Hospitality Associates devised a strategic orientation plan. First, a 6-day workshop would be held for the 5-member supervisory team, enabling them to train operational personnel in their respective departments. This would ensure supervisors understood their role’s weight and could effectively lead their teams. Next, a month-long supervisory-led orientation would be conducted for new operational employees to prevent frustration and misunderstandings about their responsibilities. Cross-training would also be provided to make personnel multi-skilled.
For Hospitality Associates, the orientation was more than just an introduction. It was a chance to make a lasting impression on new employees.
The workshop format for the supervisors was therefore designed to be highly participatory, empowering them to effectively represent the company and to take ownership of their areas of specialization. They would develop departmental manuals, review the employee handbook, and familiarize themselves with rules, regulations, and policies governing personnel management.
The courtyard was quiet that morning. The almond tree cast long shadows across the tiled path, and the air held the kind of stillness that precedes something sacred. The five selected candidates arrived early—dressed modestly, eyes alert and quite excited at what was ahead of them. They had been chosen not just for competence, but for character. And now, they were about to be welcomed into something deeper than employment.
The Welcome
Mr. Aanani greeted each person by name. No clipboard. No roll call. Just eye contact and a handshake that said, “You belong.”
Yawa-Attah followed with a soft smile and a large bowl of plantain chips and groundnuts. It wasn’t just a snack. It was a symbol.
They were led into the lounge, where the space had been rearranged with intention:
- No podium
- No barriers
- Just a circle of chairs
- Workshop materials placed on each armrest
The Word and the Work
Mr. Aanani and Yawa-Attah introduced themselves—not by title, but by story, their career story. Yawa-Attah spoke with conviction, sharing the mission and vision of Hospitality Associates. Her words weren’t lofty—they were rooted. The team listened intently. Some nodded. Others scribbled notes. The atmosphere invited questions, curiosity, and connection.
The rest of the day unfolded with clarity:
- Departmental assignments
- Training schedules
- Visual aids: floor plans, service flow charts, uniform sketches
- A glossary of terms pairing technical language with emotional cues
Each person received a handbook—not just printed, but annotated with handwritten notes from the directors. A small bookmark was tucked inside: “You are part of the story now.”
The property remained closed to guests. But inside, something had opened.
As the day ended, the team stood together under the almond tree. The sun was setting, casting a warm glow over the courtyard. Mr. Aanani looked at each of them with a warm smile. “You have been chosen for this role for a reason,” he said. “Trust yourselves, trust each other, and trust the process.”
The team nodded, their faces filled with determination and excitement, ready to embark on this new journey together.
Disclaimer
This story is a work of fiction inspired by the operational experiences and sectoral engagements of Hospitality Associates and its collaborators. While the narrative draws upon real industry contexts, any resemblance to actual persons, living or dead, or real-life events is purely coincidental. Characters, locations, and scenarios have been fictionalized or amalgamated to serve educational and storytelling purposes. The intent is not to critique individuals or institutions, but to distill operational insight through dramatic narrative.
