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Workshop on the adaption of a Strategic Human Resource Plan for the Tourism Industry

Workshop on the adaption of a Strategic Human Resource Plan for the Tourism Industry. 12 Sep 2011. On the Job Training Efforts – Training Investment for the Competition? by Ahmed Asbaab. Agenda - Talent War !. The Needs ? Finding Talent Keeping Talent. WHO NEEDS TALENT?.

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Workshop on the adaption of a Strategic Human Resource Plan for the Tourism Industry

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  1. Workshop on the adaption of a Strategic Human Resource Plan for the Tourism Industry 12 Sep 2011 • On the Job Training Efforts – Training Investment for the Competition? • by • Ahmed Asbaab

  2. Agenda - Talent War! • The Needs ? • Finding Talent • Keeping Talent

  3. WHO NEEDS TALENT?

  4. Asia Pacific Talent Pipeline – HWW 64 General Managers 296 Directors Talent Pipeline 888 Department Managers 37,000+ Entry level

  5. So we have a problem!

  6. Finding Talent • Is there enough ‘local’ talent to feed your talent pipeline? • So what should we be doing to attract and train the talent?

  7. Keeping Talent – some Facts! Front Line Staff $ 300 x 12 = $ 3,600 $ 3,600 x 30% = $ 1,080 $ 1,080 x 20 = $ 21,600 = MRF 333,072 • Employees who feel neutral about or dissatisfied with their jobs are more than twice as likely to leave the organization. • Turnover rates will continue to increase • Costs or replacing an employee ranges form 29% – 46% of the annual salary! QS Source: DDI – Development Dimensions International – extract from report based on 745 responses to retention survey submitted to 118 Organization

  8. Retention as a Business Priority When retention is ABOVE AVERAGE Customer Satisfaction Productivity Profitability Will also tend to be ABOVE AVERAGE

  9. Why do you think employees Jump Ship or Stay? From a HR perspective… Top 5 • Opportunity for growth and advancement • Quality of compensation package • Amount of job stress • Quality of relationship with supervisor or manager • Ability to balance work and home life Source: DDI – Development Dimensions International – extract from report based on 745 responses to retention survey submitted to 118 Organization

  10. Why do employees Jump Ship or Stay? From a Employee perspective… Top 5 • Quality of relationship with supervisor or manager. • Ability to balance work and home life • Amount of meaningful work – the feeling of making a difference • Level of cooperation with coworkers • Level of trust in the workplace 19th 20th 21st Source: DDI – Development Dimensions International – extract from report based on 745 responses to retention survey submitted to 118 Organization

  11. Tactics for Improving Retention • Conducting internal studies – surveys, focus groups to better understand why employees leave/stay • Improving selection practices • Conducting entry/exit interviews • Improving communication between Management/Employees • Training & Development opportunities

  12. Key Drivers Need to recognize the most important key drivers as to • WHY EMPLOYEES STAY • WHY EMPLOYEES LEAVE!

  13. Thank you!

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