Báo cáo về giải pháp nâng cao chất lượng đào tạo tại Khách sạn Lotte Hà Nội

NATIONAL ECONOMICS UNIVERSITY
FACULTY OF TOURISM AND HOSPITALITY
INTERNATIONAL HOSPILITY MANAGEMENT PROGRAM (IHME)
--------🙞🙞🙞🙞🙞--------

INTERNSHIP REPORT
Topic
SOLUTIONS TO IMPROVE THE QUALITY OF HUMAN RESOURCES
TRAINING AND DEVELOPMENT AT LOTTE HOTEL HANOI
Student name: Phan Hải Nhật
ID: 11193954
Class: International Hospitality Management
in English (IHME) 61
Instructor: Dr. Hoàng Thị Thu Hương

Hanoi, 2023


TABLE OF CONTENT

INTRODUCTION...................................................................................................1
1. Justification of study...............................................................................1
2. Objectives of the study...........................................................................2
3. Research object and scope......................................................................3
4. Research Methodology...........................................................................3
5. Contribution of the study........................................................................4
6. Structure of the study..............................................................................5
CHAPTER 1: INTRODUCTION ABOUT LOTTE HOTEL HANOI................6
1.1. Overview about Lotte Hotel Hanoi.................................................................6
1.1.1. The product services system of Lotte Hotel Hanoi............................7
1.1.2. Customers market Lotte Hotel Hanoi...............................................9

1.2. Organizational chart and management..........................................................9
1.3. Business conditions.........................................................................................10
1.3.1. Technical facilities..........................................................................10
1.3.2. Human resources............................................................................13
1.3.3. Capital sources...............................................................................16
1.3.4. Customer sources............................................................................17


1.4. Analysis of business performance in the period 2019 – 2022......................18
1.5. Evaluation of Lotte Hotel Hanoi business performance in the period
2019 – 2021.............................................................................................................20
1.5.1. Advantages/Strengths......................................................................20
1.5.2. Disadvantages/weaknesses.............................................................21
1.5.3. Reasons...........................................................................................21
CHAPTER 2: ANALYSIS THE CURRENT STATUS OF TRAINING &
DEVELOPMENT AT LOTTE HOTEL HANOI...............................................23
2.1. Overall evaluating HRM at Lotte Hotel Hanoi............................................23
2.1.1. Human Resources planning............................................................23
2.1.2. Recruitment and selection...............................................................24
2.1.3. Training and development..............................................................27
2.1.4. Performance appraisal and review.................................................28
2.1.5. Compensation & Incentive..............................................................30
2.2. Factors influencing on Human Resources Training and Development at
Lotte Hotel Hanoi..................................................................................................33
2.2.1. Training needs................................................................................33
2.2.2. Training objectives.........................................................................33
2.2.3. Training subjects............................................................................33
2.2.4. Training methods............................................................................34

2.2.5. Training costs.................................................................................34
2.2.6. Training trainers.............................................................................34
2.3. Current status of Human Resources Training and Development at Lotte
Hotel Hanoi............................................................................................................35
2.3.1. Assessment of needs........................................................................35
2.3.2. Identify training objectives.............................................................37
2.3.3. Design training programs and choosing methods...........................40
2.3.4. Estimate training budgets................................................................43
2.3.5. Selection of trainers........................................................................44
2.3.6. Post-training performance evaluation............................................45
2.4. Evaluate and comment on the status.............................................................50
2.4.1. Advantages/strengths......................................................................51
2.4.2. Disadvantages/weaknesses...........................................................51
2.4.3. Reasons...........................................................................................51
CHAPTER 3: SPECIFIC SOLUTIONS AND ACTION PLANS TO SOLVE
THE RESEARCH PROBLEM............................................................................53
3.1. Oriented development of Lotte Hotel Hanoi................................................53
3.1.1. Objectives and oriented development of Lotte Hotel Hanoi in the
period of 2022 – 2025..........................................................................................53
3.2. Solutions to improve the quality of Human Resources Training &
Development at Lotte Hotel Hanoi.......................................................................54


3.2.1. Applying social networks in Training.............................................54
3.2.2. Applying personal learning notebook.............................................57
3.2.3. Saving out training expense............................................................59
CONCLUSION......................................................................................................61
REFERENCES......................................................................................................62
APPENDICES.......................................................................................................66

