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CHALENGES OF HUMAN
RESOURCES IN CHANGING
LANDSCAPE OF AFTA
THE CHALLENGE
Cultural Adaptation
Talent War
Compensation & Benefit
Talent Acquisition / Recruitment
Talent Retention
Talent Acquisition /
Recruitment
Hospitality and
Catering Talent
Realities :

High education does not necessary stand for talent

Talent is hard to attract due to competition with other industries

Demand increases due to the rapid growth of the Hospitality & Catering
industry in Asia

Loyalty is portable – Talent can move because money and spare time
matters

Young talent aim for short term objectives
Most Productive Talent
Sourcing Methods


Employee referrals
Hire for attitude – Train for skills


Campus visits
Networking trough industry association


Hotel School Trainee and Graduates
Hotel / Group Promotion and Transfer
Recruitment Methods
and Sources
Internal Sources
Hotel Internal
Promotions
Job Postings on
notice board
(Employee referrals)
Group Transfers
Create Talent
Inventories for new
employee
(DW Potential, Trainee,
Internship)
Recruitment Methods
and Sources
External Labor Market
School placement /
Internship
Walk-in applicants
Trough related
associations
Traditional Media
Job Fair
International
Executive Search
Companies
Local Employment
Agencies
Internet
Regional Challenges
INDONESIA
THAILAND
MYANMAR
• Local staff with
• Low business flow due
to unstable political
situation causes high
fluctuation of labor
demand
• Remuneration issue
qualification and
education prefers to
work overseas or on
cruise ships
• Few professional
qualified hotel
schools available
• Cost managed situation
due to low business flow
• Salary budget limitation
for the position / talent
required
• Lack of local skilled
talent requires
recruitment out of other
provinces which result in
higher labor costs
• Local staff with
qualification and
education prefers to
work overseas or on
cruise ships
• No reputable hotel
school available
Impact on Hotel Performance
 Invest into the future
 Company
trained employees which can be
instantly effective
 Support
structured succession planning
 Stabilization
 Improved
 Long
of service standards
guest satisfaction
term lower recruitment costs
Talent Retention
Continues Struggle
Discussion



