Limited Training, No Career Plan: Basic HR in the Hotel Industry
15 April 2011
Read by 1463 persons
Businesses in the sector dedicate little space to HR management. Salary policies, career management, and professional relations are often neglected. A study by the National Tourism Federation (FNT) shows that the issue of formalizing the compensation grid remains.
Among all economic sectors, tourism is the one that has evolved most spectacularly in the last two years. The proof: we have gone from 2 to almost 10 million tourists in 5 years. Of course, such evolution does not happen without problems: in addition to the shortage of profiles and the high turnover in the sector, professionals must also fight for the professionalization of HR services. In the hotel industry in particular, the equation is well known: one dissatisfied customer equals several lost. The only solution to avoid the worst is to improve service. This is not easy when staff are insufficiently or poorly trained and, in addition, unmotivated.
What HR projects have companies in the sector implemented? What are the weak links? We wanted to learn more about the actions taken. Here are the main findings.
Training: a widespread project in most establishments
Training is the flagship project carried out by tourism operators. However, it is useful to specify that we are dealing with a two-speed sector. In small units, generally independent ones, most training, when it exists, focuses on basic hotel management techniques, including communication, customer relations, reception, entertainment, and hygiene. However basic, "such training is essential for the activity," stresses an HR director.
In contrast, in large chains, training is a true pillar of the strategy. It is precisely this category of companies that has benefited most from the "Meda II plan," which aimed to raise the performance level of companies, allowing many of them to receive the necessary support in staff training.
Most of the time, training is spread over several levels. First, general training is offered to all staff. It covers several themes, namely communication, leadership, hygiene, and the attitude to adopt with a customer. There are also vocational trainings such as catering, concierge services, room organization, entertainment, and leisure... Another category of training is aimed at senior managers. It focuses on hotel management techniques, finance, and marketing.
Finally, foreign language training. Having said that, increasingly, hotel groups are integrating personal development training as a major axis in their training.
The practice of internships and apprenticeship training is also widespread in the sector. However, very few companies have set up inter-company apprenticeship centers.
Recruitment: priority to internal mobility
Lack of job descriptions, precise job profiles, or recruitment procedures, poorly formalized contracts, no integration procedures: these are the main difficulties encountered in terms of recruitment in most companies in the sector.
Often, the main features of the profile are defined at the time of recruitment. It goes without saying that the level of formalization and detail of this definition varies from one establishment to another. It must be said that most companies favor internal mobility before external recruitment. This practice applies to both horizontal and vertical mobility. Another fact noted in the sector is that many companies do not formalize the letter of commitment or contract.
Since more than half of the companies do not prepare a recruitment program, hiring is done in a fairly traditional way, often due to a lack of HR tools, either because the issue is not perceived as very important, or because the company has a reserve of manpower for the high season.
Remuneration: benchmarking is enough to establish a salary grid
If there is one subject that companies prefer to avoid, it is remuneration. Lack of transparency, proliferation of informality... Even at the level of salary surveys, it is difficult to obtain reliable data on this sector. "Most of the time, hotel establishments benchmark each other to establish a salary grid," notes Tijania Birouk Thépegnier, HR director of Accor Morocco. However, it is noted that salaries have increased significantly in recent years.
However, according to Loïc Gogue, tourism expert and former tourism HR expert for the Meda II program, "with equal skills, equal position, and equal seniority, disparities can be observed." He points out that "remuneration is a project that depends on the will of companies, some of which give themselves the means to implement a real remuneration policy, while many others remain in the informal sector."
Thus, a 2008 study by the National Tourism Federation (FNT) on employee motivation in the tourism sector shows that six out of ten establishments have a remuneration grid, but the issue of formalizing the grid remains.
Given the majority response for a system combining seniority and performance, it can be thought that Moroccan companies do not sufficiently practice results-oriented management, a management method that has been in vogue for a decade and that favors merit-based increases.
Career Management: far from the mark
Career management is still a luxury for professionals in the sector. Thus, according to the same FNT study, a minority of companies have a career plan, which shows that career management is still poorly integrated into the management system. And yet, almost two-thirds of the managers surveyed say that the organization allows for career opportunities, which in itself is a powerful motivator. "Most of the companies that we supported within the framework of the Meda II program show that they have a deficit in terms of basic tools such as job descriptions, organizational charts, job profiles..., which means that career plans come last," comment the experts who conducted the survey.
At Accor Morocco, the interest of this proactive management has been understood. As proof, a pool of young high-potential executives has been established for a long time, allowing those concerned to follow tailor-made training.
Working conditions and professional relations: still a long way to go
Regarding work organization, shift work is very common in the sector and explains the importance of night work, which exceeds 40%.
The issue of hygiene and safety is problematic, especially since tourism activities present risks. Out of 100 respondents, 33% of companies say they have set up a hygiene and safety committee.
The mandatory display of safety instructions and the allocation of a budget for improving safety do not seem to worry managers, even though this provision is of paramount importance for maintaining a minimum level of vigilance and defining responsibilities.
On the other hand, barely 52% of the companies surveyed organize staff awareness sessions on safety and hygiene.
Another striking fact is that almost half of the companies in the sector do not provide a budget for improving working conditions. In fact, this is an investment that is not necessarily expensive and that produces visible effects on staff satisfaction and motivation.
Regarding company certification, the rate of certified companies remains low.
Communication, HRIS, proactive management, SAP..., the poor relations of HR management
For most, communication is not used for the direct needs of the activity, even less internally to encourage team spirit. The same is true for information systems where, for most structures, HR IT remains confined to basic tasks. Payroll and personnel administration modules remain by far the most used. This is followed by HR management and development or training. Other tools such as performance appraisal systems or proactive management are still far from being adopted.
