respons wp2 national report romaniaresponsalliance.eu/wp-content/uploads/2014/11/539920... · 2015....

This project has been funded with support from the European Commission under Lifelong Learning Programme, Leonardo Da Vinci - Multilateral projects for Development of innovation. The content of this report reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

RESPONS

Responsible Skills Alliance for Sustainable Managem ent of Small Hotels and Restaurants

539920-LLP-1-2013-1-BG-LEONARDO-LMP

National Field Research Report

Country: Romania

CCINA


Chapter 1. The survey base and sample

1) Information about the country specifics (sector, priorities, branches,

actors).

2) Information about the companies involved (branch – hotel or

restaurant, staff-size and company typology) as well as about the

means used to contact the respondents and to carry out the interviews;

Chapter 2. Dimensions affecting the HORECA SMEs’ pe rformances

Importance of the dimensions proposed for the company performances

(the most and less important dimensions). Please, make a distinction

between hotels, restaurants (and catering).

Chapter 3. Dimensions requiring further information / training

Self assessment of training needs (the most and less important

dimensions needing further training). Please, make a distinction

between hotels, restaurants (and catering).

Chapter 4. Innovative skills owned by HORECA manage rs

Self assessment of innovative skills (the most and less diffused skills).

Please, make a distinction between hotels, restaurants (and catering).

Chapter 5. Learning and training

The main barriers to continuous training implementation; the most

preferred types of training). Please, make a distinction between hotels,

restaurants (and catering).

Chapter 6. Final conclusions

Analysis of the key/ prior dimensions to be considered while

programming a training addressed to the HORECA managers, as well

as of the most suitable training modalities. Please, in this part do

aggregate the information concerning hotels, restaurants (and

catering).


Chapter 1. The survey base and sample

1) Information about the country specifics (sector, priorities, branches, actors).

Globally, tourism is one of the sectors with the greatest expansion, whereas Romaniarely on tourism for international openness and economic development, by far more, as tourism generates a significant number of jobs in other sectors such as transports, entertainment and other services. In Romania, tourism is considered a priority development sector, focusing on natural landscapes, as well as on its rich history, and can bring, for the next period, a much more important contribution to the country’s economic development. Romania’s special tourist potential is distinguished by two essential components: - natural component, represented by spectacular landscapes, varied relief types, smooth climatic conditions, therapeutic value and abundance of certain natural cure factors; - anthropic component, represented by the vestiges of the civilizations that succeeded all around the Romanian territory, lay or religious art monuments, museums and museum collections, ethnography and folklore elements of exquisite beauty and originality, current prestigious achievements . Such items prove to be one of the most attractions of the Romanian tourism offer, presenting a wide range of tourism elements: stay (seaside, mountain, SPA), hunting and fishing, hiking itineraries with cultural values, professional tourism etc. As far as tourist accommodation capacity in 2013, an amount of 6009 units was recorded, increasing by 3.23 %, as compared to 2012.About 28% of Romania’s tourists’ accommodation capacity concentrates on the Romanian seaside, by its 19 sea side places (out of which 13 resorts), with an important infrastructure. According to the Romanian Tourism Statistical Abstract,the total existing accommodation capacity is 305,707 beds out of which 85, 756 beds are on Romanian Seaside. Arrivals recorded in the tourist units in 2013 were 7,918,535 tourists, increased by 3.5 % as to 2012. Arrivals of the Romanian tourists in the tourists' accommodation units in 2013 represented 78, 3% of the total arrivals, while the foreign tourists amounted to 21.7 % of total arrivals. In Romania, the overnight stays in the tourist accommodation units in 2013 increased by 1.1 %, as compared to the year 2012. Romanian tourists’ overnight stays in the tourist accommodation units in 2013 were 82.0% out of the total number of overnight stays, while the foreign tourists’ ones represented 18.0%.


In Romania, the staff in hotels and restaurants during 2013 was 156,230 persons, recording a slight increase of 0.5%, as compared to 2012. In 2013, tourism in Romania had a total contribution of 5.1% to the Gross Domestic Product, GDP, which places our country ranked 154 in the world, according to a report by the World Tourism Council, WTTC. The total contribution of tourism to GDP includes business directly generated by this activity, such as accommodation, transport, attractions, entertainment, shopping, food expenditures and investments in tourism and hospitality, plus income generated indirectly, gains providers serving projects or tourism facilities and expenses incurred by employees in the sector in the economy. According to WTTC, in 2013, tourism has been a total contribution of U.S. $ 33.1 billion to the GDP of Romania, of which EUR 10.5 billion is the direct contribution.For this year, WTTC forecasts growth of 5.4 % total contribution of tourism to GDP, followed by an average growth rate of 3.8 % per year by 2024, to 50.8 billion USD. 2) Information about the companies involved (branch – hotel or restaurant, staff-size and company typology) as wel l as about the means used to contact the respondents and to carry out the interviews;