Present landscape
Retaining Gen X and Gen Y
Retention Strategies and its Challenges
Current landscape
Financial
Non
Financial
Current landscape
Reasons they leave
The job or workplace was not as expected
The mismatch between job and person
Too little coaching and feedback
Too few growth and advancement opportunities
Feeling devalued and unrecognized
Stress from overwork and work-life imbalance
Loss of trust and confidence in senior leaders
The 7 Hidden Reasons Employees Leave: How To Recognize The Subtle Signs and Act Before It’s
Too Late, by Leigh Branham, 2005
Current landscape
Why some works, some doesn’t?
Current landscape
An engage employee are those
whose needs are met
Current landscape
By measuring how engaged our
employees are to the company
will allow us to view what
matters most to the employees
– Tailor Fit the Retention
Current landscape
Engagement for Retention
Impact
Investigate
Implement
Current landscape
Q12: Gallup Employee Engagement Metric
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
I know what is expected of me at work
I have the material and equipment to do my job right
At work, I have the opportunity to do what I do best everyday
In the last seven day, I have received recognition or praise for doing a good
work
My supervisor, or someone at work, seems to care about me as a person
There is someone at work who encourages my development
At work, my opinion seems to count
The mission/ purpose of my company makes me feel my job is important
My coworkers are committed to doing quality work
I have a best friend at work
In the last 6 months, someone has talked to me about my progress
The last year, I have had opportunities at work to learn and grow.
Copyright 1998 Gallup, Inc.
Current landscape
Every one of the twelve questions was linked to at least one of the four
business outcomes :
1. Productivity
2. Profitability
3. (Employee) Retention
4. Customer Satisfaction
Five of the twelve questions revealed a link to staff retention :
1. Do I know what is expected of me at work ?
2. Do I have the materials and equipment I need to do my work right ?
3. Do I have the opportunity to do what I do best every day ?
4. Does my supervisor, or someone at work, seem to care about me as a
person ?
5. At work, do my opinions seem to count ?
Retaining Gen X and Gen Y
Understanding the different
generation helps in Tailor fitting
the Retention
Retaining Gen X and Gen Y
Generation X
born 1965 – 1981
Generation Y
born 1980 - 1995
• Value the freedom to set their own hours
• Has an entrepreneurial attitude that focuses on
diversity, challenge, responsibility and creative input.
• They change jobs if there are no
opportunities for advancement.
• Prefer to work by themselves rather than in teams.
• Like continuous feedback.
• Can adapt quickly.
• They are motivated, hardworking and ambitious
but value work and life balances.
• High expectation – Managers who are highly
committed in their expert development.
• multi-task
• favor communications through e-mail and text
messaging.
• Immediate feed-back and praise will inspire and
motivate this generation.
• Strive to work more quickly and better than other
workers.
• They desire shot-term goals with tight deadlines so
they can build up their skills and responsibility.
A hands-off approach often works best when
mentoring, supervising or working with this
generation.
Frequent meetings and reassurance will
assist in keeping Generation Y keen and
engaged.
Retaining Gen X and Gen Y
Generation
X
Generation
Y
• Ensure Growth
• Provide Trust
• Feedback
• Lead by right
Leadership
• Career Growth
• Feedback
HR and Leaders
are expected to:
Understand the
diversity of
expectation
Have the skills to
effectively
communicate
crucial concerns
Human Resources and leaders should become Agent of Change and
stay up to date with today’s trends in business.
Retaining Gen X and Gen Y
Generation Z
born since 1996
• Came from wealthier parents with less siblings.
• They are more complicated and appear older that
their age.
• They have highly developed multi-tasking skills and
can move quickly from one task to another, putting
more emphasis on speed than accuracy.
• They will have an advantage in the workforce
because they will start work at a time when the last
of the baby boomers will eventually leave.
They will be ideally suited to take up the high-tech
occupations for which they are better accomplished
than either the X and Y Generations.
Retention Strategies
Employee retention has as much to do
with who you hire as what you do after
he or she is hired
Retention Strategies
Talent Retention Strategies
80% of turnover can be attributed
to mistakes during the hiring
process(Harvard Business Review)
Recruit the right person
Create a healthy environment
– with strong culture
Share information and
knowledge
Trust and empower talent
Recognize achievements
Performance Feedback
Career Path Progress
Retention Strategies
Talent Retention Strategies
Recruit the right person
Create a healthy environment –
with strong culture
Share information and
knowledge
Trust and empower talent
Recognize achievements
Performance Feedback
Career Path Progress
Effective Leaders
Create Employee
Retention
Retention Strategies
Survey Fact
39% of workers said their supervisor failed to keep promises
37% indicated their supervisor failed to give credit when due
31% said their supervisor gave them the "silent treatment" during the past year
27% report their supervisor made negative comments about them to other
employees or managers
24% indicated their supervisor invaded their privacy
23% said their supervisor blamed other to cover up personal mistakes or
minimize embarrassment
Study conducted by FSU professor Wayne Hochwarter and two doctoral students - Paul Harvey and Jason Stoner
Retention Strategies
Leaders
Agent of
Change
No longer can leaders lead by fear
Nobody’s afraid anymore
Coaches/
Mentors
Coaches/
Mentors
Retention Strategies
Coaches/
Mentors
Successful
implementation
of Retention
Program
Understands
what fits –
Tailor Fit the
needs
Trust =
Engagement
Retention Strategies
The talented employee may join a company because of its charismatic
leaders, its generous benefits, and its world-class training programs.
But how long that employee stays and how productive he is
while he is there is determined by his relationship with his
immediate Leader.
Thank You
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