Often considered a science or discipline, it may be more useful for us to think of instructional design as a systematic approach to designing effective, quality instruction. There are many theories and design models. All hope to achieve maximum learning and retention while using the fewest resources.
Instructional Design, at its most basic, is encapsulated in the mnemonic ADDIE:
Analyze – What is the problem? What is causing it? Set objectives that describe the improvement you wish to see.
Design – What must be trained? What skill will help them achieve the objectives set under ‘analyze’?
Develop – Plan your lessons and create any material needed.
Implement – Conduct the training.
Evaluate – Ask students how it went and test their application of the learning. Did they learn? What improvements can you make before conducting the training in future?
Experts will point out that there is a lot more to ADDIE, but the application of the basic principle can be as simple or as complicated as needed. For our purposes, thinking through the ADDIE steps, even in the most basic way, results in a more-ordered approach —a vast improvement on the haphazard “Come here quickly, let me show you how to do this” approach so often used.
Next month we will look at a popular model used in instructional design.
Frank Mitchell’s background is as a private-service butler who then became a head butler at a hotel, and then a butler trainer with the Institute. While he continues to train butlers for the Institute occasionally, his focus for the last decade has been on training hotel and resort staff. He has written several well-received columns for the MBJ over the years and can be contacted via the Institute.
The Institute is dedicated to raising service standards by broadly disseminating the mindset and superior service expertise of that time-honored, quintessential service provider, the British Butler, updated with modern people skills, and adapted to the needs of modern employers and guests in staffed homes, luxury hotels, resorts, spas, retirement communities, jets, yachts & cruise ships around the world.
Standards are one of the three S’s of training; Service, Standards and Safety. It is the minimum performance required for competency and consists of Performance Standards and Quality Standards. (i.e. How neatly and how quickly a task must be done.) The trainer must decide, record and practice the standards before demonstrating them and testing them in training.
If a standard cannot be written down or measured, it can neither be taught nor tested, nor can staff be held responsible for not achieving or maintaining it. If staff perceive the application of standards to be inconsistent or arbitrary, it will lead to insecurity, low morale and high employee turnover. The same goes for unrealistic standards. If you expect a staff member to complete a task as fast as you can do it, ask whether you could realistically keep up that pace over the course of a workday. Nor is it realistic to expect an inexperienced staff member, the likely target of training, to complete the task as well and as quickly as an experienced staff member.
Before setting standards, ask if it is useful, helpful or necessary. Standards should not be restrictive – they are a minimum and high performing staff should be allowed the creative freedom to excel.
Next month we will introduce the concept of Instructional Design.
Frank Mitchell’s background is as a private-service butler who then became a head butler at a hotel, and then a butler trainer with the Institute. While he continues to train butlers for the Institute occasionally, his focus for the last decade has been on training hotel and resort staff. He has written several well-received columns for the MBJ over the years and can be contacted via the Institute.
The Institute is dedicated to raising service standards by broadly disseminating the mindset and superior service expertise of that time-honored, quintessential service provider, the British Butler, updated with modern people skills, and adapted to the needs of modern employers and guests in staffed homes, luxury hotels, resorts, spas, retirement communities, jets, yachts & cruise ships around the world.
Training cannot be expected to be the solution to all ills. It will not compensate for under-staffing, poor management, nor unacceptable working conditions. A lack of structure or a negative organizational culture will not be remedied through training, nor will faulty, aging equipment, or inadequate resources. Nor can training offset poor hiring-choices.
Training is sometimes incorrectly used to improve low morale. In Herzberg’s dual-factor theory, hygiene factors do not motivate, but their absence will demotivate. If millennials expect training, the absence of training will demotivate, but it is not a motivational factor. Training for morale, instead of improving working conditions therefore, only results in a temporary improvement. When low morale inevitably returns, the trainer is blamed.
Inexperienced managers often retrain under-performing staff instead of disciplining them; yet if the staff member already knows how to do something but does not do it, how will it help to train them again? Where training is given as a possible solution to poor performance, clear performance expectations must be set before the training. The trainee must agree to these expectations and commit to improving their performance before time is spent on further training.
Training should never be used to punish a staff member, as any future training will also be seen as punishment, thereby hindering the career development of that staff member.
