Cross-Training: A motivational Technique

An effective training method for employee motivation.

Many managers mistakenly believe that monetary rewards and benefits motivate employees. However, money is not the key to employee motivation. Employee motivation is built on a professional and unified management, in a good work environment.  

While high employee turnover reflects on low morale and lack of motivation, the absence of turnover also quickly results in de-motivation, since the possibility of motion and forward-motion is denied to employees. No one can perform the same tasks without a change in routine or opportunities for advancement.  

Managers sometimes implement "job enrichment" in a misguided manner, by giving un-rewarded additional responsibilities to their supervisors and employees. This results in a feeling of exploitation and has the reverse effect.  

An effective training technique, for motivation, is cross-training, when implemented horizontally, upward and downward.  Department heads, assistants and employees can cross-train either within the department or in different departments. With support, employees can have a day's training in the role of department heads ("King for the Day"). A department head can take a General Manager's role in his absence. This is a form of cross-training.

Cross-training should be carefully planned and presented as a learning opportunity. It should be part of yearly training and cover all positions and departments. Beginning with the supervisory level it must filter down to entry-level positions.  

This technique achieves the following objectives:  

• Prevents stagnation
• Offers learning and opportunities for professional development
• Rejuvenates all departments
• Improves understanding of different departments and the hotel?? as a whole
• Leads to better coordination and teamwork
• Erases differences, enmity and unhealthy competition
• Increases knowledge, know-how, skills and work performance
• Improves overall motivation

• Enables sharing of organisational goals and objectives 

Sending employees to work in another department at a moment's notice cannot be considered as cross-training. It should be a planned process. Employees must "buy" into the idea, be encouraged to give feedback and make suggestions for improvement. Thus they become "partners". Departmental communications meetings can be used to share lessons learned.  Employees who think, "the grass is greener on the other side ", will soon realise their mistake after exposure to other departments. Cross-training can also be used to "shake up" supervisors or employees who have lapsed into poor performance. Upon being moved to a different position or department, albeit temporarily, they hear "warning bells", shape up and usually return to their positions as exemplary performers.  

Depending on the budget and the objectives to be achieved, the duration of cross-training can vary. Details must be coordinated with the "receiving" department head. The trainee is involved in the department's activities for the duration of the cross-training. 

A more sophisticated form of cross-training is job rotation, which usually involves extended periods (from one month to six months). With job rotation, the employee's role changes. He is not considered as trainee, but is wholly responsible for certain jobs. 

Both cross-training and job rotation create teams of employees who are more knowledgeable, confident of their professional expertise and can easily replace each other when needed. These techniques lead to great motivation throughout the company. 

The three main stakeholders: employees, management and guests enjoy the benefits. Employees get a further benefit of added know-how, skills, career opportunities and future security due to business success. 

Related reading: 

1. "Manage your team one person at a time", by Bick J., Executive Female.

2. "Cultivating better employee communications: 10 tips to increase effectiveness", by Flagerty J., San Diego Business Journal.

3. "Motivate your staff with time-related benefits", by Hertzog K.C., San Diego Business Journal.