Supervisory Skills for Tourism and Hospitality HOST.5103 Department Responsible for Delivery: Tourism and Hospitality Faculty Responsible for Delivery Business, Information Technology and Creative Arts Credits: 15 Level: 5 Version:1 Tutor: Jackie Brown ASSESSMENT 2: CASE SCENARIO REPORT 35% Staff strategies, work practices, training and development Assignment one: Career goals, pathways and expectations 25% Case scenario: Staff strategies, work practices, training and development 35% Project: Design and implement a training session and a career portfolio 40% Assessment 2 Due Date: 26th May by 4pm drop in C Block or upload to Moodle This section will need to be submitted to Turnitin prior to due date. A similarity up to 20% is acceptable. I suggest you submit your work up to a week before the due date to allow you time to make amendments if needed. Learning Outcomes The purpose of this assignment is to:  Examine and apply staffing strategies to support achievement of service delivery outcomes, in accordance with legislation and work practices relevant to the tourism and hospitality industry.  Determine training and development requirements for personnel that support service delivery, within the tourism and hospitality context. Assessment Outline: 1. Read the case scenario provided on the following pages 2. Distinguish the cause of the problems. Understanding the cause will help you to solve the problem. Summarise the problem. Be concise in your description. 3. Propose a solution or a set of solutions. Your recommendations should be centred on the roles of managers and supervisors and employees in delivering services, for example the key roles played by the manager, supervisor, and/or entry level employee is to provide effective, ongoing coaching, counselling, and training to you and your colleagues. You should have one solution to the each of the dilemmas faced by the hotel and have solutions that you believe will resolve the issue. Describe the solutions and explain why it is the ideal path to take. Use documented data and facts to support your arguments. 4. Word count: Introduction and conclusion should be between 75-100 words each The main body (the 4 questions) should be 1300 words, with an overall word count of 1500 words. mv lc lcv cxllcxcxlxcl jmvklcnvnfsvn dvlknslfvk,vmknfnscvs iojfosjjjjfiosjdijfjjwriwrjo jdfwewrnejgiejiierjwNotes: Assignment Guidelines • Students are required to answer the five questions related to the case study below • Case study solutions should be provided with references • Assessment Type: individual Formatting Requirements • The report needs to be constructed professionally. • You must use the cover page with all students' details • Font: Times New Roman 12, or ARIAL 11, 1.5 spaced • References: All quotations, important points should be referenced using standard referencing methods. (Author name, year, and Page number Assignment Format: Formal Report (1500 words) This assessment builds on the work we have covered in class, where as a class we examined current practices in supervisory positions within the hospitality industry. The purpose of this report is to introduce the topic, refer to and explain any theory and then make recommendations as to how you could implement staffing strategies that support achievement of service delivery, and discuss how training and development could be further improved in your case study organisation. Your recommendations should be centred on the roles of supervisory staff, managers and employees in delivering services and must address but are not limited to areas such as: 1. What systems should Brian implement in order to start changing the human capital practices in the Harbour side Hotel? 2. What could Brian learn from Joe in terms of appreciating his internal customers and the human capital aspects of running a hotel? 3. How could training and development programmes be implemented in the Harbour side Hotel in order to help with turnover and occupancy rates at the hotel? 4. What other human resource initiatives could be undertaken by either the Harbour View Hotel or The Mount Hotel in order to help with the overall performance of their respective organisations?Some additional points to note:  You do need to integrate theory in your report. You should be using the theory to assist you in identifying core considerations and models of best practice.  This is a report and therefore needs a strong introduction and conclusion.  Remember your intended audience, in this case the manager/owner of your case study business.  APA referencing must be done  Don’t forget to submit your report to Turnitin a week prior to hand in dateCase Scenario Harbour View Hotel human capital dilemma This is a case of two competing hotels, The Mount Hotel and Harbour View Hotel (both fictitious) that are both located in a medium sized, tourism based town in the Bay of Plenty. The hotels are both competing for the same set of guests, as well as the same set of potential employees. They are budget hotels, right next door to each other, with 60 guest rooms each and a view of the beach. The occupancy during peak season for the Mount Hotel is 98%, but during the winter months goes down to 65%. The Harbour View Hotel has peak season occupancy of 90% and off peak occupancy of 50%. Joe is the General Manager of The Mount Hotel and has been in his current position for 5 years. He has been with The Mount Hotel for a total of 10 years. He worked his way up at The Mount Hotel from front desk agent to front desk supervisor, and finally to Assistant General Manager before he became the General Manager. He does a good job of screening potential employees for his front desk area of the hotel because he realises the importance of that area of the hotel, especially in tourist areas. He also has incentives set up for excellent performance of the front desk agents and training and development programmes designed to give everyone information that will help them do their job better. There is a sense of teamwork at The Mount Hotel and that helps everyone want to do a good job. His guest satisfaction ratings for his hotel are overall excellent. On a rating scale of 1–10, his hotel averages a 9. The average length of tenure of his employees is 4 years, and his current front desk supervisor was promoted from within, along with his Assistant General Manager. Because of the small size of the hotel, Joe is actually involved with all of the hiring decisions and helps to give training programmes himself, along with his leadership team. The employee turnover at the Mount Hotel is 25% overall and that is primarily when “casual” employees graduate high school or Polytechnic and leave the Mount Hotel for a career somewhere else. Brian is the General Manager of the Harbour View Hotel and deals with a very