The research was conducted under activity 2 (Work Package 2) The target audience is represented by the SME-s, operating in the tourism sector, namely the managers of tourist accommodation and catering units in Romania.Their need for training and skills upgrading are the highlight of the scheduled activities. The methods of collecting information proved to be, either by sending a mailing to potential respondents, whereby they are asked to answer the questions in the questionnaire, or by filling it online, by the very person interviewed, via survey monkey system (https://www.surveymonkey.com/ s/R6K6Y2Y) or by returning the filled-in questionnaire, in electronic format, by e-mail to the interviewer (partner). Another method used was the questionnaire filling-in via an interviewer. Contacting the respondents was made according to company size and the classification level of the relative unit. The initially established sample was 20 questionnaires (10 for tourist accommodation units and 10 for restaurants, out of which 2 catering units), but finally resulted a sample of 21 filled-in questionnaires (10 accommodation units and 11catering units). Out of the 10 questionnaires filled-in by managers of the tourist accommodation units, 6 were represented by hotels (60%), 3 by boarding/ hostel (30%) and 1 by guest house/ tourist villa (10%), whereas out of the 11 questionnaires for catering units, 6 were represented by classic restaurants (54%), and one questionnaire for each type of restaurant (specialized, classic and bar/ fast food) and two catering units (18%).


The questionnaire includes a total of eight questions. Characteristics of respondents: Depending on the SMEs’ activity venue: - 16 on the Romanian sea-coast, out of which: 6 – city of Constanta; 6 – Mamaia resort; 3 – Navodari; 2 - Venus Resort; 1 – Costinesti resort; - 2 - in Straja resort; - 1 - Transfagarasan, Arefu village According to the SMEs’ field of activity : - Accommodation units - hotel, guest house/ villa, motel and pension/ hostel - 47.6 % of all respondents, respectively: hotels - 28.56%; pension/ hostel - 14.28%; guest house/ villa - 4.76% - Restaurants - 52.4%, of which: classic - 28.6%; specialized - 4.76%; with artistic program -4.76%; bar/ fast food - 4.76%; catering - 9.5% According to the average number of employees: Field/Type Less than 5

employees Between 5 -9 employees

Between 10 to 20 employees

Between 21 -50 employees

Accommodation units

3 (30%) 3 (30%) 3 (30%) 1 (10%)

Restaurant 1 (9%) 4 (36.4%) 2 (18%) 4 (36.4%) Total 4 (19%) 7 (33%) 5 (23.8%) 5 (23.8%) Asked if it is a family business or not: Field/Type Yes No Accommodation units

4 (40%) 6 (60%)

Restaurant 8 (72.7%) 3 (27.3%) Total 12 (57%) 9 (42.85%) Only 40 % of the"accommodation units"sample are family business, whereas 60 % are not family business. 72.7% of the restaurants are family business, and only 27.3% are not. Of the total of responders, it is noticed that 57% are family business.

This project has been funded with support from the European Commission under Lifelong Learning Programme, Leonardo Da Vinci projects for Development of innovation. The content of this reportresponsible for any use which may be made of the information contained therein.

Chapter 2. Dimensions affecting the HORECA SMEs’ performances

Research helps us understand the company importance and experience, regarding innovative services and opportunities of tourist accommodation units and small restaurants. In order to appraise the importance of innovative services on the perfexperience of the company in terms of innovative services, it has been used a semantic differential 4-speed scale. Each assessment has a certain number of degreesimportant/ expert, 3 = importantimportant/ inexperienced. Company performance degree of importance Speaking about the entire sample, one may note the innovative services regarded as very important to the company are those related to "working conditions" (3.76) "responsible workplace" (3.76development"(3.66) , followed by "important and very important). "Web 2.0" (3.3), "local community/ social initiativ es" (3healthy friendly food and experiences"(3.19),"Susta inable resorts and menus"(2.95)"Wellness based offer"(2.8) hospitality/ menus"(2.6) represent important services for the company's performance

This project has been funded with support from the European Commission under Lifelong Learning Programme, Leonardo Da Vinci The content of this report reflects the views only of the authors, and the

responsible for any use which may be made of the information contained therein.

