important they are can reveal how much training may be required. In the case of Starfire Hotels, observers who are familiar with the housekeeping and room service areas of responsibility, along with Diamond Head College staff, would observe personnel as they interact with Chinese-speaking guests as they perform their duties. Breaking down required tasks can pinpoint opportunities where speaking Mandarin Chinese can help meet the needs of these guests, provide a higher level of service, and show respect and an awareness of the Chinese culture in general. Many Chinese travelers are particularly sensitive to experiences that occur upon arrival, in the guest room, and at meals, particularly breakfast. Survey for Front Line Employees

Surveys or questionnaires taken by a random sample of employees can be representative of an entire group as long as the sample is of sufficient size. Assuming a confidence level of 95% with a confidence interval of 5%, the required sample size is 274 out of the 950 line staff. In short, 29% of the staff needs to complete the line employee survey (Source: http://www.surveysystem.com/sscalc.htm). We chose the survey method to gather data from line employees because it can reach a large number of people inexpensively and efficiently and would interrupt work schedules the least. Additionally, the anonymity of a survey may yield more candid feedback and the data collected can be quantified when analyzing and summarizing for reporting purposes. The survey is broken down into four parts. The first part covers the demographic characteristics of the employees. The second part focuses on staff perceptions about their experiences, understanding, beliefs, attitudes, views, and opinions toward Chinese-speaking guests and their culture. The third section addresses practical and job-specific work activities/tasks and points of contact or interaction with these guests. Finally, the fourth section seeks to obtain information about learning styles and motivation. The link to the survey for line employees: http://bit.ly/starfiresurvey. We recommend that DHC conduct a pilot survey to a small group representative of the employees who will take the final survey. Doing this can identify potential problems and help determine whether those taking the survey understand the questions being asked, if any questions are left blank, or if open-ended questions are producing the required data. It is important to have the survey administered in exactly the same way as when the survey will be taken by the entire staff. We recommend that as many employees as possible take the survey online. It can be instantaneously disseminated, data collection is automated, and it is the most cost-effective method. Disadvantages are that response rates can be lower, computer access and literacy is required, and design must ensure that the survey cannot be taken multiple times. Because there may be computer literacy and language-skill problems, we recommend that the survey takers have the option to complete the survey in print form in English, as well as versions translated into Ilicano and Spanish. Depending on the results of the pilot survey, HDC may consider whether literacy problems warrant a face-to-face, verbal administration of the survey. The objectives are to achieve a high response rate, provide convenient access to as many employees as possible, and complete the project cost-effectively.

Interview Questions for Starfire Hotel Management General Management

• Does the hotel have a preference for one data collection method over another? • To what extent does hotel management already know the needs? How clearly is the need already being

articulated? What are they? • What types of “needs” are to be uncovered? Needs felt by the employee? Needs which management has

observed or presumed the employee has or should have? • Is learning to speak common phrases in Mandarin mandatory? • How confidential is the data? • What is the level of trust between employees and management? • What are the current procedures for handling complaints? • Problem situations can often become opportunities for increased guest satisfaction based on how those

situations are handled. What kind of supervisory support is there for taking remedial action or compensating guests to ensure their satisfaction?

• Are wages tied to performance? • How often do employees receive performance evaluations? • Will there ability to speak simple phrases in Mandarin be part of their responsibilities considered in

evaluations?

• How would you rate the general morale of the hotel’s employees? • What does the hotel intend to do with the assessment? What are the limits or plans to use the assessment

results? • Are there special comment cards for Chinese-speaking guests in guest rooms? • Are guests asked about their experiences or the level of service related to language? • Can this feedback be communicated to hotel staff? Would recognition for good service be an incentive to

learn Mandarin? • What incentives would most motivate your employees to learn to speak Mandarin? Contest with prizes?

Grand prize: a trip and hotel stay on another island with a food & beverage credit? Other? • Are printed materials in guest rooms translated into Mandarin? • Are all menus, including the room service menu, translated into Mandarin? • Are those materials readily accessible for use in communicating with Chinese-speaking guests? • Is there an in-house literacy-training program? • Do your employees have difficulty speaking or reading English? To what extent is there a language

barrier? • Do you think that your employees would be able to take a survey written in English? On a computer?

Without verbal assistance? • Can computer equipment or mobile devices be made available for employee use for the purposes of

taking a survey? For purposes of learning to speak Mandarin? Where? Employee dining room? How many are available?

Housekeeping Management:

• How are the company’s housekeeping departments structured? • Describe the job activities of the housekeeping staff and what are, if any, the most critical tasks. • Can you provide your employees’ job descriptions? • Do supervisors work amongst the staff out on the hotel floors? • Are they readily accessible to employees who may encounter situations requiring more advanced

Mandarin language skills or assistance with problems? • Does the housekeeping staff receive a briefing prior to the start of their shift? • Are there job aids that may improve performance related to speaking Mandarin (example: guest materials

in rooms? • In what specific situations do you anticipate your employees may encounter difficulties interacting with

Chinese-speaking guests? • What are the most frequent requests housekeeping staff receive?

