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CHALENGES OF HUMAN RESOURCES IN CHANGING LANDSCAPE OF AFTA.

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Presentation on theme: "CHALENGES OF HUMAN RESOURCES IN CHANGING LANDSCAPE OF AFTA."— Presentation transcript:

1 CHALENGES OF HUMAN RESOURCES IN CHANGING LANDSCAPE OF AFTA

2 THE CHALLENGE Cultural Adaptation Talent War Compensation & Benefit Talent Acquisition / Recruitment Talent Retention

3 Talent Acquisition / Recruitment

4 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

5 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

6 Internal Sources Job Postings on notice board (Employee referrals) Create Talent Inventories for new employee (DW Potential, Trainee, Internship) Hotel Internal Promotions Group Transfers Recruitment Methods and Sources

7 External Labor Market Walk-in applicants Traditional Media Local Employment Agencies Internet School placement / Internship Trough related associations Job Fair International Executive Search Companies Recruitment Methods and Sources

8 THAILAND Low business flow due to unstable political situation causes high fluctuation of labor demand 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 costsTHAILAND Low business flow due to unstable political situation causes high fluctuation of labor demand 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 Regional Challenges INDONESIA Local staff with qualification and education prefers to work overseas or on cruise ships Few professional qualified hotel schools availableINDONESIA Local staff with qualification and education prefers to work overseas or on cruise ships Few professional qualified hotel schools availableMYANMAR Remuneration issueRemuneration issue Local staff with qualification and education prefers to work overseas or on cruise ships No reputable hotel school availableMYANMAR Remuneration issueRemuneration issue Local staff with qualification and education prefers to work overseas or on cruise ships No reputable hotel school available

9 Impact on Hotel Performance Invest into the future Company trained employees which can be instantly effective Support structured succession planning Stabilization of service standards Improved guest satisfaction Long term lower recruitment costs

10 Talent Retention Continues Struggle

11 Discussion Present landscape Retaining Gen X and Gen Y Retention Strategies and its Challenges

12 Current landscape Financial Non Financial Development and Growth Support/ Relationship EnvironmentBenefitsCompensation

13 Reasons they leave Current landscape The 7 Hidden Reasons Employees Leave: How To Recognize The Subtle Signs and Act Before Its Too Late, by Leigh Branham, 2005 The job or workplace was not as expectedThe mismatch between job and personToo little coaching and feedbackToo few growth and advancement opportunitiesFeeling devalued and unrecognizedStress from overwork and work-life imbalanceLoss of trust and confidence in senior leaders

14 Current landscape Why some works, some doesnt?

15 An engage employee are those whose needs are met Current landscape

16 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

17 Engagement for Retention Investigate Implement Impact Current landscape

18 Q12: Gallup Employee Engagement Metric 1. I know what is expected of me at work 2. I have the material and equipment to do my job right 3. At work, I have the opportunity to do what I do best everyday 4. In the last seven day, I have received recognition or praise for doing a good work 5. My supervisor, or someone at work, seems to care about me as a person 6. There is someone at work who encourages my development 7. At work, my opinion seems to count 8. The mission/ purpose of my company makes me feel my job is important 9. My coworkers are committed to doing quality work 10. I have a best friend at work 11. In the last 6 months, someone has talked to me about my progress 12. The last year, I have had opportunities at work to learn and grow. Copyright 1998 Gallup, Inc. Current landscape

19 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 Current landscape

20 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 ? Five of the twelve questions revealed a link to staff retention :

21 Understanding the different generation helps in Tailor fitting the Retention Retaining Gen X and Gen Y

22 Generation X born 1965 – 1981 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. Generation Y born 1980 - 1995 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

23 Ensure Growth Provide Trust Feedback Generation X Lead by right Leadership Career Growth Feedback Generation Y 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 todays trends in business. Retaining Gen X and Gen Y

24 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.

25 Employee retention has as much to do with who you hire as what you do after he or she is hiredwho you hire after he or she is hired Retention Strategies

26 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 FeedbackCareer Path Progress Retention Strategies 80% of turnover can be attributed to mistakes during the hiring process(Harvard Business Review)mistakes during the hiring process

27 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 FeedbackCareer Path Progress Effective Leaders Create Employee Retention Retention Strategies

28 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 Survey Fact

29 Retention Strategies Leaders Agent of Change Coaches/ Mentors No longer can leaders lead by fear Nobodys afraid anymore

30 Retention Strategies Coaches/ Mentors Understands what fits – Tailor Fit the needs Trust = Engagement Successful implementation of Retention Program

31 The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs. Retention Strategies 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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