Dimensions affecting the HORECA SMEs’

Research helps us understand the company importance and experience, regarding innovative services and opportunities of tourist accommodation units and small restaurants.

In order to appraise the importance of innovative services on the perfexperience of the company in terms of innovative services, it has been used a semantic

speed scale. Each assessment has a certain number of degreesimportant/competent, 2 = important enough

degree of importance

Speaking about the entire sample, one may note the innovative services regarded as very important to the company are those related to "safe working conditions" (3.81), "equal working conditions" (3.76) "responsible workplace" (3.76) and "

, followed by "ecological workplace " (3.57), (recorded value between important and very important).

"Web 2.0" (3.3), "local community/ social initiativ es" (3 .33) "online services" (3.28), healthy friendly food and experiences"(3.19),"Susta inable resorts and menus"(2.95)"Wellness based offer"(2.8) and"Personalized experiences in

represent important services for the company's performance

This project has been funded with support from the European Commission under Lifelong Learning Programme, Leonardo Da Vinci - Multilateral , and the Commission cannot be held

Dimensions affecting the HORECA SMEs’

Research helps us understand the company importance and experience, regarding innovative services and opportunities of tourist accommodation units and small restaurants.

In order to appraise the importance of innovative services on the performance and experience of the company in terms of innovative services, it has been used a semantic

speed scale. Each assessment has a certain number of degrees: 4 = very /competent, 2 = important enough/ beginner 1 = not

Speaking about the entire sample, one may note the innovative services regarded as very safe working conditions" (3.81), "equal

) and "human resources (recorded value between

.33) "online services" (3.28), healthy friendly food and experiences"(3.19),"Susta inable resorts and

"Personalized experiences in represent important services for the company's performance.


Most suggested innovative services are considered very important by respondents, for company’s performance, except for only 28.6 % of respondents considered as being very important, and 42.85 % answeredimportant for company’s performance. 85% of respondents believe that company’s performance. Other services regarded as very important for the company are “safe working conditions" respondents), "ecological workplace"(66.6%).

The company experience The target group was asked to assess the proposed innovative services, according to the company experience degree. Respondents considered to be proficient in offering innovative services, such as; work conditions " (3.38), "Safe work conditions", (3.24) "Responsible workpla ce" (3.24), "Ecological workplace" (3.0), "Web 2.0" (2. 95) "online services" (2.9) and "Human Resources Development" (2.9). Companies are considered inexperienced regarding "



Most suggested innovative services are considered very important by respondents, for company’s performance, except for "sustainable tourist resorts and menusonly 28.6 % of respondents considered as being very important, and 42.85 % answeredimportant for company’s performance.

85% of respondents believe that "equal work conditions" are very important for company’s performance. Other services regarded as very important for the company are

(81% of the respondents),"responsible job”"ecological workplace" (66.6 %) and “human resources development"

The target group was asked to assess the proposed innovative services, according to the

Respondents considered to be proficient in offering innovative services, such as; "Safe work conditions", (3.24) "Responsible workpla ce"

(3.24), "Ecological workplace" (3.0), "Web 2.0" (2. 95) "online services" (2.9) and "Human Resources Development" (2.9).

Companies are considered inexperienced regarding "wellness based offer"


Most suggested innovative services are considered very important by respondents, for "sustainable tourist resorts and menus ", whereby

only 28.6 % of respondents considered as being very important, and 42.85 % answered it is

are very important for company’s performance. Other services regarded as very important for the company are

"responsible job” (76% of the “human resources development"

The target group was asked to assess the proposed innovative services, according to the

Respondents considered to be proficient in offering innovative services, such as; "Equal "Safe work conditions", (3.24) "Responsible workpla ce"

(3.24), "Ecological workplace" (3.0), "Web 2.0" (2. 95) "online services" (2.9) and

wellness based offer" (1.62).


Regarding the company experience, 57% of the companies consider themselves competent in providing a "responsible workplace” , as against only 33 %, who say they are experts. 52 % of the respondents believe that they are competent in "Web 2.0" and "equal working conditions". In the meanwhile, 52 % answered they are inexperienced in terms of “wellness based offer".

