Developing Leader for Change & Innovation in Tourism

1. Developing Leader for Change & Innovation in Tourism 28th June 2010

2. Human Resource Development

3. LEARNING • Training • Talent Development • Identifying Potential

4. 1. TRAINING

5. Exercise: What are the benefits of training GROUP BRAIN STORM of the Benefits and costs of investment in training Why is it that many hotels and tourism businesses seem reluctant to invest in employee training?

6. Benefits of training ….. • Gives the supervisor more time to manage, enables the delivery of standardized performance, more motivated staff, less absenteeism, less turnover, reduced tension, consistency, lower costs, more customers, better service • Gives the workers confidence to do their jobs, increases motivation, reduces tension, boost morale and job satisfaction, reduces injuries and accidents, gives them a chance to advance • Gives the business a good image and, potentially, more profit

7. Then why is training often neglected? • Need for training not always seen as urgent – “we’ll do it tomorrow” • Training time takes employees away from the job and from customers • Costs of training – but what are the costs of NOT training • Employee turnover means you may need to start over again • Short-term workers, especially in seasonal hotels • Diversity of workers and their needs • Kinds and variety of jobs (simple-complex) • Not knowing exactly what you want your people to do and how they should do it – the lack of a training needs analysis (TNA)

8. How do employees learn best? • When they are actively involved in the learning process • When training is relevant and practical. • When training material is organized and presented in chunks. • When training is in an informal, quiet, and comfortable setting. • When they have a good trainer. • When they receive regular and supportive feedback on performance • When they are rewarded

9. Developing a Job-Training Programme Training plan: A detailed plan for carrying out employee training for a unit of work – how to service a bedroom • 1st- establish performance standards: they provide a ready made structure for a training programme • 2nd - write a training objective (or objectives) derived from the above • 3rd - Develop standard procedures (list tasks and spell them out) • 4th – Plan how you will measure/ assessment successful outcomes of your training (link to objective(s))

10. Assessment of Training Outcomes • Formal assessment: uses observation, interviews, and surveys to monitor training while its going on. • Summative assessment: measures results when training is complete in five ways: 1. Reaction 2. Knowledge 3. Behavior 4. Attitudes 5. Productivity

11. On-the-Job Training (OJT) Consists of 4 steps: 1. Prepare the learner 2. Demonstrate the task 3. Have the employee do the task 4. Follow through: put the employee on the job, correcting and supporting as necessary

12. Employee Retraining • Needed when changes are made that affect the job, employees performance drops below par, when there are changes to the requirements of the job/ task or when the employee has not mastered a particular technique • A positive one-on-one approach to retraining is referred to a coaching • Coaching is a four part process. 1. Observation of the employees performance. 2. Conversation between manager and employee focusing on job performance (links to Performance Assessment) 3. Supporting the employee through a process of change 4. Observing employee performance again

13. Obstacles to employee learning • Fear or uncertainty – can be reduced with a positive approach (convey confidence in the worker) • Limited motivation - emphasize whatever is of value to the learner, make the program form a series of small successes, build in incentives and rewards • Limited ability or slow learning - adjust teaching and pace to learners level • Laziness, indifference, resistance - may mean a problem worker • Split loyalties – pressure from department or supervisor to get back to the job

14. Overcoming obstacles • Teaching not adapted to learners- deal with people as they are (teach people not tasks), keep it simple, involve all the senses • Poor training programme - revise to ensure relevance and to include clear objectives • Poor instructor - the trainer needs to know the job, be a good communicator and to be a leader, sensitive, patient, helpful, etc. • Remove organizational obstacles – ensure supervisors and employee’s colleagues are on-side and supportive

15. TALENT DEVELOPMENT

16. Football Academies: identifying and developing talent

17. The challenge: finding, developing and retaining talent Phases in the “talent war” • Talent spotting – inside, outside • Talent recruitment and selection • Talent development • Talent deployment • Talent retention How do football clubs apply these phases?

18. The fruits of talent development

19. Where’s the difference?

20. Group Exercise:What does talent mean in the hotel/ tourism industry? In Groups Identify examples of talent in our industry, across departments and levels • Is our industry talent different from that required by other industries? • How can we identify talent for the industry a) as part of the pre-recruitment/ recruitment process and b) within the existing workforce

21. Reading Implications of hospitality and tourism labour markets on talent management strategies Tom Baum, Strathclyde Business School, Strathclyde University, Glasgow, Scotland A strategy for improving employee recruitment, retention and engagement within hospitality organizations Julia Christensen Hughes and Evelina Rog Department of Business, University of Guelph, Guelph, Canada Towards a greater understanding of senior managers' perspectives in the hospitality and tourism sector Norma D'Annunzio-Green, School of Management and Law, Napier University, Edinburgh, Scotland

22. Thank You! Discussion .