In next month’s newsletter, we will discuss why we need to set standards.
Frank Mitchell’s background is as a private-service butler who then became a head butler at a hotel, and then a butler trainer with the Institute. While he continues to train butlers for the Institute occasionally, his focus for the last decade has been on training hotel and resort staff. He has written several well-received columns for the MBJ over the years and can be contacted via the Institute.
The Institute is dedicated to raising service standards by broadly disseminating the mindset and superior service expertise of that time-honored, quintessential service provider, the British Butler, updated with modern people skills, and adapted to the needs of modern employers and guests in staffed homes, luxury hotels, resorts, spas, retirement communities, jets, yachts & cruise ships around the world.
TNA determines what to train and helps justify training, especially if there is an associated cost. It directs time, money and effort where it is needed most, avoiding non-productive training sessions that frustrate competent employees.
At its most basic, TNA is a comparison of observed behavior to desired behavior. A performance gap may be remedied by training a skill or imparting knowledge. Start by knowing what the expected behavior is. Research minimum safety standards and legal requirements. Discuss service standards with your employer. Set standards in writing, communicate them clearly and then train your staff properly.
A good place to start is anytime you see the word ‘new’. (New staff member, new machine or appliance, new menu, standard, service, etc.). In other words, TNA not only determines what to train, but also whom. When a new member of staff joins the team, it is not necessary to train everyone again. Similarly, only those likely to use a new appliance will require training on it.
Do not be overly concerned with methodologies and formats – just doing the exercise will get you thinking clearly about what training is needed and will result in measurable improvement. You will develop your own methods over time, in your quest for continuous improvement.
In next month’s newsletter, we will see how training is not the solution to all ills.
Frank Mitchell’s background is as a private-service butler who then became a head butler at a hotel, and then a butler trainer with the Institute. While he continues to train butlers for the Institute occasionally, his focus for the last decade has been on training hotel and resort staff. He has written several well-received columns for the MBJ over the years.
The Institute is dedicated to raising service standards by broadly disseminating the mindset and superior service expertise of that time-honored, quintessential service provider, the British Butler, updated with modern people skills, and adapted to the needs of modern employers and guests in staffed homes, luxury hotels, resorts, spas, retirement communities, jets, yachts & cruise ships around the world.
In the hospitality sector, the trainer is all too often whoever is available in the moment. Sometimes, the trainer might be chosen for their length of service or high performance. This is irrational. Training is a separate skill. Obviously, you should be a subject-matter expert in whatever you want to train, but you should also learn the skills required to be a good trainer.
A good trainer is available, well prepared and has the time, patience and inclination to help develop others. At all times, model the care, attention to detail, behaviors and hygiene standards you expect from your students. The right attitude and behavior in a trainer encourages learning.
A good trainer is self-confident but humble, organized but flexible. They should command respect through competence while respecting others. Good communication skills, coupled with patience is critical. A sense of humor helps, especially when things go wrong. And they will. At all times, demonstrate enthusiasm for the profession in general and the standards you are training.
Be a good listener. Invite questions and be honest when you don’t know the answer. Allow time for trainees to practice and make mistakes. Give praise and reward good performance, always encouraging students to find better ways to serve. We can all learn from each other.
In next month’s newsletter, we look at the advantages of conducting a simple training needs analysis.
Frank Mitchell’s background is as a private-service butler who then became a head butler at a hotel, and then a butler trainer with the Institute. While he continues to train butlers for the Institute occasionally, his focus for the last decade has been on training hotel and resort staff. He has written several well-received columns for the MBJ over the years.
The Institute is dedicated to raising service standards by broadly disseminating the mindset and superior service expertise of that time-honored, quintessential service provider, the British Butler, updated with modern people skills, and adapted to the needs of modern employers and guests in staffed homes, luxury hotels, resorts, spas, retirement communities, jets, yachts & cruise ships around the world.
The American Hospitality and Lodging Education Institute defines “negligent training” as cases where hospitality guests, staff or 3rd party employees are harmed (physically, emotionally or psychologically) because of the behaviour of an inadequately trained employee. This includes instances where the employee was acting outside of the scope of their employment when the harm occurred.
