The group, which runs four hotels and a club in Hong Kong, including Hong Kong Gold Coast Hotel and The Royal Pacific Hotel & Towers, knew that staff losses were inevitable during the economic slump but recognised that the most experienced staff would remain.

This was an ideal time to transfer knowledge and develop a group of talented young managers.

'We knew the economy would rebound and that new hotels would open. We wanted to be prepared,' said group director of human resources Janet Lai.

The senior team also hoped the training programme would help to build synergy and co-operation.

'Each hotel in the group was operating independently and at a different stage of development,' said Ms Lai. 'There was plenty of opportunity to learn from each other.'

Sino Hotels designed the programme for recent hospitality graduates, recognising that, while they lack experience, they have up-to-date knowledge of industry and management techniques.

The first trainee was recruited in 2001 and another nine joined in 2002. The group is planning another intake this year.

Competition to join the programme is stiff, with more than 1,000 applications received in two years.

While some hotel groups offer specialist training programmes, such as those focusing on food and beverage operations, Sino Hotels designed a format in which trainees complete placements in each department of the group.

Through a variety of experiences, trainees learn how to deal positively with demanding customers, co-operate with colleagues and cope with long periods of standing on their feet. Trainees also have to tackle the most basic of tasks, including cleaning toilets.

The process encourages shared learning for both trainees and the business.

'Hotels have so many different departments, each doing their own thing,' Ms Lai said. 'Now CMTP trainees experience all of these departments, such as food and beverage, human resources and front office, and the departments understand each other better.'

Trainees select a department for their second-year placement based on their preferences and long-term career goals.

'Many trainees want to work in the sales office but not all are suitable,' said Ms Lai. 'We assess capability by assigning special projects. For example, a trainee in the front office may be asked to prepare the duty roster to see if they successfully balance the needs of all parties involved.'

Department heads also assess trainees' enthusiasm and ability for routine work, such as whether they meet deadlines or turn up for work on time. Problems are ironed out during regular progress meetings.

The sponsorship of senior managers is important in any development programme. At Sino Hotels, management involvement is a vital part of building confidence and learning to influence at senior levels.

'Trainees are invited to all the management meetings and they are encouraged to share ideas,' said Ms Lai. 'One of our trainees is conducting a feasibility study on the possibility of switching operating systems and will present her findings to the management team.'

The programme also aims to develop a broad understanding of the business. For example, trainees were invited to the Sino Annual Seasonal Cocktail Party, where they mingled with some of Sino Hotels' most prestigious clients.

Early indicators suggest that this comprehensive approach to graduate training generates positive results.

'There is a fairly high failure rate in most hotel training schemes, but we have only lost one trainee in two years,' Ms Lai said. 'They know that the business values and respects them.

'In addition, the first trainee to complete the programme has been recognised as an Outstanding Employee of the Sino Group 2004.'

Phoebe Shing, who joined the group in 2001, was selected from among more than 7,000 employees in the group and received a cash award of $25,000.

She also received a trip to Sino Group's flagship hotel in Singapore, The Fullerton, in recognition of her performance.

Ms Shing, who was recently assigned to be a deputy-in-charge, attributes some of her success to early leadership experiences made possible by the programme.

'My manager had to take an extended period of leave. It was a great chance for me to help supervise the department, take up responsibility and make decisions.'

As a marketing and communications officer at the Gold Coast Hotel, Ms Shing has clear ambitions to contribute to the group's strategic goals.

'Before I joined the training programme, I was aware only of the individual hotels within the group but not the brand,' she said. 'Now I am excited because I can see the chance to really uplift the brand image of Sino Hotels as a whole.'

The Sino Hotel trainees offer the following advice to those interested in applying to join the programme:

The industry appears glamorous but involves a lot of hard work. Get some experience and evaluate your true interest before applying;

Maintain realistic expectations - in the first year you will work long shifts and do heavy work;

Strengthen your people skills. You will need to build relationships with senior managers and win the co-operation of staff at all levels; and

Be prepared to be flexible. There are always problems behind the scenes at a hotel that require flexible responses.

Training programme features

Management training programme is linked to strategic goals

It is conceived and sponsored by the senior management team

It encourages the sharing of knowledge across functions and operations

Trainees can direct their own career development after basic training

Trainees feel valued and respected; the programme provides opportunities to contribute ideas to improve the business