different situation. Brian was brought in from another hotel in the same hotel group about 6 months ago. He was told by his boss that he needed to “fix” this hotel so that it would start having better customer satisfaction ratings and more return guests. Despite the fairly high occupancy noted during peak seasons, the off peak season occupancy is only 50%. Also noted by his boss, the occupancy should be as good as the Mount Hotel. Brian has been with hishotel group now for 2 years and he came out of the accounting and finance department in his old hotel. He has a great understanding of the numbers in the accommodation industry, but has not been involved with the human resource aspects of the job. The annual turnover of hourly employees at Harbour View Hotel is 120% and that means that Brian is constantly running the hotel shorthanded and with new employees. The Harbour View Hotel has been doing the hiring through a human resource practitioner in the hotel that was put in the position because she really could not handle serving guests at the front desk very well. Mary was promoted to human resources a year ago after she had one too many altercations with the guests at the front desk. The owner of the hotel wanted to make sure that she would not make any of the other guests angry, so he promoted her to a human resources practitioner. Since that time, she has been busy trying to keep up with hiring and she has had no time for training employees. Because Mary is so busy, pay often goes into the employees bank account a day late, there are no policies written down for employees to use as a guide for performance, customers are treated badly by new and poorly trained employees, and the departments of the hotel do not communicate very effectively and therefore everyone blames everyone else when things go wrong. The average length of tenure of the front desk agents at the Harbour View Hotel is 3 months and the customer satisfaction rating at the Harbour View is a 6 out of a 10 possible rating. Most of the front desk agents that are hired come from other hotels in the area after they quit or are fired. Brian is not involved in the hiring for the hotel at all, and does not get involved with training and development. He spends most of his days looking at the financial reports for the hotel and analysing average daily rate, occupancy rates, and comparing charts. Brian and Joe attend New Zealand Hotel Industry Conference in Auckland; coincidently they are both assigned to the same workshop and forge a good-humoured relationship. Brian knows that he has many problems to deal with and spends the evening sharing the issues of his hotel with Joe. Rather than come up with solutions Joe suggests that Brian spend a day at the Mount hotel once back in the Bay of Plenty. Brian accepts the invitation with enthusiasm. Once back at work Brian goes to the Mount Hotel to observe things over there for a while. He sees a happy crew and talks to Joe about how he is making that happen. Joe is happy to help, but wants Brian to go back and observe his employees first and come up with ways that he specifically can help guide Brian.ASSESSMENT 2: CASE SCENARIO REPORT 35% Staff strategies, work practices, training and development Introduction/summary The INTRODUCTION should provide a clear statement of the problem posed by the case study, It should reflect the scenario and the student has integrated theory 15 Recommendation in relation to question 1: What systems should Brian implement in order to start changing the human capital practices in the Harbour View Hotel? 15 Recommendation in relation to question 2: What could Brian learn from Joe in terms of the human capital aspects of running a hotel? 15 Recommendation in relation to question 3: How could training and development programmes be implemented in the Harbour View Hotel in order to help with turnover and occupancy rates at the hotel? 15 Recommendation in relation to question 4: What other human resource initiatives could be undertaken by either the The Mount Hotel or Harbour View Hotel in order to help with the overall performance of their respective organisations? 15 Strong conclusion Conclusion effectively wraps up and goes beyond restating the thesis. 15 Sources used are relevant and accurately referenced using APA6 format Free of spelling/ grammatical errors. Formatted correctly Front cover with student name and number 10 100MARKING RUBRICS Poor Good Very good Excellent (introduction) Understand and apply the theory: Showed little understanding of the theory; poorly assessed the case and applied the theoretical concept (0-4.5 marks) Showed basic understanding of the theory; attempted to assess the case and apply the theoretical concept in a very limited level (5-7.5 marks) Showed a working understanding of the theory; able to satisfactorily assess the case but applied the theoretical concept at a surface level (8-11.5marks) Showed a thorough understanding of the theory; able to concisely assess the case to apply the theoretical concept at a deep level (12-15marks) Problem solving skills: (4 recommendations ) Failed to bring out any solution to the case; logical flow was not observed (0-4.5 marks) Still able to bring out a few solutions on time; logical flow was hardly observed (5-7.5 marks) Able to bring out some solutions; logical flow was still observed but there was a lack of relevance of the flow (8-11.5marks) Able to suggest and bring out appropriate solutions to the case; many solutions were provided; logical approach to seek for solutions was observed (12-15marks) Conclusion Conclusion does not summarize main points (0-4.5 Marks) Conclusion is recognisable and ties up almost all loose ends. (5-7.5 marks) Conclusion effectively summarises topics. (8-11.5marks) Conclusion effectively wraps up and goes beyond restating the theory. (12-15marks Sources used are relevant and accurately referenced using APA6 format Free of spelling/ grammatical errors. Formatted correctly 0-1+ references are cited. There are numerous errors in grammar, mechanics, and/or spelling and format.Little or no references or citations. APA 6 format not used. (0-2 Marks) 2+ references are cited. There are several errors in grammar, mechanics, and/or spelling and format Limited attempt at referencing &/or citation made. Some evidence of APA6 format. (1- 2 reference sources (3-4 Marks) 3+ references are cited. There are few errors in grammar, mechanics, and/or spelling, and format but they do not interfere with understanding. Most references and citations are relevant and accurate in format. (5-7 Marks) 4 + references are cited. There are no errors in grammar, mechanics, and /or spelling and format. Correct referencing format, a few small errors only evident. All citations and references match. (8-10 Marks)