Room Service Management:

• Describe the job activities of the room service staff and what are, if any, the most critical tasks. • Are there job aids that may improve performance related to speaking Mandarin? • In what specific situations do you anticipate your employees may encounter difficulties interacting with

Chinese-speaking guests? • Can you provide your employees’ job descriptions? • Are there any menu items that are especially problematic to serve?

Interview Questions for Diamond Head College

Interview Questions for Subject Matter Experts in Chinese Culture & Mandarin Language

Interview Questions for Subject Matter Experts (SMEs) in Ilicano and Spanish Languages

Guidelines for Collecting Data via Observation Housekeeping: What activity and conversation transpires in the process of the following housekeeping tasks:

• Greeting and exchanging pleasantries in the hallways and public areas. • Greeting guests after knocking at the door to the room. • Asking whether guests need cleaning service or items such as towels, toiletries, or other amenities. • Taking requests for popular Chinese items such as teapots, cups, hot water, slippers, and other items. • Asking whether guests would like turn-down service in the evening. • Picking-up and delivering drycleaning, shoes, etc. • Delivering requested items to hotel rooms. • Answering telephone calls requesting housekeeping related items.

Room Service: What activity and conversation transpires in the process of the following room service tasks:

• Greeting and exchanging pleasantries in the hallways and public areas.

• Greeting guests, knocking at the door to the room, and delivering meals. • Answering telephone calls taking room service orders. • Assisting guests with menu selections and describing food and beverage items. • Delivering meals and serving food in guest rooms.

Data Analysis Quantitative and qualitative data will be collected through the various methods of data collection which includes interviews, observations, and surveys. As described in the timeline below, the hotel management and Diamond Head staff interviews and frontline staff observations will take place first since their data may lead to modifications of the frontline staff survey. Below is a three-step process describing how to appropriately analyze data, using the frontline staff survey as a case study. Step 1: Organize the data Given that we are distributing the front line staff survey to 950 employees, consolidating and organizing the respondents' answers to the survey questions is of utmost importance. Since the survey was administered through a Google Survey, all of the respondents’ answers have already been collated on a Google Spreadsheet. Moreover, there is a “Show summary of responses” selection which allows for summary view of all of the responses. Quantitative data will break down responses into percentages (see Figure 1)

Qualitative data will just be listed as a series of responses (See Figure 2) Step 2: Describe the data Google survey has already tabulated all of the quantitative data to give us an audience profile(s) for each of the four parts of the survey: demographics, perceptions, work activities, and learning styles/motivations. For a quick summary of qualitative data, conduct a simple content analysis, which entails coding the data for keywords so they can be further analyzed through word frequencies. A more thorough approach may involve thematic analysis, where the data is grouped into meaningful themes and patterns. Software packages that conduct automated content analysis (http://gking.harvard.edu/readme) may be worthwhile to pursue given the plethora of respondents and qualitative survey questions.

Figure 1: Sample Quantitative Data

Step 3: Look for relationships Looking at the summary of respondents answers will no doubt give tremendous insight into how to structure the training. However, it important to look one step further and conduct a crosstab analysis which looks at the relationships between the answers. For example, in looking just at the survey results, you might notice that a 70% of the employees have access to a smartphone/ This might lead you to conclude that learning on demand training could be conducted through a smartphone application and would reach a lot of employees. Those who didn’t have a smartphone could share one with their colleagues. However, with a crosstab analysis, you find that the 51 and up age demographic overwhelmingly works the day-shift (given their seniority) and does not have access to a smartphone. Therefore, if a smartphone application were implemented, you would need to look at providing the technology and training on how to use the technology. These relationships between answers will help you micro-target training to specific audience profiles. After the interview and observation data are digitized, their qualitative data can be analyzed in a similar manner. Integrating Current Technologies Our design team has developed some recommendations for the training that address the limitations that were set forth in the project description. Our efforts incorporate suggestions for utilizing current technologies to enhance the learning experience. Suggested training methods:

Method Location Resources

Video A video will be produced featuring images and audio representations of the proper pronunciation for vocabulary in multiple languages to accommodate ESL employees. Activities in the video will

• Set up a television and DVD player in the company break room for participants to watch during work breaks.

• Provide copies for employees to take home.

• Upload to You Tube, or the

• Television (s) • DVD Player (s) • Computer • Video Editing

Software • Chinese

culture/language

Figure 2: Sample Qualitative Data

encourage interaction and provide contexts for the use of the words. A brief cultural orientation will also introduce employees to various information relevant to the services they provide.

company’s website if privacy is an issue.

SME narrator • Other language

SME’s based on primary languages for employees

• Video production team

• Graphic artist

Visual Guide A handout with visual representations of the different vocabulary words and their Chinese and English pronunciations. Basic cultural tips and reminders will also be included. The card will be translated into multiple languages for ESL employees.

• Distribute to all employees to place on their work carts.

