Sensitivity training promotes tolerance in the workplace When incidences occur that indicate inadequate training for sensitivity and diversity, it is a problem hotel managers must pay attention to. One such incident occurred at a bar where the bartender referred to a particular African-American customer using a racial slur on receipts. The customer noticed on one occasion the slur as a descriptor on his check stub. The customer complained and filed a lawsuit, which was settled out of court. In this, and most other establishments, the employee in question was fired and those offended were issued an apology. The question remains: Is this a hiring problem, or is it a training problem? Can we assess whether or not an employee might be intolerant in the interview process, or should sensitivity and diversity be part of training programs? At a recent Conference of the Council of Hotel and Restaurant Trainers (CHART), in Austin, Texas, training representatives from 40 companies were asked if their companies had increased training in issues relating to diversity and sensitivity in the past five years. Fifty-four percent said that indeed such training had increased. “I don’t believe you can really train insensitivity out of a person. If someone is not guest-focused, it is hard to teach them to be,” said CHART Board member Jason Lyon, CEO of The Common Man Family of Restaurants. “I think it is important to weed out the people who might not be sensitive or guest-focused. There needs to be stronger onboarding where you discuss your company’s culture. It is important to stress that there is zero tolerance for this kind of behavior.” John Kelly, VP of learning and development for White Castle Inc. and incoming president of CHART, said that White Castle’s sensitivity and diversity training had evolved to include bullying. “We have beefed up training for no bullying or cyber-bullying,” he said. “It is not just the old-fashioned issues, but the new ones that have come to light and need addressing.” It is important to be proactive. Not only can issues be costly to a company, they can be disruptive as well. One way to prevent the possibility of labeling customers is to use table numbers, phone numbers or the customer's name as descriptors. Sound hiring and onboarding practices can help safeguard us in the long run.