I believe there is a parallel here for the private household manager to consider, whether this law applies or not. Any unfortunate occurrence will reflect negatively on you, on the estate, and on your principle. Staff should be trained to avoid all foreseeable harm. The importance of such training increases proportionately with the responsibilities of the staff member.
Ensure that staff are thoroughly trained in their tasks and responsibilities, especially when operating kitchen appliances, power tools, or motor vehicles. Document methodology, date, content, test and outcome of training as evidence of reasonable care in trying to minimise risk. It may not eliminate liability, but evidence of ongoing, thorough training reflects positively. Note that liability often only occurs when it can be shown that the harm occurred as a direct consequence of lack of training.
Outsource competency assessments to accredited training providers if possible. Give staff regular feedback on their performance and document discussions of concerns raised, including sexual harassment, discrimination, unsanitary food service, or irresponsible alcohol service.
In next month’s newsletter, we will look at the attributes of a good trainer.
Frank Mitchell’s background is as a private-service butler who then became a head butler at a hotel, and then a butler trainer with the Institute. While he continues to train butlers for the Institute occasionally, his focus for the last decade has been on training hotel and resort staff. He has written several well-received columns for the MBJ over the years.
The Institute is dedicated to raising service standards by broadly disseminating the mindset and superior service expertise of that time-honored, quintessential service provider, the British Butler, updated with modern people skills, and adapted to the needs of modern employers and guests in staffed homes, luxury hotels, resorts, spas, retirement communities, jets, yachts & cruise ships around the world.
Adults want to be able to apply learning to real-life situations. It should save time, make their job easier or improve service. Otherwise they are likely to simply revert to old habits.
‘Wanting to know’ and being ‘eager to learn’ is the best attitude, but experienced managers will accept that it is not always present. The threat of discipline is a poor substitute. Newly appointed household managers must also take great care not to be overbearing or condescending when training long-serving staff members, particularly if they are younger than their direct reports. ‘Because I say so’ is ineffective and weakens your credibility.
Instead, explain the importance and benefits of the training or ask your principle to talk to the staff before the training. A handwritten letter of appreciation for successful completion is a good motivator. Reward competence with a cash bonus or a paid afternoon off, if within your discretion to do so.
For senior staff, competence can be a condition for pay increments and promotions or be part of the annual performance review. This requires a structured approach with a formal training program and precise recordkeeping. Ensure that training is accessible to all staff members in order to avoid claims of discrimination.
In next month’s newsletter, we will look at the issue of negligent training.
Frank Mitchell’s background is as a private-service butler who then became a head butler at a hotel, and then a butler trainer with the Institute. While he continues to train butlers for the Institute occasionally, his focus for the last decade has been on training hotel and resort staff. He has written several columns for the MBJ over the years.
The Institute is dedicated to raising service standards by broadly disseminating the mindset and superior service expertise of that time-honored, quintessential service provider, the British Butler, updated with modern people skills, and adapted to the needs of modern employers and guests in staffed homes, luxury hotels, resorts, spas, retirement communities, jets, yachts & cruise ships around the world.
Most household training strives to improve attention to detail, teach the correct technique, or increase the speed and quality of service. Savings are also achieved through reducing food waste, chemical usage, and damage to delicate linens, silverware, art and antiques. As the workforce becomes older, training can also help aging staff members use emergent technology entering the modern home.
The ‘Millennial’ generation expects training from their employer and it is a requirement to attract them to the workplace. The hospitality industry sees a four-fold increase in staff turnover when training was promised and not delivered. Millennials accept that training is expensive and will accept a lower salary to start, if they see opportunities for development into a more senior and better-remunerated role in future.
There are enormous costs associated with staff turnover. Since the strongest team members with the best prospects are the most likely to leave, it is easy to see how important employee retention is to team composition and morale. Reducing staff turnover will save money that can be spent on better recruiting practices and improved staff training.
Lastly, if we consider the potential risks of not conducting safety training mandated by legislation, we can make a strong case for training in the workplace.
In next month’s newsletter, we will look at some principles of adult learning.
Frank Mitchell’s background is as a private-service butler who then became a head butler at a hotel, and then a butler trainer with the Institute. While he continues to train butlers for the Institute occasionally, his focus for the last decade has been on training hotel and resort staff. He has written several columns for the MBJ over the years.
