Education is about change, training protocols about choice. By increasing one’s knowledge, understanding and skills, an ability to influence the surrounding environment is attained.Therefore allowing the individuals to become actors of change, rather than victims of it.
The Covid-19 pandemic has brought upon us a tidal wave of change, and the cruise industry has been particularly impacted. Change has become a constant, albeit one that can’t be “managed” as we had wished. So, the transition from being victims to being actors has a particular appeal to us today. And training/education might just be the key to achieve this transition.
Empowerment through training results in committed crew members who bring decision-making skills and enthusiasm to the table. Similarly, the greater and varied the skills of the individual, the better the person is in terms of both personal skills, individuality and use for the organization.
These factors will allow greater flexibility for the individual or organisation to choose its own destiny and influence its surrounding environment. In the case of the cruise industry, those who do not have access to opportunities to learn are deprived of the ability to contribute to the further development of the industry. This is both unjust to the individual and a waste of potential resource to the industry.
All hospitality management education systems are not based on the same model. Some emphasize vocational training through apprenticeships; others develop an academic approach to hospitality management and the remaining aim to combine both the academic and the vocational elements. However, the main objective of all models is the same: the maintaining of the cruise line’s competitiveness. A number of key outcomes are expected through hospitality education:
1 – The attainment of service quality;
2 – Employee empowerment through well-educated staff at all levels;
3 – Effective relationship marketing which depends heavily on empowerment;
4 – Effective cooperation and teamwork within the line’s vessels and the line as an entity;
5 – The upgrading of hospitality operating standards;
6 – Recognition of the importance of sustained human resource policies.
At Vitruvius Partners Group, we understand that now is the time for cruise operators to revisit their training protocols, both on a delivery/format and content levels. Expectations of the various stakeholders (employees, management, and passengers) have changed in major ways because of the pandemic. We can’t assume that what worked two years ago has the same impact today.