ADDIE Model Hotel Customer Service Training Plan
This paper presents a structured employee training plan for a hotel experiencing declining customer service ratings. Using the ADDIE (Analysis, Design, Development, Implementation, Evaluation) model as its framework, the plan addresses two core problems: employees lack basic customer service principles, and they have no cross-departmental awareness. The proposed training involves mandatory, hour-long classroom sessions with simulations and discussion, delivered to mixed-department groups of 15–20 employees. The plan outlines delivery logistics, budget considerations, pilot testing with department heads, and post-training reinforcement strategies. Ultimately, the initiative aims to shift employee attitudes from a siloed "not my department" mindset to a hotel-wide, customer-focused culture.
- Introduction: Identifying the Customer Service Gap: Diagnosing hotel's declining customer service ratings
- Training Goals and Core Content: Two-part training: service principles and cross-department awareness
- Delivery Format and Logistics: Classroom sessions with simulations in hotel facilities
- Session Structure and Learning Principles: Short sessions leveraging latent learning theory
- Staffing, Budget, and Group Size: HR-led training, $20,000 budget, groups of 15–20
- Pilot Testing and Reinforcement: Department head pilot and supervisory follow-up
- Attitude Change as the Central Goal: Shifting employee mindset to hotel-wide customer focus
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What makes this paper effective
- The paper applies a recognized instructional design framework (ADDIE) directly to a real-world organizational problem, grounding the proposal in established theory rather than opinion alone.
- It balances practical specificity—session length, group size, budget figures—with broader strategic reasoning about attitude change and culture shift.
- The inclusion of a pilot testing phase with department heads demonstrates awareness of implementation risk and iterative improvement.
Key academic technique demonstrated
The paper uses a framework-driven proposal structure: it names its guiding model (ADDIE) at the outset, then systematically works through each practical dimension of training design. This approach shows how academic frameworks can be applied directly to professional contexts, making abstract models actionable.
Structure breakdown
The paper opens by diagnosing the problem through customer feedback and competitive benchmarking. It then specifies training goals, content, delivery format, session design, resource requirements, and pilot procedures before closing with a reflection on attitude change as the deeper objective. This moves from problem to solution to implementation to cultural impact—a classic applied proposal arc.
Introduction: Identifying the Customer Service Gap
The ADDIE model for training — Analysis, Design, Development, Implementation, Evaluation — reflects the five steps required to bring about an effective training program (Culatta, 2013). The hotel has had ongoing issues with customer service. At the heart of the problem is that each department operates separately, and the training reflects that siloed structure. Customers see "hotel employees," but the employees see themselves as part of a specific department. In many cases, employees have received no customer service training at all; in others, they have had no cross-departmental training. As a result, customers frequently engage with employees about an issue but are unable to gain any resolution.
Online reviews indicate a growing level of dissatisfaction with our service quality, and that dissatisfaction is not matched by equivalent critiques of our competitors — we are lagging behind the local industry. This performance gap provides the justification for a structured, hotel-wide training initiative.
References
Culatta, R. (2013). ADDIE Model. Instructional Design. Retrieved November 21, 2014, from http://www.instructionaldesign.org/models/addie.html
Malloy, K., Moore, D., Sohoglu, E., & Amitay, S. (2012). Less is more: Latent learning is maximized by shorter training sessions in auditory perceptual learning. PLoS ONE, 7(5). Retrieved November 21, 2014, from http://www.plosone.org/article/info%3Adoi%2F10.1371%2Fjournal.pone.0036929
McKay, M. (2014). Employee attitude training. Houston Chronicle. Retrieved November 21, 2014, from http://smallbusiness.chron.com/employee-attitude-training-2014.html
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