The Institute is dedicated to raising service standards by broadly disseminating the mindset and superior service expertise of that time-honored, quintessential service provider, the British Butler, updated with modern people skills, and adapted to the needs of modern employers and guests in staffed homes, luxury hotels, resorts, spas, retirement communities, jets, yachts & cruise ships around the world.
Welcome to our new monthly column on training household staff.
Staff training is a crucial resource in improving service delivery. It is an investment both in the individual staff member, as well as an investment in the successful running of the household.
When hiring an external trainer, you can be sure the principal will want to see a return on investment. Even the best training, if poorly planned or inappropriately targeted, will have unsatisfactory outcomes. Having the knowledge to conduct good research and plan training properly is essential, even if you will not conduct the training yourself.
It is often assumed that smaller households lack the skills and resources to conduct their own training. This is incorrect. You should be able to train simple skills. Being an expert in your field is insufficient: training requires a different skills-set to serving and managing. Good planning, a structured approach, and sound training technique will not only improve service delivery and staff morale, but also reduce the costs and risks associated with running a household.
It is not unreasonable for an employer to expect you to raise service and safety standards through training. Doing so combines well with the butler ethos of constant improvement.
In next month’s newsletter, we will be looking at the argument for training household staff.
Frank Mitchell’s background is as a private-service butler who then became a head butler at a hotel, and then a butler trainer with the Institute. While he continues to train butlers for the Institute occasionally, his focus for the last decade has been on training staffs. He has written several columns for the MBJ over the years.
The Institute is dedicated to raising service standards by broadly disseminating the mindset and superior service expertise of that time-honored, quintessential service provider, the British Butler, updated with modern people skills, and adapted to the needs of modern employers and guests in staffed homes, luxury hotels, resorts, spas, retirement communities, jets, yachts & cruise ships around the world.
In the last Journal, I touched upon the subject of robots: “If I speak untruths, then roll on the great wave of “butler robots” that science is striving so hard to create for us—a mechanistic and ordered society where mankind is an impediment to be tolerated in part. For surely, these robots will win the day: their knowledge will be as firmly fixed as the software engineers who write their code; and they, indeed, unless we change our understandings and skill levels, will be superior to those annoying, fussy, and fickle hominid butlers who used to strut their stuff until the mid-21st Century.”
That editorial was timely, in that five more articles on the same subject appeared in the last month; One predicting massive social unrest as the drive to increase efficiency and lower costs will see robots taking over “low-wage” jobs in multiple industries (presumably the next step after, and even better than, Chinese laborers); the claim is that only 10% of jobs that can be automated have been so far. An Australian study predicts 40% of jobs will be lost by humans and taken over by robots in the next 10-15 years. Robots are already taking the place of humans as waitresses and hoteliers in Asia.
Wilson, the volleyball companion for Tom Hanks in The Castaway
Accountants and telemarketing roles are most at risk, while people who do more creative jobs are less likely to be put out of work by machines. An Oxford University study predicted that Personal Care Aides, for instance, have a 73.6 chance of being automated. But if your position requires you to come up with clever solutions, to help others personally, and to negotiate, then there is less likelihood that your position can or will be automated. All of which aligns with earlier MBJ editorials: certain aspects of butler jobs can be done by robots, but the position of a live butler handling real people is safe in human hands for the simple reason that most humans like to communicate and deal with real people—there is only so much a robot can do to interact with feeling, intelligence, and compassion. As much as one programs emotions and feelings into a robot, the fact is that they are faked and about as satisfactory to a human as the basketball was to Tom Hanks in the movie, The Castaway.
Tesla founder, Elon Musk, and Stephen Hawking are warning about the unintended consequences stemming from the blind pursuit of AI technology by corporate and military interests. While this may pose a danger to the human race, the article entitled, Doctor, Butler & Bodyguard: Meet the Futuristic Robot that Does It Allthrows down the gauntlet or writes plainly on the wall in the Butler’s Pantry. ThePartner (photo on right) mimics human movements. Says the creator, “We printed ThePartner on my home 3-D printer, using open-source code. We used recycled parts, like an old curtain rod and toy tractor wheels for the ‘legs.’ Next, we started controlling the robot’s movement using microcontrollers.” In other words, if some hobbyists can do that, then imagine what Google’s and others’ billions being invested in Artificial Intelligence are going to create in the decades ahead.
