“Mabel and steel may create hotels of dazzling beauty but the heart and soul of hotels anywhere in the world are their employees!”
Yawa-Attah had held onto those words for years, and now, standing before the staff, they seemed to fill the room. The operational team had arrived, diverse in age, background, and experience. A few were fresh graduates. Others had worked in informal food establishments, guesthouses, or had never stepped into formal hospitality before or with such high standards.
It was the first day of the one-month orientation. The air buzzed with anticipation and quiet nerves. They sat in a circle— to connect. Directors, managers, and new hires shared names, stories, and quiet hopes. The room was filled with anticipation, the only sounds, the soft hum and rustle of notebooks being opened.
The day began with introductions. Directors, supervisors, and new hires sat in a circle. No podium. No hierarchy. Just names, stories, and shared hopes. There was a presentation of the outline of the orientation/training program, explanations of the objectives and the way in which the program would progress.
A mini exhibition on Service Excellence lined the walls on large display boards, featuring photos and quotes showcasing exceptional service. It sparked curiosity and conversation.
The facility tour followed. Supervisors took turns to led the group through their respective areas of responsibility—housekeeping and maintenance, front office and back-office operations, food and beverage service and production. Questions poured in. Some eyes lit up. Others dimmed with quiet doubt.
Yawa-Attah noticed. She made mental notes.
Day Two: The Vision Talk
Mr. Aanani spoke warmly and sincerely, of promotion prospects, the company’s ethos, and the mutual expectations between staff and management. Yawa-Attah followed with a presentation on career paths in hospitality. Her voice was steady, but her eyes scanned the room for those who needed reassurance.
The Rhythm of Training
The days unfolded with structure and purpose:
- Role plays revealed gaps in service delivery and sparked laughter, especially when one trainee accidentally welcomed a guest with “Good morning, madam sir.”
- Group assignments encouraged collaboration. One team created a mock check-in experience that impressed the directors with its warmth and efficiency.
- Individual tasks helped the newly employed internalize their job descriptions and reflect on their strengths.
- The employee handbook and property fact sheet became living documents—annotated, questioned, and discussed.
Training videos added depth but slowed the pace. The American accents in the videos were unfamiliar, and some personnel struggled to follow. Yawa-Attah paused the clips often, translating key phrases and inviting reflections.
Not everything was smooth.
Confidence Crisis: Midway through week two, a staff member was found watching television in her room during an assigned training hour. She quickly admitted feeling overwhelmed by the pace and unsure of her place. Rather than reprimand, Yawa-Attah invited her to sit in on a smaller group session and paired her with a peer mentor. Her supervisor was to keep a closer eye on her to motivate her. By week three, she was confidently leading a linen-folding demonstration.
Tension in the Kitchen: A quiet but firm insistence from the kitchen supervisor on proper footwear and the removal of heavy jewelry sparked resistance from a few of the kitchen personnel. One argued, “But this necklace is part of me.” Mr. Aanani stepped in—not with a lecture, but with a story from his early days in the industry, when a misplaced ring nearly caused a sanitation issue. They listened. The jewelry came off. The shoes went on.
Fatigue and Frustration: By week four, the energy had dipped. The directors introduced a mid-week Reflection Circle under the neem tree. No agenda. Just stories, gratitude, and quiet encouragement. One staff shared, “I didn’t know I could be this tired and still this proud.”
The final week was a blend of review and celebration. Each trainee presented a short reflection:
- What they learned
- What challenged them
- How they saw themselves growing
The neem tree bore witness again, this time to transformation.
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.