ACKNOWLEDGEMENT
In order to complete this graduation internship report, I would like to
express my sincere gratitude to all teachers in Faculty of Tourism & Hospitality
of National Economics University. Especially, Mrs. Hoang Thi Thu Huong, who
has directly guided me during the period.
Furthermore, I want to express my gratitude to the Lotte Hotel Hanoi’s
management board, directors, managers, and assistants at Human Resources
Department for providing me with favorable conditions and opportunities I
needed to explore about the hotel's current situation throughout my internship.
Finally, I would like to thank the staffs at Accounting Department for providing
me with actual data that I can successfully complete this graduation report.
Due to my limited knowledge, it is inevitable that I will make mistakes
during the internship as well as writing the report. I would like to receive
suggestions from the instructor so that I can finish my report with the best result
and learn from experience to raise awareness in the future.
I sincerely thank you!


DECLARATION OF AUTHORSHIP
I herewith formally declare that I myself have written the submitted this
Report independently. I didn't use any outside support except for the quoted
literature and other sources mentioned at the end of this paper.
I clearly marked and separately listed all the literature and all other
sources which I employed producing this academic work, either literally or in
content.
Ha Noi, 8/1/2023.

Phan Hai Nhat

LIST OF ABBREVIATIONS
1. HR: Human Resources
2. HRM: Human Resources Management


LIST OF TABLES, DIAGRAMS, DRAWINGS
Tables:
No
1.1
1.2
1.3
1.4
1.5
1.6
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
2.9
2.10
2.11

Description
Room categories of Lotte Hotel Hanoi 2022
Compare the conditions of technical facilities at Lotte

Hotel Hanoi
Human Resources statistics of Lotte Hotel Hanoi 2019 2022
Capital sources of Lotte Hotel Hanoi 2019 – 2021.
Customer revenue ratio in 2019-2022
Business performance of Lotte Hotel Hanoi 2019 – 2021
Human Resources Department forecast workforce in 20192022
Recruitment results from various positions at Lotte Hotel
Hanoi in 2022.
Recruitment selection rate at Lotte Hotel Hanoi in
December 2022
Human Resources Department salary range at Lotte Hotel
Hanoi in 2022
Training needs in February 2023
Annual employee training plan at Lotte Hotel Hanoi in the
period of 2019 - 2021
Training programs at Lotte Hotel Hanoi available in 2023
Training methods at Lotte Hotel Hanoi 2023
Training budget at Lotte Hotel Hanoi in the period of 2020
- 2022
Training committee 2023 list
Survey results of Lotte Hotel Hanoi staff on training
courses

Page
7
11
13
16
17
18

23
25
27
32
37
39
40
42
43
45
49

Drawings:
No

Description

Page


1.1
1.2
2.1

2.2

2.3
2.4
2.5
2.6

2.7
2.8

Lotte Hotel Hanoi
Lotte Hotel Hanoi Organizational Chart
Graph of human resource structure by recruitment sources
for middle management positions at Lotte Hotel Hanoi in
2022.
Graph of human resource structure by recruitment source
for staff, trainee, and casual positions at Lotte Hotel Hanoi
in 2022
Training works for 2023 in Human Resources Department
at Lotte Hotel Hanoi
Employee Year End Performance evaluation form
General comments from employees and directs managers.
Lotte Hotel Hanoi Career Development Plan for employee
Departmental training plan in February/2023
Orientation evaluation form for employees after class

6
10
25

26

28
29
30
36
38

46


INTRODUCTION
1. Justification of study
Theoretical background:
Human is considered as a key factor in any organization and a popular
concern in the scientific research community. Especially in the hospitality
industry that service products account for a large proportion, so the workforce in
hotels are mainly service workers which requires high expertise specialization
and large in number simultaneously (Nguyen Van Manh, Hoang Thi Lan Huong,
2013). Furthermore, due to the complex working environment and the seasonal
nature of tourism, hotel personnel are frequently under severe psychological
pressure. Because of these distinctive traits, the hotel sector is one of the
industries with a high employee turnover rate, and the cost of replacing an
employee is very high.
Therefore, in a competitive global economy, to help employees being fully
equipped with high expertise and manage to reduce the pressure from work,
training and development must be considered as the central focus. According to
Goldstein and Ford (2002) “Training is an organized method of learning and
development which expand the efficiency of individual, group, and the
organization”. According to Carlos A. Primo Braga (1995) “Every organization
should develop its employees according to the need of that time so that they
could compete with their competitors.”
It is clear that one of hotel top tasks is to create an effective training and
development program to enhance the employee’s expertise and satisfy their
desire to be developed. Because of that, the hotel business performance will
increase stability to create competitive advantage in the industry. Therefore, it is
theoretically necessary to carry out research to evaluate and propose solutions to
improve the quality of HRM general and HR Training & Development particular.