• Allow employees to take copies home

• Printing Company

• Chinese culture/language SME

• Other language SME’s based on primary languages for employees

• Graphic artist

Mobile Device A touch screen device loaded with software and training material that teaches users vocabulary with interactive games and audio/visual representations. The mobile device will also allow access to Google translate. This will address questions or requests for which they have not learned the vocabulary or method of response.

• Secure or build device into all work carts at Starfire properties.

• Note: The mobile device could also be used for other work capacities including maintaining inventory, checklists, tasks, etc. It could streamline other processes as well as be updated over time to address different industry trends and workforce challenges or opportunities.

• Mobile devices • Software

programmer • Graphic artist • Chinese

culture/language SME

• Other language SME’s based on primary languages for employees

Flashcards Digital and hard copy flash cards featuring visual representations of items and their Chinese/English (or other primary language) pronunciation. Digital version could also include audio files.

• Distribute to all employees to place on their work carts.

• Allow employees to take copies home

• Upload to the company’s website for employees to view on personal devices.

• Printing Company (hard copy version)

• Software Programmer (digital version)

• Chinese culture/language SME

• Create mobile app • Other language SME’s based on primary languages for employees

• Graphic artist

In addition to providing on the job training, Starfire Hotels should deliver methods for accessing supplemental training material while employees are not at work. Enthusiastic employees may want to engage in extra activities and may view it as an opportunity to progress within the company. For these purposes, a guide for additional training can be distributed to all employees that include the resources listed below: Web Based Content http://www.languageguide.org/mandarin/vocabulary/ Site where you can practice basic Mandarin vocabulary. Cursor over images to hear the pronunciation in Mandarin. http://mandarin.about.com/od/vocabulary/Mandarin_Vocabulary.htm Beginners guide to speaking Mandarin with links to vocabulary, pronunciation guides and more. http://www.learnchineseez.com/vocabulary/mandarin/ Learn basic vocabulary in Mandarin by viewing photos and clicking on the play button beneath them to play an audio file with a recording of how to pronounce the word. http://www.digitaldialects.com/Chinese.htm Interact by clicking on images to hear how to pronounce the word in Mandarin. Further your understanding of concepts through interactive games that test your skills. Videos http://www.youtube.com/watch?v=XgUPjbJNHdU&list=UU-_0Fm-149GkRricmH8e2sw&index=13&feature=plcp Food names in Chinese http://www.youtube.com/watch?v=SCGv7O2ql1s Drink names in Chinese http://www.youtube.com/watch?v=367_Ll-nj70 Basic image and audio vocabulary tutorial featuring many words that are relevant in a hotel setting Mobile Apps Learn Chinese (Mandarin) Mind Snacks Mandarin Baby Flash Cards Mandarin The duration of the training method(s) selected will be based on responses received through data collected throughout the implementation process. The employees and management will be asked to provide information through surveys, observations and/or interviews to track learning progress and level of satisfaction with the selected training mechanisms. Incentives may be offered to employees to spark enthusiasm for learning the content matter and to speed the process. For example, a contest could be offered where employees have to pass a Chinese

vocabulary and culture exam with 80% or higher. Upon completion, all successful employees get entered in a chance to win a weekends stay in a luxury suite including a spa package which is redeemable at any Starfire Hotel property. Another strategy to enhance motivation is to link it to employee performance evaluations and provide clear opportunities for workplace advancement based on their response to the training material

Timeline

• November 20, 2012: Needs Analysis Outline (Submitted) • November 27, 2012: Data Collection Plan (Submitted) • December 4, 2012: Needs Analysis Recommendation (Submitted) • December 11, 2012: 10 minute briefing to DHC Outreach staff on needs analysis plan (In Progress) • December 12-31 2012: Conduct interviews and observations

o Awaiting feedback from final briefing before implementation • January 1-7 2013: Analyze interviews and observations

o Analysis of interviews and observations may lead to modifying survey questions. • January 8-14 Conduct surveys • January 15-31, 2013: Analyze surveys

o See Data Analysis section above • February 1- 28, 2013: Design Training • March 1- 31, 2013: Develop Training • April 1, 2013: Implement Training • April 1, 2013 and beyond: Evaluate and Improve Training

Conclusion We appreciate your time in looking over our needs analysis recommendations. The varied methods of data collection that have been selected should provide us with sufficient information to determine the best way to proceed. This document is only a suggested approach and we look forward to receiving your additional feedback. As you aware, we will be providing a virtual briefing on the overall needs analysis plan on December 11, 2012. If you have any questions or concerns in the interim, please do not hesitate to contact us. Mahalo! References: Hawaii Tourism Authority (2012). Retrieved December 9, 2012 from http://www.hawaiitourismauthority.org/research/reports/major-market-areas/ Lee, Yun-Lok (2007). Appraising tourism and hospitality service failure events: a Chinese perspective. Journal of Hospitality & Tourism Research, 31: 504-529. doi: 10.1177/1096348007302353. Nisbet, D. L. (2010). Vocabulary Instruction for Second Language Readers. Journal Of Adult Education, 39(1), 10-15.