2,95 2,9

2,57 2,47

1,62

2,23

2,9

3,243,38

3,243

2,7

0

0,5

1

1,5

2

2,5

3

3,5

4

Imp

ort

an

ce

The importance of innovative services of the company

experience

Series1


It is quite obvious, the innovative services, relevant to performance, are related to recording the value of 3.8, followed by “conditions " (3.7), "human resources developmentbetween important and very important). "Online Services" (3.4) "Local community/ social initiativesfood and experience" (3.1) are important services for the accommodation unit performance. There are also important the menus (2.9), sust ainable resorts and menusbetween quite important and important). 80% of the tourist accommodation unit respondents consider that responsible and environmental jobsvery important for the company. for 70% of respondents, whereas are very important for 60% of those who answered. As far as the company's experiencecompetent in providing innovative services as follows: web 2.0 (3.1), safe working conditionsworkplace (3.0), as well as offering online services (2.9). In terms of developmentand local community/social initiativesbeginners and experienced, recording values are considered as beginners, in terms of (2.2) sustainable tourist resorts and menusexperiences (1.7). Companies are considered unexperienced in terms of wellness based offer (1.2).



It is quite obvious, the innovative services, relevant to the accommodation units , are related to “responsible workplace ” and “ecological workplace

recording the value of 3.8, followed by “safe working conditions " and ""human resources development " (3.6), "Web 2.0"

between important and very important).

"Local community/ social initiatives " (3.4), (3.1) are important services for the accommodation unit

performance. There are also important the experiences in personalized hospitality/ ainable resorts and menus (2.7) and wellness based offer

between quite important and important).

80% of the tourist accommodation unit respondents consider that responsible and environmental jobs , as well as securing equal working conditionsvery important for the company. Web 2.0 and safe working conditionsfor 70% of respondents, whereas online services and human resources developmentare very important for 60% of those who answered.

ompany's experience , it is noticed that the accommodation units are competent in providing innovative services as follows: equal working conditions

safe working conditions (3.0), responsible workplace and ecological well as offering online services (2.9). In terms of

developmentand local community/social initiatives , the respondents range between beginners and experienced, recording values of 2.7 and 2.5 respectively. The companies

beginners, in terms of personalized hospitality experiences/ Menussustainable tourist resorts and menus (1.8) and healthy,

1.7). Companies are considered unexperienced in terms of wellness based


the accommodation units “ecological workplace "

" and "equal working "Web 2.0" (3.5) (value

" (3.4), "healthy friendly (3.1) are important services for the accommodation unit

experiences in personalized hospitality/ wellness based offer (2.6)(value

80% of the tourist accommodation unit respondents consider that providing certain working conditions are

safe working conditions are very important online services and human resources development

, it is noticed that the accommodation units are equal working conditions (3.2)

responsible workplace and ecological well as offering online services (2.9). In terms of human resources

, the respondents range between of 2.7 and 2.5 respectively. The companies

personalized hospitality experiences/ Menus friendly food and

1.7). Companies are considered unexperienced in terms of wellness based


70% of the accommodation units are considered to be proficient in Web 2.0, and 60% are considered to be competent in human resources development , ensuring equal working conditions and job responsibility. 80% consider themselves are considered to be inexperienced in terms of the “wellness based offer” , and 50% in services such as "sustainable resorts and menus "and “healthy friendly food and experiences". One may note that very important services for catering units performance are related to the provision of "safe working conditions” (3.91) and "equal working conditions" (3.82), followed by "human resource development " (3.72) and ensuring "a responsible workplace" (3.72). Managers considered the following services as quite important to the company: “Experiences in personalized hospitality/ menus "(3.45), "Ecological workplace " (3.36), "Healthy friendly food and experiences" (3.27)and "Local community/ social initiatives" (3.27). Equally important to the company's performance are "Web 2.0" services, "Online Services", “Sustainable resorts and menus", value of 3.18and “Wellness based offer" (3.0) being recorded. 91% of respondents considered that securing of certain "safe working conditions ” and “equal working conditions " are very important to the company's performance, whereas "human resource development " and ensuring certain "responsible workplaces " are considered as being very important for 72.7% of respondents solely. 63.6% of those who responded considered as very important for the company the following: "Personalized experiences in hospitality/ menus" , "Healthy, friendly food and experiences" and "Local community/ social initiatives. Regarding the company's experience, we notice that restaurants are considered to be proficient in providing innovative services, as follows: "Human Resources Development" (3.18), "Sustainable resorts and menus" (3.09), "Ecological workplace " (3.0).The companies are also competent in providing several services, such as "Online Services" (2.91),“Experiencesin personalized hospitality/ menus" (2.91) "Local community/social initiatives " (2.91). Regarding "Equal working conditions ", "Safe working conditions " and "Responsible workplace" the respondents rank between competent persons and experts, recording value of 3.54, and 3.45, respectively. The companies are considered as beginners in terms of "Wellness based offer" ( 2.0). 54.5 % of the restaurants are competent in "Healthy friendly food and experiences","Safe workingconditions" , "Responsible workplace " and only 45.5% of respondents believe that companies are competent in "Online services ", "Experiences with personalized hospitality/ menus" . 54.5 % of respondents consider that companies are beginners regarding"Wellness based offer ", whereas only 27.3% of firms are inexperienced.