Practical background


In the past 3 years, the significant impact from covid-19 pandemic has
severely damaged the tourism industry. To cope with the situation, hotels had to
establish strategies to balance revenues and expenses, implement saving
measures, reducing personnel. According to statistics from the Ministry of
Culture, Sports and Tourism, the tourism industry has a decrease in the number
of employees by 70-80%, the rate of employees with a salary reduction of 43.2%,
30% of employees decided to quit their job or terminate their labor contracts.
When tourism opened again in March 2022, the Vietnam's tourism
industry has achieved positive signals. On the other hand, the most urgent issues
were the severe scarcity of high-quality Human Resource in the industry.
According to former Accor Group CEO Patrick Basset, Human Resource
Development is the key factor since Vietnam’s tourism workforce is already
limited and under-qualified for years. When recruitment and training costs are
high, businesses in the industry confront a Human Resource crisis, making it
even more difficult to return to stable performance conditions.
Lotte Hotel Hanoi is not an exception, considered as one of the leading
international 5-star hotels in Hanoi, welcoming tens of thousands of guests every
year. Therefore, it always demands a significant number of high-quality human
resources to satisfy the increasingly diverse needs of customers and efficiently
run its operation. In order to actualize that request, Human Resources Training
and Development must have clear and specific training plans and objectives.
However, the training performance is not maintained continuously due to nature
of work in other departments, employees have to take turns in charge of other’s
works when they have day-offs, making it difficult to maintain the efficiency
when taking training programs. In addition, the hotel does not have an optimal
tool system for online training, which makes it difficult to access for most of the
operations staff, who rarely work with computers.

From the above reasons, I would like to choose the topic "Solutions to
improve the quality of Human Resources Training and Development at Lotte
Hotel Hanoi" to conduct analysis and research in this internship report.
2. Objectives of the study


Overall objective: Evaluating the current situation and suggesting
solutions that helps to improve the quality of Human Resources Training and
Development at Lotte Hotel Hanoi.
Specific objective:
Researching and analyzing the current situation of Human Resources
Training and Development at Lotte Hotel Hanoi.
Evaluating the strengths and weaknesses of Human Resources Training
and Development at Lotte Hotel Hanoi.
Suggesting solutions that helps to improve the quality of Human
Resources Training and Development at Lotte Hotel Hanoi.
3. Research object and scope
Research object: the subject of the study is defined as Human Resources
Training and Development at Lotte Hotel Hanoi.
Research scope:
Space scope: Research topic on Human Resources Training and
Development at Lotte Hotel Hanoi.
Time scope: Research topic on collecting data related to Human
Resources Training and Development at Lotte Hotel Hanoi in the last 3-5 years
from 2017-2022.
4. Research Methodology
4.1. Data collection:
- Primary data collection:
Employees in various departments through a survey on the hotel's Human
Resource training programs.

- Secondary data collection:


Materials inside the hotel: Staff handbook, business report, personnel
statistics and other reports related to Human Resources Training and
Development during the period from 2017 to 2022.
Materials outside the hotel: Textbooks, journals, theses, scientific research
on Human Resource Management, Training and Development in hotels.
Information about the hotel and corporation is collected on the hotel's website:
and Lotte Group website: https://
www.lotte.co.kr/global/en/main.do. Website of Vietnam National Administration
of Tourism and General Statistics Office.
4.2. Data analysis:
- Qualitative method:
Content analysis
The topic uses content analysis to examine if the research concept is
appropriate; discover, adjust and implement factors affecting staff’s awareness of
participating in training programs. Materials inside and outside the hotel
mentioned above are used as a basis for conducting analysis.
- Quantitative method:
Descriptive survey
The topic uses descriptive survey as a method of conducting quantitative
research. Following by a questionnaire based on the experience of learners during
the training courses to better acknowledge their level of satisfaction, desire and
categories need improvement. As a result, post-survey stage gives valuable
insights to have specific solutions to improve the quality of Human Resources
Training and Development.
5. Contribution of the study
Scientific meaning: Evaluating the current situation of Human Resources
Training and Development at Lotte Hotel Hanoi. As a result, this will be the

basis for researching factors influencing on staff’s decision to participate in
Training and Development programs.