All of which is to say that any butler manager who is alive and focused on service, rather than being a symbol, will have no trouble keeping his or her job.
Butlers in the Media
Butlers as a concept keep being used to elevate the banal into something special, such as the Beach Butler service in California that provides a “dedicated butler to setup a beach chair, table and umbrella at a designated time and location, deliver tanning products, chilled beverages and food so that clients will never have to leave their towel. When ready to leave, we do the clean up, so you don’t have to.”
Then we have the Bike Butler—a stand for a bicycle. And let’s not forget Reiner, the Bin Butler in Berlin, pictured on the right. And if you happen to want someone to deliver groceries in Australia, then you may want to contact The Grocery Butler.
Here is one that is a bit more on target—possibly even being a butler: the Marina Butler at a Kempinski hotel in Bodrum, Turkey, who welcomes visitors sailing into the marina with a bottle of champagne on arrival, or arranges lunch, watersports, spa treatments or private catering on the yacht if they were to call ahead.
There is now an Assistant service called Alfred (as in Batman’s butler) for time-crunched Boston and New York executives who need help with groceries, laundry pick-up, etc.
And how about The Black Butler—a musical related to Japanese manga and anime sub-culture that perplexes the editor, but some Japanese seem to enjoy the self-conscious, un-butlerish posing and posturing that seems to be a trademark of the genre.
Lastly, an article about whether a Russian butler assassinated the Indian Prime Minister in 1966.
Letters to the Editor
“I have been in the service industry for a little over nine years; I started as a busser with my company when I was sixteen years old and moved my way up to eventually becoming the Head Butler for the resort. When we first began the butler program back in February of 2014, Mr. Ferry came to our resort and taught me how to be a proper butler. During the course he showed me that there is a scale or gradation of emotions, which I had never seen before. I immediately became intrigued by it and saw the importance of learning and using this tool, how critical it is to the service industry, let alone the butler world.
“I began to use the scale on my family and team members. One example was a team member who clearly had a tone of anger; everyday he would come up to me to complain about something. One day, when he came up to me, I switched my tone to boredom towards his reason of complaining; he almost immediately came up the scale. Another example of using the scale was with a guest who is known to be angry and yell about any issue she encounters. During the orientation of her villa, she found an issue and went into a rage. Using the scale, I switched my tone to antagonism towards the issue, and she quickly became disinterested. The emotional scale is the one tool that I believe any member of the service industry should know and learn to use. Not a day goes by in my life that I don’t use it. It has helped me become the butler that I am.” JY.
Ed’s note: Mr. Yalda is a good example of the Modern Butler in the hotel environment: He lives his life to the full, and that means, when on the job (which is close to 24/7/365, because he loves it so) as Head Butler at Red Rock Casino, Resort and Spa in Las Vegas, he focuses completely on taking ownership of his guest(s) and making their lives memorable and flow smoothly. As a result, they show their appreciation: which, when it involves comments, fuels his passion; and when it happens to involve tips, means he can afford and enjoy driving the fastest car on the road (one of his passions). What goes around, comes around, and what Mr. Yalda puts out is a creativity and support for all those he meets, to make their lives better.
More Little Butler Touches—Soap Carvings
From Mr. Kobi in Florida
Placement
The exclusive Dorado Beach Ritz Carlton Reserve in Puerto Rico is looking for butlers (Embajadors). They will train anyone qualifying (must be a US-citizen or Green Card Holder), who has a minimum of one year experience as a Hotel, Cruise, or Condo Butler, or two years in the Hospitality industry (hotels/restaurants, or Cruise lines). For more information, please send request and your current CV/resume to the head butler Mr. Arora (Paawan.Arora at ritzcarlton.com)
Let’s Talk about Mixology, Part 2
by Amer Vargas
The Manhattan
Today we will look at one of the most famous cocktails worldwide, considered by the International Bartenders Association to be a classic that all barmen (and butlers) worth their salt, should know.
The Manhattan cocktail seems to have its origins some time in the mid-nineteenth century in the New York region, where it became a very fashionable drink and the trend spread across the US to Hollywood stars, who made it even more popular in movies as the choice drink for handsome main characters.
