Shangri-La Group

Gabriel Batulay is a highly motivated and results-oriented Senior Manager of Learning and Development (L&D) at Shangri-La Group, with over 15 years of experience in the hospitality industry. He has a proven track record of developing and implementing learning programs that enhance employee performance and align with organizational goals across multiple properties. With expertise in leading cross-functional teams, he fosters a culture of continuous learning and drives operational excellence through strategic learning initiatives.

In his role at Shangri-La Group, Batulay oversees all learning activities, ensuring employees receive essential compliance training and specialized departmental courses that support their professional growth. He plays a key role in managing and coordinating the company’s learning experience platform (LXP), enhancing accessibility and engagement in learning across the organization. His responsibilities extend beyond traditional training, as he also organizes events and initiatives that strengthen employee connections. These include challenger team activities, incorporating sports and non-sports events that promote teamwork, well-being and a dynamic workplace culture.

“I strive to lead by example—walking the talk and fostering a culture of continuous learning, inclusivity and growth”

In an interview with Manage HR, Batulay shares his approach to designing impactful training programs in hospitality. He emphasizes gathering employee insights to address service quality challenges and leveraging AI to streamline operations and enhance guest experiences.

Crafting Engaging and Effective Training Programmes in Hospitality

I design training programs through careful observation, feedback and the annual learning plan, which helps identify key areas for development—especially in the hospitality industry. Since the pandemic, service quality has become a significant focus, requiring continuous improvement.

To ensure relevant training, I gather insights from direct observations and conversations with rank-and-file staff. Their feedback highlights areas where they feel they need more support. I then bring these insights to senior management and department heads to discuss challenges and align on training priorities.

For example, if staff feel demotivated and struggle with guest engagement—such as not smiling when greeting guests—I consult department heads on the best approach to improve service interactions. Their input, combined with staff feedback, shapes the training design.

I use a blended learning approach, ensuring training is both practical and time-efficient. Instead of long sessions, I conduct short, interactive, in-person role-play exercises (around an hour), followed by e-learning modules hosted on our LXP. This method maximizes engagement and practical application, helping employees refine their skills in real-time scenarios.

AI in the Hotel Industry: Enhancing Efficiency and Overcoming Barriers

AI has significantly reduced downtime and improved time management in the hotel industry. It allows us to streamline operations, making tasks more efficient, especially for those in back-of-house administrative roles like mine.

However, in my experience, AI adoption in hotels— particularly in France—is not yet widespread. While we do utilize some AI-driven robots and platforms, their presence is not as strong as in other industries. That said, AI plays a crucial role in overcoming language barriers. For instance, when we have Chinese guests who don’t speak English, AI-powered translation tools help facilitate smooth communication and enhance the guest experience.

Bridging Learning Gaps in a Digital Era

One of the key challenges I face is ensuring our staff—who have been with us for 20 to 30 years—can successfully adapt to our evolving learning platforms. With the shift to e-learning, many struggle with online course completion due to language barriers and limited familiarity with digital tools.

To address this, I implemented a buddy system, where departmental trainers take the lead in guiding pioneer staff through compliance courses and other mandatory training. This approach allows them to learn in a more comfortable setting, with peers who can support them through the process. While it hasn’t solved the issue entirely, it has significantly improved engagement—reducing challenges by at least half.

Moving forward, I believe this method is essential because we cannot leave anyone behind. These experienced employees bring immense value to the hotel and their knowledge and expertise are crucial to our success. It’s our responsibility to support them in navigating these changes while ensuring they remain an integral part of our workforce.

In L&D, I maintain an open mindset, recognizing that employees come from diverse backgrounds with different levels of education and experience. My role is to safeguard everyone, regardless of their starting point, who understands the company’s direction and has the necessary knowledge to contribute effectively. If additional support is needed, I schedule one-on-one sessions and continuous follow-ups, particularly during probation, to track progress and provide guidance.

I strive to lead by example—walking the talk and fostering a culture of continuous learning, inclusivity and growth.

Enhancing Compliance and Engagement through GM Dialogues

In my role, ensuring compliance is not just about providing training—it’s about driving understanding and accountability. To achieve this, I rely on data to track compliance progress and guarantee key learnings are effectively cascaded throughout the organization.

Beyond standard meetings, we have established platforms like GM Dialogues or GM Tables, where employees can engage directly with leadership. These sessions provide an open space to discuss compliance, check on training completion and ensure everyone understands the key policies affecting our hotel operations. This approach fosters transparency, encourages feedback and strengthens our overall compliance culture.

Strategic Engagement: Aligning Learning with Business Needs

My approach to business strategy is hands-on and interactive. When organizing a course that I believe is important, I don’t just rely on formal communication—I take the time to visit different departments and engage with employees directly. I randomly approach individuals, asking questions like, “Do you know what this course is about?” or “What are your thoughts on this topic?”

This method allows me to gauge their understanding, gather valuable insights and identify gaps in knowledge. By doing so, I can refine our learning strategies to better align with business needs and confirm that training initiatives are relevant and effective.

Building an Inclusive and Accessible Training Culture

Our goal in L&D is always to strive for accessibility and impact. If I were to define a shared goal for everyone, it would be to ensure that learning is fully understood and embraced by all employees. My approach is to remain open-minded and welcoming perspectives from every level of the organization so that learning is accessible, meaningful and inclusive for everyone.