Practical meaning: Based on the current situation, the Human Resources
Department must have a clear vision and propose solutions to improve Training
and Development programs to increase staff’s quality of work and satisfy their
needs to ensure the long-term loyalty. As a result, the high turnover rate of
personnel at Lotte Hotel Hanoi can be reduced.
6. Structure of the study
The structure of the study includes 3 chapters:
Chapter 1: Introduction about Lotte Hotel Hanoi.
Chapter 2: Analysis the current situation of Training & Development at
Lotte Hotel Hanoi.
Chapter 3: Specific solutions and action plans to improve the quality of
Human Resources Training and Development at Lotte Hotel Hanoi.


CHAPTER 1: INTRODUCTION ABOUT LOTTE
HOTEL HANOI
1.1. Overview about Lotte Hotel Hanoi

Drawing 1.1: Lotte Hotel Hanoi
(Source: Lotte Hotel Hanoi website)
Hotel name: Lotte Hotel Hanoi
Ranking: 5 stars.
Hotel chain: Lotte Hotels & Resorts.
Address: 54, Lieu Giai Street, Cong Vi ward, Ba Dinh district, Hanoi, Vietnam.
Hotline: +84-24-3333-1000.
Email:

Website: />Lotte Hotel Hanoi came into operation from September 2nd, 2014, it
represents the connection and integration between the old quarter of Hanoi rich
tradition and the new urban area is growing with a bright future. In addition, the


hotel located on the top floors of the magnificent Lotte Center Hanoi building
including Lotte Mart, Lotte Cinema and Lotte Department store which create
favorable conditions for the use of other services by customers. Besides, Lotte
Hotel Hanoi conveniently close to the financial hub of Hanoi, surrounded by
foreign embassies and other entertainment areas. Over 8 years of establishment
and development, the hotel is proud to be a typical representative of international
5-star hotels with 6-star quality in Hanoi in particular and Vietnam in general.
On that journey, the hotel has received many notable awards such as
Leading Business Hotel Award 2019 by VnEconomy; The Most Favorite Hotel
Award in 2020 by Business Forum Magazine; the Best Travelers' Choice Award
for Best Hotel in Vietnam 2021 by TripAdvisor.
1.1.1. The product services system of Lotte Hotel Hanoi
Accommodation
Lotte Hotel Hanoi can accommodate diverse types of room from floor 40
to 61, with a total of 318 rooms which contain 235 luxurious appointed rooms
and 83 suites that offer a breathtaking panoramic view of Hanoi. All the rooms
are designed with the latest-generation of facilities, luxurious amenities and
ensure 5-stars standard personalized services to meet all the accommodation
needs of customers.
Table 1.1. Room categories of Lotte Hotel Hanoi
Types of room
Deluxe
235 rooms
Suite
83 rooms

Total

Area (Sqm)
Deluxe
Club Deluxe
Junior Suite
Club Junior Suite
Deluxe Suite
Premier Suite
Presidential Suite
Royal Suite

42-44
42-44
61-64
61-64
99
147
199
329

Number
King
112
49
28
14
6
2

1
1
213
318

Twin
55
19
27
4
105

(Source: Lotte Hotel Hanoi accommodation brochure 2022)


Furthermore, the hotel also provides high-end services apartments for rent
with a variety of room options for individuals and families in a total of 258
rooms. In addition, the apartment areas can offer unique facilities and services
such as an elegant library, playground and shuttle buses to schools for children,
natural gardens on floors 33, 45, 50, 55, 60 and minigolf area on floor 60.
Food and Beverage services
Lotte Hotel Hanoi offers 7 unique restaurants and bars, with different
cuisines from the East to the West, include:
Top of Hanoi: Being the highest open-air restaurant in Vietnam, Top of
Hanoi has the iconic sunsets over the Lakes and downtown skyline with stylish
cocktails from the bar area. The opening hours are from 5:00 pm to 11:00 pm
with 124 seats and no pre-reservation service for guests.
Grill 63: Located on floor 63, Grill 63 is an all-day-dining restaurant with
a la carte menu. It is famous for the Angus beef and offers lunch buffet from
Monday to Friday. The opening hours are 6am - 10am for breakfast, 11:30 am –