Published on April 14, 2011
Posted online on April 15, 2011
Lavieeco.com
Among all economic sectors, tourism is the one that has evolved most spectacularly in the last two years. The proof: we have gone from 2 to almost 10 million tourists in 5 years. Of course, such evolution does not happen without problems: in addition to the shortage of profiles and the high turnover in the sector, professionals must also fight for the professionalization of HR services. In the hotel industry in particular, the equation is well known: one dissatisfied customer equals several lost. The only solution to avoid the worst is to improve service. This is not easy when staff are insufficiently or poorly trained and, in addition, unmotivated.
What HR projects have companies in the sector implemented? What are the weak links? We wanted to learn more about the actions taken. Here are the main findings.
Training: a widespread project in most establishments
Training is the flagship project carried out by tourism operators. However, it is useful to specify that we are dealing with a two-speed sector. In small units, generally independent ones, most training, when it exists, focuses on basic hotel management techniques, including communication, customer relations, reception, entertainment, and hygiene. However basic, "such training is essential for the activity," stresses an HR director.
In contrast, in large chains, training is a true pillar of the strategy. It is precisely this category of companies that has benefited most from the "Meda II plan," which aimed to raise the performance level of companies, allowing many of them to receive the necessary support in staff training.
Most of the time, training is spread over several levels. First, general training is offered to all staff. It covers several themes, namely communication, leadership, hygiene, and the attitude to adopt with a customer. There are also vocational trainings such as catering, concierge services, room organization, entertainment, and leisure... Another category of training is aimed at senior managers. It focuses on hotel management techniques, finance, and marketing.
Finally, foreign language training. Having said that, increasingly, hotel groups are integrating personal development training as a major axis in their training.
The practice of internships and apprenticeship training is also widespread in the sector. However, very few companies have set up inter-company apprenticeship centers.
Recruitment: priority to internal mobility
Lack of job descriptions, precise job profiles, or recruitment procedures, poorly formalized contracts, no integration procedures: these are the main difficulties encountered in terms of recruitment in most companies in the sector.
Often, the main features of the profile are defined at the time of recruitment. It goes without saying that the level of formalization and detail of this definition varies from one establishment to another. It must be said that most companies favor internal mobility before external recruitment. This practice applies to both horizontal and vertical mobility. Another fact noted in the sector is that many companies do not formalize the letter of commitment or contract.
Since more than half of the companies do not prepare a recruitment program, hiring is done in a fairly traditional way, often due to a lack of HR tools, either because the issue is not perceived as very important, or because the company has a reserve of manpower for the high season.
Remuneration: benchmarking is enough to establish a salary grid
If there is one subject that companies prefer to avoid, it is remuneration. Lack of transparency, proliferation of informality... Even at the level of salary surveys, it is difficult to obtain reliable data on this sector. "Most of the time, hotel establishments benchmark each other to establish a salary grid," notes Tijania Birouk Thépegnier, HR director of Accor Morocco. However, it is noted that salaries have increased significantly in recent years.
However, according to Loïc Gogue, tourism expert and former tourism HR expert for the Meda II program, "with equal skills, equal position, and equal seniority, disparities can be observed." He points out that "remuneration is a project that depends on the will of companies, some of which give themselves the means to implement a real remuneration policy, while many others remain in the informal sector."
Thus, a 2008 study by the National Tourism Federation (FNT) on employee motivation in the tourism sector shows that six out of ten establishments have a remuneration grid, but the issue of formalizing the grid remains.
Given the majority response for a system combining seniority and performance, it can be thought that Moroccan companies do not sufficiently practice results-oriented management, a management method that has been in vogue for a decade and that favors merit-based increases.
Career Management: far from the mark
Career management is still a luxury for professionals in the sector. Thus, according to the same FNT study, a minority of companies have a career plan, which shows that career management is still poorly integrated into the management system. And yet, almost two-thirds of the managers surveyed say that the organization allows for career opportunities, which in itself is a powerful motivator. "Most of the companies that we supported within the framework of the Meda II program show that they have a deficit in terms of basic tools such as job descriptions, organizational charts, job profiles..., which means that career plans come last," comment the experts who conducted the survey.
At Accor Morocco, the interest of this proactive management has been understood. As proof, a pool of young high-potential executives has been established for a long time, allowing those concerned to follow tailor-made training.
Working conditions and professional relations: still a long way to go
Regarding work organization, shift work is very common in the sector and explains the importance of night work, which exceeds 40%.
The issue of hygiene and safety is problematic, especially since tourism activities present risks. Out of 100 respondents, 33% of companies say they have set up a hygiene and safety committee.
The mandatory display of safety instructions and the allocation of a budget for improving safety do not seem to worry managers, even though this provision is of paramount importance for maintaining a minimum level of vigilance and defining responsibilities.
On the other hand, barely 52% of the companies surveyed organize staff awareness sessions on safety and hygiene.
Another striking fact is that almost half of the companies in the sector do not provide a budget for improving working conditions. In fact, this is an investment that is not necessarily expensive and that produces visible effects on staff satisfaction and motivation.
Regarding company certification, the rate of certified companies remains low.
Communication, HRIS, proactive management, SAP..., the poor relations of HR management
For most, communication is not used for the direct needs of the activity, even less internally to encourage team spirit. The same is true for information systems where, for most structures, HR IT remains confined to basic tasks. Payroll and personnel administration modules remain by far the most used. This is followed by HR management and development or training. Other tools such as performance appraisal systems or proactive management are still far from being adopted.
Published on April 14, 2011
Posted online on April 15, 2011
Lavieeco.com
