SUBTOPIC:

JOB SKILLS

1. Building connections

Success in hospitality management jobs depends a great deal on a person's ability to make positive
connections with clients, guests, vendors, and even other employees. After all, the industry is all
about comfort and service. To let employers know that you are great at making connections, use
keywords (which are bolded throughout this article) like relationship building, vendor management,
client management, guest relations, and team leadership in your job descriptions. Highlight
accomplishments that demonstrate how you were able to have positive crisis communications by
developing positive relationships that lasted.

2. Multitasking

At all levels, careers in hospitality require employees to handle multiple responsibilities

simultaneously. On a typical day, a hotel manager might have to negotiate a contract with a vacuum
rental company, handle a dissatisfied guest, fill out paperwork for an employee injured in a kitchen
fire, and keep a smile on his or her face to greet new guests, all in the course of one afternoon.
Employers want to know you can handle the fast paced, varied work load. Be sure to highlight these
skills with keywords like organizational skills, proven time management expertise, and phrases that
highlight your ability to adapt quickly to guests' needs and manage simultaneous projects.

3. Attention to detail

It's the little things that make a guest's experience extraordinary. To excel at creating that
extraordinary experience, everything from making sure the flowers are fresh to making sure every
busboy wears a clean uniform must be attended to, and successful hospitality managers must be
excellent at addressing each detail. As a prospective hospitality manager, use your resume and
cover letter to highlight specific instances where these skills shone through. Phrases like: exceed
guests' expectations and ability to focus on crucial guest details will highlight this ability for potential
employers and show them you have gone the extra mile for previous employers—and are ready to
do it again for them.

4. Technical and language skills

Computer skills and language skills are two areas of technical expertise that make a hospitality
manager stand out from the pack. Be sure to highlight any technical expertise on your resume.
Definitely take the opportunity to mention specific programs that you are particularly adept at, or
special training that you have received at past jobs. For languages, accurately represent your
abilities and indicate whether your skill with the language is basic, conversational, or fluent.
5. Flexibility

Hospitality managers often have unusual hours or longer hours than a basic desk job. On the job,
they must be ready to switch gears at a moment’s notice if unexpected situations arise. Keywords
like: adaptable, versatile, and resourceful will let employers know that you are enthusiastic about the
unique opportunities that hospitality careers present and flexible in how you will respond to their
company's needs. It is also very important to provide key examples to demonstrate your flexibility.
For example, you can add: "Dedicated 15 years of guest management service under two re-
organizational changes."

Training
Staff training is an essential management tool, it has many benefits, such as shortens the
study time, increases work effectiveness, helps employees and the company itself to compete in
the fast changing environment, reduces damages and wastage. Staff training is a way of
motivating employees, upgrading their skills, expanding their knowledge, preparing employees
for self-development.

Compensation - salary raises (financial reward) and recognition (non-financial reward)

The payment of some money to the worker for the physical, mental contribution to the
work for the organization. Compensation and payment is very vital issue in the present word. A
sound production is largely dependent on the sound payment system in the organization. When a
worker feels that he is getting the sufficient remuneration in exchange of labor in the
organization then he will provide the more efforts the organization. Compensation is financial
and non-financial forms may be found in the organization. Financial forms are the like the salary,
Bonus, profit sharing plan, travelling allowance and accommodation allowance etc. Rewards and
compensation is termed and means in the different ways where the different management
contributors contributes. Rewards and compensation are usually referred to as intangible forms
and returns including cash compensation and benefits.

Bonus

Rewards systems are often implemented within organizations as a key management tool that
can contribute to a firm’s effectiveness by influencing individual behavior and motivating employees at
work.
 Related Literature
As pointed out by Dawson et al. (2011), companies are aware of the importance of satisfaction
in hotel workers. Furthermore, in a previous systematic review (Borralha, Jesus, Valle, & Viseu, in press),
in which studies about hotel professionals published between 2000 and 2014 were collected from the
Web of Knowledge, Web of Science (Social Sciences Index Expanded, Social Sciences Citation Index,
Medline), and Science Direct databases, it was noticed that the most studied variable among these
professionals was job satisfaction. However,

Aguinis et al. (2013) stated that monetary rewards can be a very powerful determinant of
employee motivation and achievement which, in turn, can advance to important returns in terms of firm
level performance.

Lack of training in the hotel industry has been linked previously to turnover (in management
staff). The hotel industry has a complete disconnection between what they believe the problem is with
turnover, and what the actual problem is that creates high turnover rates (Choi & Dickson 2010). The
study done by Choi and Dickson (2010) has linked turnover problems in the hotel industry with poor
training, but mainly only with full-time employees.

Training is not the only cause of employee turnover in the hotel industry. There are many
reasons why employees choose to leave an organization, and a few have been repeatedly looked at as a
possibly precursor to turnover. Choi and Dickson (2010)

Chow et al., (2010) researched what part-time employees feel, lack in their current job positions
in hotels and problems they have with management, but have not connected what employees lack, to a
feeling of being dissatisfied in their current positions.

Training has a poor reputation in the hospitality industry, and companies need to find a training
program that not only works for them, but also enhances the quality of employees they produce.
Retention in the hospitality industry is only a lowly 25% per year (Bureau of Labor Statistics, 2010).

Choi and Dickson (2010) studied effects of retaining quality employees. When these quality
employees were retained, overall company productivity increased, there was an increase in hotel
profits, increase in employee satisfaction levels, and a lesser loss of knowledge capital. Also, the cost
associated with training went down significantly.

Choi and Dickson’s (2010) idea that the ability to provide effective training does relate to the
organizational commitment of the employee. However, they do point out that certain research has
shown that effective training cannot be reached due to constraints such as time, money, personnel, and
senior management attitudes.

As Choi and Dickson (2010) and Poulston (2008) have shown, there are certain links between
the reasons why employees commit themselves to a company and why they choose to leave. Companies
need to create a link starting with the recruitment process to ensure that they are trying to get the best
fit for the positions that needed to be filled.

Dickson (2010) reached their conclusions using full-time hospitality employees only; this study
reached a similar conclusion for part-time employees.

References :

https://www.hcareers.com/article/advice-from-employers/5-job-skills-hospitality-employers-
want-to-see\

https://www.linkedin.com/pulse/importance-staff-training-hotel-industry-maja-jelaca

https://ac.els-cdn.com/S1877042814042360/1-s2.0-S1877042814042360-
main.pdf?_tid=4d537ece-f119-11e7-a2b2-
00000aab0f6b&acdnat=1515047852_22e9083da64a0b24e7918f420fcbd533

https://etd.ohiolink.edu/rws_etd/document/get/kent1353378997/inline