2:30 pm for lunch, 5:30 pm – 10:00 pm for dinner with 122 seats.
Pharaoh’s Bar & Upper: Located on floor 63, Pharaoh’s Bar offer unique
signature alcoholic beverage such as cocktail, whisky and live-band
performances each week. Located on floor 64, Pharaoh’s Upper is designed to be
an exclusive Karaoke television room. The opening hours are from 5:30 pm to
2:00 am with 80 seats.
Red River: Chinese fine-dining restaurant, located on floor 36. It offers
menus for lunch and dinner and go beyond the culinary map of Asia to create
dishes with modern twist. The opening hours are 11:30 am – 2:30 pm for lunch
and 5:30 pm – 10:00 pm for dinner with 104 seats.
Tim Ho Wan: Located on floor 36, the 1-star Michelin restaurant come
from Hong Kong with famous dim sum dishes. The opening hours are from
11:00 am to 10:00 pm with 82 seats.


The Lounge Sky: Located on floor 38, this is the hotel lounge area where
customers can enjoy the afternoon tea break. The opening hours are from 7:00
am to 11:00 pm with 73 seats.
Delica-Hans: Located in B1 flood of Lotte Center Hanoi, this is a bakery
store with fresh cakes from finest ingredients. The opening hours are from 8:00
am to 10:00 pm with 18 seats.
Meetings and Conferences service
With a total area of 2,400m2, the meetings and conferences area have held
many important events in Hanoi. The area contains 14 stylish meeting rooms in
various sizes, state-of-the-art lighting and audio systems such as Crystal
Ballroom, Emerald Room and Charlotte Room. Especially, the largest room is
Crystal Grand Ballroom, has the volume size of 1200 customers.
Spa and health-care services
At Evian Spa, customers can immerse themselves in the fresh water of the
modern swimming pool system as well as enjoy the most relaxing moments

under the hands of professional therapists. The products used at Evian Spa are all
imported from France to give the best service quality to customers.
1.1.2. Customers market Lotte Hotel Hanoi
The majority of Lotte Hotel's customers are international, with typical
customers coming from Korea, China and Japan. In general, although
international guests make up a large proportion of the hotel's guest structure, the
trend of domestic travel is increasing rapidly due to the high living standards and
the experience of high-quality international services.
1.2. Organizational chart and management
Lotte Hotel Hanoi has the functional organizational structure, in which
each management function is separated by a department as follows:


General
Manager
Personal
Secretary
Director of
rooms
Division

Chief
Engineering

Director of
Sales &
Marketing

Front Office
Manager

(Hotel)

Assistant
Director of
Sales &
Marketing

Executive
Houskeeper
(Hotel)

Marketing
Manager

Rooms
Manager
(Residence)
Executive
Housekeepe
r (Residence)

Director of
Finance
Finance
Controller

Director of
Human
Resources

Assistant Director
of
Food & Beverage

Assistant
Manager of
Human
Resources

Chief
Security

Outlet
Managers

Training
Manager

Executive
Chef
Kitchen
Heads
Chief
Steward

Purchasing
Manager

Sales
Manager

Reservation
Manager

Drawing 1.2: Lotte Hotel Hanoi Organizational Chart
(Source: Employee Orientation handout 2022)
Lotte Hotel Hanoi is managed by Lotte Hotels & Resorts Group with Mr.
David Shim as the General Manager, he is responsible for organizing and
managing all the departments in the hotel with different tasks. Furthermore, Lotte
Hotel Hanoi is not only operating the hotel section but it also has the residence
for rent around the year, that is why the rooms division separated into multiple
Manager’s positions to ensure the efficiency of operating system in both hotel
and residence parts.
1.3. Business conditions
1.3.1. Technical facilities
Table 1.2. Compare the conditions of technical facilities at Lotte Hotel Hanoi

Areas
Reception
area

5-stars hotel standard
Lotte Hotel Hanoi
ratings
lobby Minimum area 100m2

180m2

Front desk (reservation Hotel: Lobby on 1st floor
counter,
reception and 38th floor, Reception

counter, call center)
desk on 38th floor.