IUCN-Kuoni-Whittall Ecotourism Training Workshop, Sri Lanka

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1 IUCN-Kuoni-Whittall Ecotourism Training Workshop, Sri Lanka INTEGRATING BUSINESS SKILLS INTO ECOTOURISM OPERATIONS TRAINING WORKSHOP 15TH TO 18TH OCTOBER 2013, NEGOMBO, SRI LANKA 16 th October 2013 Presented by Sunil Dissanayake Director/General Manager The Kingsbury Head- Group Human Resources Member- Group Management Committee Hayleys Group Sri Lanka

2 Table Of Contents 1. Talent Acquisition Page No 2. Retention 3. Remuneration 4. Succession Planning

3 Talent Acquisition The most important aspect of any Business. The hospitality sector is growing at rapid speed. The hotel industry has many competing career options for younger people. Garment industry and Banking industry seeming more lucrative than hospitality.

4 Talent Acquisition Getting not merely getting hands and legs. Highly Competitive market place. Market Need Vs Actual Available War Vs the post war era the interest and the want to join the Tourism Industry

5 Talent Acquisition Dearth of high quality hospitality education institutions People who value brands and style, who want to develop EQ and a social radar this is an exciting industry to work in. Plan to reinforce the message to potential employees about the joy and excitement of working in the hospitality industry

6 Talent Acquisition The long hours of work that is customary in the hospitality sector is a deterrent in an age where younger people are getting more conscious about work-life balance. Because this is a 24 x 7 x 365 industry, and a hotelier has to be on stage all the time For some candidates working in a hotel may be less intellectually stimulating than working in a bank or in Sales and Marketing.

7 Talent Acquisition Plan to reposition careers where employees get to travel, meet interesting people, and experience the thrills of a job that keeps an individual active, personable, confident and smart. Provide quicker and smarter opportunities for monetary gains. Work-life balance and joy at work are important value propositions for the current generation. We have to address this to a certain extent.

8 Retention Motivates employees by making them feel a more integral part of the overall organization. Management should recognized employees, especially when they go above and beyond the scope of their everyday duties to satisfy a guest. Empower employees to get maximum out of them. Be competitive in remuneration

9 Retention Make your people feel engaged in company goals, objectives and achievements. Management should perceived Job Security and employability. Make the work place fun to work. Give Clear Growth Parameters.

10 Retention Give hotel guests survey cards before they check out, allowing them to comment on specific departments and employees. Motivate your staff to provide consistently high levels of performance, especially during conferences and conventions, by paying a bonus tied to the hotel s bookings. Use your empty rooms to reward staff members for excellent performance, yearly employment anniversaries or a birthday party.

11 Retention Link training and development to succession plan Turnover is less when employees have a high level of value for their work. Employers can help employees value their work through consistent praise, recognition, and special incentives. Employees who feel better about their jobs persist more, exert more effort, and are less likely to leave. Senior employees tend to be more motivated, persistent, exert a greater effort, and are less likely to leave in the face of difficulties.

12 Remuneration Regular Salary Surveys. Give Overall Value. Remuneration must be fair and structured. Walk the talk. Monitory Benefits Profit sharing / incentive bonus / competitive salaries

13 Remuneration Non Monitory Benefits Career growth opportunities Best-in-industry training Complimentary stays at Hotel with discounted meals Paid holidays / vacation Educational assistance Dental and medical / disability / life insurance Retirement benefits / pension Employee of the Month awards Annual employee get-together / social and sporting events Complimentary meals in dedicated employee restaurants

14 Succession Planning Succession planning is the key to selecting and developing the people you'll need to carry out the vision for your Hotel. Succession planning is about proactively preparing for the replacement of any key occupations within your Hotel. Preparing for the next generation of vital positions is important for a Hotel.

15 Succession Planning Creating a pool of mentors is very vital in this process. Managers to be encouraged to develop a number 2 without being insecure about their own jobs.

16 Succession Planning Steps in Succession planning Identify the critical positions in your Hotel. Determine what skills people in those positions need. Find and assess potential successors. Develop Succession and knowledge transfer plans. Evaluate Effectiveness. Measure,Monitor & Report.

17 Pleasure in the job puts perfection in the work - Aristotle -

18 CONTACT DETAILS Mobile : sunil.dissanayake@hayleys.com : Sunil Dissanayake