It is also known that people from the island of Föhr, in the north-west of Germany, immigrated during the nineteenth century to New York and learned about the drink; they developed a real liking for it and took it back home—which explains why today, the mix is commonly available in most cafe’s and restaurants on the island.
Manhattan cocktail, photo by Naotake Murayama
The preparation of the Manhattan cocktail is really simple: it involves rye whiskey (the most common variation available in nineteenth century New York), red vermouth, bitters and maraschino cherry.
Pour the following over a lot of ice (cubes) in a shaker: 5cl/1.7oz of American rye whisky (although these days, it is common to see it prepared with Bourbon or Canadian whisky), 2cl/0.65oz of red vermouth and one or two dashes of bitters. In the old days, it was said it should only be stirred, but nowadays it is also acceptable to shake it. Strain in a chilled cocktail glass and finish with a maraschino cherry (which must be dried first, so as not to over-sweeten the mix).
As is always the case, the quality of the ingredients determine the quality of the final drink. This will not only be detectable on the palate, but may also be obvious to the eye: if you use poor quality ingredients and shake the mix, a little foam or froth will form that will spoil the look of the drink. Whether shaken or stirred, in all cases, the final Manhattan should be transparent with a caramel color.
And that is the straight Manhattan. Variations exist to please everybody: the Dry Manhattan replaces the red vermouth with a dry vermouth; the Perfect Manhattan replaces the red vermouth with equal parts of dry vermouth and red vermouth (1cl/0,33oz of each); the Brandy Manhattan uses Brandy instead of whisky; the Cuban Manhattan is like a Perfect Manhattan—remember, with both red and dry vermouth—but uses a dark Cuban rum instead of whisky; and finally, the Tijuana Manhattan replaces the whisky with añejo (aged) Tequila.
Make your choice and sip along…Cheers!
Mr. Vargas is the Institute’s Vice President for Europe and can be contacted via AmerVargas at modernbutlers.com
Recent Training and Graduates
Cancun in Mexico has a fairly recent addition, Nizuc Resort and Spa, which has several world-class restaurants, one of the top Spas in the world, and a butler service that is serious about expanding into the full range of services. Mr. Ferry recently trained there and is pictured here with all the graduates.
Of Butlers and Roses, Part 15 of 20
by GJ dePillis
The Right Tool for the Job
Why do gardners need good clippers for roses when it is time to prune back branches or clip roses for a vase ? Can’t they just use anything that cuts? No. The reason is because a clean cut is needed. Any squashing or crimping of the stem damages it and shortens the life of the rose when it is placed in a vase.
When just starting out, you may want to use the cheaper, Chinese made Fiskar clippers. But then, again, you may not! Felco is the better quality, Swiss-made brand, costing $50-60 USD and promoted on most Rose Society pages — in part because it also acts as a wire cutter (there is a notch in the blade for this purpose). Felco invented the more ergonomic “rotating handle”that rolls in the hand when opening and closing the clippers, thereby easing tension in the hands when doing a lot of clipping.
The Felco offers a USA-made holster to keep the shears on a belt and comes with a key to take it apart, clean it, sharpen and reassemble it.
The pictures above show typical gardening tools, as seen at Sea World, San Diego. Remember that, unless you live in a very dry climate, blades do rust if left outside and should always be kept clean and stored in a shed.
Ms. dePillis is a freelance contributor to the Journal who is based on the West Coast of theUnited States. She can be reached via depillis at gmail.com
Consulting the Silver Expert
by Jeffrey Herman
Q: Does silica gel serve the same purpose as 3M Anti-Tarnish strips, or should I use both?
A: The strips absorb tarnish-producing pollutants; the gel controls the humidity that contributes to the acceleration of tarnish. I always advise using both.
Mr. Herman continues to offer his services to our readers for any questions you may have about the care of silver. Either call him at (800) 339-0417 (USA) or email jeff at hermansilver.com
The Institute is dedicated to raising service standards by broadly disseminating the mindset and skills of that time-honored, quintessential service provider, the British Butler, adapted to the needs of modern employers and guests in staffed homes, luxury hotels, resort, spas, retirement communities, jets, yachts, & cruise ships around the world.
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Staff Training
Message from the Chairman 
Meet the Futuristic Robot that Does It All
