Prof. Dr. Wolfgang Georg Arlt
International Tourism Management

 

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ITM Bachelor 3. Sem
8076: Human Resource Management in Leisure and Tourism

 

Training and development
- Training employees and customers

 

 

 

In tourism, Human Resource Management is to a large degree

Human Resource Development (HRD)

 

Some reasons:

- low skill, early entry into the workforce

- people industry

- fast changing environment

- "internal" quality control needed

- career perspectives needed to keep good staff in the industry

- empowerment based on know-how and experience

 

 

 

Training and development into the job, on the job, near the job (including e-learning), off the job, along the job and out of the job:

 

 

 

 

Into the job:

Vocational Education and Training (VET) in different countries:

Germany: Dual system of formalised apprenticeship "Lehre" (VT) and "Berufsschule" (VE)

UK: Voluntary, traditional "guild" orientated

Sweden: State directly involved in VET, companies supported by government

Japan: State enforcing training standards. Big companies offer life-long in-house training

USA: Voluntary, individual effort, privately paid VET

 

 

On the job:

Example Investors in people (IiP)

 

 The Investors in People Standard provides a framework that helps organisations to improve performance and realise objectives through the effective management and development of their people

Everyone agrees that people are an organisation's greatest asset, and we all know that for an organisation to succeed everyone has to perform well. To achieve this, people need the right knowledge, skills and motivation to work efficiently.

No matter what the size or type of your organisation, the Investors in People Standard is there to help you improve the way you work. You have to meet the same criteria – or 'indicators' – as other organisations, but the Standard recognises that you will meet them in your own way. Investors in People recognises that organisations use different means to achieve success through their people. The Standard does not prescribe any one method, but it provides a framework to help you find the most suitable means for achieving success through your people.

 

Investors in People Standard

Developing Strategies to Improve the Performance of the Organisation

An Investor in People develops effective strategies to improve the performance of the organisation through its people.

1. Business Strategy - A strategy for improving the performance of the organisation is clearly defined and understood

2. Learning & Development Strategy - Learning and development is planned to help achieve the organisation's objectives

3. People Management Strategy - Strategies for managing people are designed to promote quality of opportunity in the development of the organisations people

4. Leadership & Management Strategy - The capabilities managers need to lead, manage and develop people effectively are cleary defined and understood

Taking Action to Improve the Performance of the Organisation

5. Management Effectiveness - Managers are effective in leading, managing and developing people

6. Recognintion and Reward - People's contributions to the organisation are recognised and valued

7. Involvement and Empowerment - People are encouraged to take ownership and responsibility by being involved in decision-making

8. Learning and Development - People learn and develop effectively

Evaluationg the Impact of the Performance of the Organisation

9. Performance Measurement - Investment in people improves the performance of the organisation

10. Continuous Improvement - Improvements are continually made to the way people are managed and developed

Download brochure Investors in People Standard: IIP_StandardOverview1.pdf

 

IiP in 2007: IIPAnnual0708.pdf

 

 

 

Case study IiP:

Back

Name: Pontins
Size: 501 - 1000
Sector: Leisure, Travel and Tourism
Location: National
Theme: Staff Development
Recruitment and Retention

The Organisation

The Pontin’s name is well known to British holidaymakers, but the Pontin’s of the 21st century is very different from the traditional ‘holiday camp’ company of the past.  The company caters for 600,000 customers each year.

Managing Director Colin Homer is turning a loss-making organisation into a profitable one, using Investors in People to improve the core area of the business that affects everything the company does, namely its employees.


The Challenge

The vast majority of Pontin’s employees are seasonal workers, and they have to get to grips very quickly with the way the organisation works and take on board the training that ensures they can help each holidaymaker with their specific needs.

This is a human resources challenge most managers would balk at: 300 full-time employees are joined each Spring by 1,600 seasonal workers whose turnover has meant that, in past years, Pontin’s has employed over 5,000 people during the summer season to fill the 1,600 positions. 

The cost of recruiting and training 5,000 people to fill 1,600 jobs would be a financial drain on any company’s resources.


The Results
Following the guidance of Investors in People, Pontin’s has put in place a structure whereby every employee has, a personal development file with job descriptions and aims, access to NVQs (National Vocational Qualifications), access to funding for vocational training, assistance with professional qualifications, assessment of aims and goals and help in achieving them. Even if someone only stays for a matter of months, they should still have a new qualification to take to their next job.

Pontin’s is committed to retaining its Investor in People status and has developed its personnel and customer care policies around the Standard’s guidelines.  Hence the focus on continuous development for employees at all levels.

Investors in People has supported the organisation to reduce staff turnover taking the average length of time employees are with the company from just a few months to over a year. 

The company’s success in applying the Investors in People principles to its day-to-day business is bearing fruit.  Permanent employees are staying longer because they can see a clear development path ahead.  The company now has a greater ability to assess and improve its employees’ contributions.  There is little doubt in Colin Homer’s mind that the new Pontin’s will prove a great British success story.


 

 

 

  Contact: Prof. Dr. Wolfgang Georg Arlt FRGS
Bachelor and Master Program International Tourism Management
arlt@fh-westkueste.de, Office 2.018, Tel. 0481 8555-513
Consultation hours (during lecture period): Tuesday 16.00 - 17.00 h
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