chalenges of human resources in changing landscape of afta
TRANSCRIPT
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CHALENGES OF HUMAN CHALENGES OF HUMAN RESOURCES IN CHANGING RESOURCES IN CHANGING LANDSCAPE OF AFTALANDSCAPE OF AFTA
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THE CHALLENGE THE CHALLENGE
Cultural Adaptation Talent War Compensation & Benefit Talent Acquisition / Recruitment Talent Retention
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Talent Acquisition / Talent Acquisition / RecruitmentRecruitment
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Hospitality and Hospitality and Catering TalentCatering 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
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Most Productive Talent Most Productive Talent Sourcing MethodsSourcing 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
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Internal SourcesInternal Sources
Job Postings on Job Postings on notice board notice board (Employee referrals)(Employee referrals)
Create TalentCreate TalentInventories for new Inventories for new employeeemployee(DW Potential, Trainee, (DW Potential, Trainee, Internship)Internship)
Hotel Internal Hotel Internal PromotionsPromotions
Group TransfersGroup Transfers
Recruitment Methods Recruitment Methods and Sourcesand Sources
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External Labor MarketExternal Labor Market
Walk-in applicantsWalk-in applicants
Traditional MediaTraditional Media
Local Employment Local Employment AgenciesAgencies
InternetInternet
School placement / School placement / Internship Internship
Trough related Trough related associationsassociations
Job FairJob Fair
International International Executive Search Executive Search CompaniesCompanies
Recruitment Methods and Sources
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THAILANDTHAILAND
• 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
THAILANDTHAILAND
• 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 ChallengesRegional Challenges
INDONESIAINDONESIA
• Local staff with qualification and education prefers to work overseas or on cruise ships
• Few professional qualified hotel schools available
INDONESIAINDONESIA
• Local staff with qualification and education prefers to work overseas or on cruise ships
• Few professional qualified hotel schools available
MYANMARMYANMAR
• Remuneration issueRemuneration issue
• Local staff with qualification and education prefers to work overseas or on cruise ships
• No reputable hotel school available
MYANMARMYANMAR
• Remuneration issueRemuneration issue
• Local staff with qualification and education prefers to work overseas or on cruise ships
• No reputable hotel school available
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Impact on Hotel Impact on Hotel PerformancePerformance 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
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Talent RetentionTalent RetentionContinues Struggle Continues Struggle
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DiscussionDiscussion
Present landscapeRetaining Gen X and Gen YRetention Strategies and its Challenges
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Current landscapeCurrent landscape
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Reasons they leaveReasons they leave
Current landscape
The 7 Hidden Reasons Employees Leave: How To Recognize The Subtle Signs and Act Before It’s Too Late, by Leigh Branham, 2005
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Current landscapeCurrent landscape
Why some works, some doesn’t?
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An engage employee are those whose needs are met
Current landscape
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By measuring how By measuring how engaged our employees engaged our employees are to the company will are to the company will allow us to view what allow us to view what matters most to the matters most to the employees – employees – Tailor Fit the Tailor Fit the Retention Retention
Current landscape
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Engagement for RetentionEngagement for Retention
Current landscape
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Q12: Gallup Employee Engagement Q12: Gallup Employee Engagement MetricMetric
1. I know what is expected of me at work2. I have the material and equipment to do my job right3. At work, I have the opportunity to do what I do best everyday4. In the last seven day, I have received recognition or praise for doing
a good work5. My supervisor, or someone at work, seems to care about me as a
person6. There is someone at work who encourages my development 7. At work, my opinion seems to count8. The mission/ purpose of my company makes me feel my job is
important9. My coworkers are committed to doing quality work10. I have a best friend at work11. In the last 6 months, someone has talked to me about my progress12. The last year, I have had opportunities at work to learn and grow.
Copyright 1998 Gallup, Inc.
Current landscape
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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
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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 :
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Understanding the Understanding the different generation helps different generation helps in Tailor fitting the in Tailor fitting the Retention Retention
Retaining Gen X and Gen Y
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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
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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
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Retaining Gen X and Gen Y
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.
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Employee retention has as much to do with who you hire as what you do
after he or she is hired
Retention Strategies
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Retention Strategies
80% of turnover can be attributed to
mistakes during the hiring process(Harvard Business Review)
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Retention Strategies
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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
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Retention Strategies
No longer can leaders lead by fearNobody’s afraid anymore
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Retention Strategies Coaches/
Mentors
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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