Chapter 4. Innovative skills owned by HORECA managers

Regarding innovative skills, respondents of the entire sample are valued between competent and experts in "adaptation to change" assessed innovative skills, as follows: (3.38), "solving problems " (3.28),(3.14),"computer / ICT" (3.1).

Out of the data obtained, one may note that 76% of respondents consider themselves competent in terms of "adaptation to a new business environment"of them answered they are proficient in "assessed as competent, both with and with "computer/ ICT" , while 52.38% are considered experts in terms of change ", while only 47.62% consider themselves as competen



Innovative skills owned by HORECA managers

Regarding innovative skills, respondents of the entire sample are valued between "adaptation to change" (3.52) and proficient in the other

assessed innovative skills, as follows: "cooperation skill/ teamwork"" (3.28), "adaptation to a new business environment

(3.1).

Out of the data obtained, one may note that 76% of respondents consider themselves "adaptation to a new business environment"

of them answered they are proficient in "solving problems ". 61.9% of managers are assessed as competent, both with "intercultural management" ,"cooperation capacity

, while 52.38% are considered experts in terms of % consider themselves as competent.


Innovative skills owned by HORECA managers

Regarding innovative skills, respondents of the entire sample are valued between (3.52) and proficient in the other

"cooperation skill/ teamwork" and "innovative" adaptation to a new business environment "

Out of the data obtained, one may note that 76% of respondents consider themselves "adaptation to a new business environment" , while only 71.42%

". 61.9% of managers are cooperation capacity ",

, while 52.38% are considered experts in terms of "adaptation to


Hotel managers are assessed as competent in terms of problem solving - 3.3 and innovativeness computer/ ICT and adaptation to a new business environmentmanagement (2.8) and language skillsbeginner and competent. According to the data already collected, it is obvious that all the representatives of the accommodation units are considered competent in terms of environment , and only 80% of them answered they are competent in management , whereas 20% are considered to be they are competent in "cooperative ab 40% of accommodation units managers responded they are beginners to” To conclude, the majority of respondents consider themselves proficient related to the eight innovative skills assessed. The restaurant managers consider they are between competent and experts in terms of "Adaptation to change" (3.63) and proficient with theto cooperate /teamwork "(3.54), problems " and "Adapting to a new business environment"(3.18) and "Intercultural Management" One may note that 63.6% of restaurant managers consider themselves experts in "adapting to change ", whereas only 36.4% are assessed as competent. 54.5% of managers consider themselves experts as well, in terms of teamwork". Respondents said they were proficient in 63.6% and "computer/ ICT " (63.6%). 54.5% of managers appreciated themselves as competent both with "innovative

0%10%20%30%40%50%60%70%80%

Self assessment of skills



are assessed as competent in terms of adaptation to changeinnovativeness - 3.3, cooperative ability/ team spirit

adaptation to a new business environment -3.0 and language skills (2.7) were evaluated as being situated between

According to the data already collected, it is obvious that all the representatives of the accommodation units are considered competent in terms of adapting to a new business

, and only 80% of them answered they are competent in , whereas 20% are considered to be beginners. The same

"cooperative ab ility/ team spirit" and only 20% are experts.

% of accommodation units managers responded they are beginners to”

, the majority of respondents consider themselves proficient related to the eight

consider they are between competent and experts in terms of (3.63) and proficient with the other seven skills assessed: "(3.54), “Innovative "(3.45) "Language skills

Adapting to a new business environment" (3.27); ""Intercultural Management" (3.1)

One may note that 63.6% of restaurant managers consider themselves experts in ", whereas only 36.4% are assessed as competent. 54.5% of

managers consider themselves experts as well, in terms of "cooperation ability/

ts said they were proficient in "solving problems " (72.7%); " (63.6%). 54.5% of managers appreciated themselves as

"innovative " and with "adapting to a new business environment

Self assessment of skills


adaptation to change - 3.4, cooperative ability/ team spirit -3.2,

3.0 and intercultural ) were evaluated as being situated between

According to the data already collected, it is obvious that all the representatives of the adapting to a new business

, and only 80% of them answered they are competent in intercultural . The same 80% of them said

and only 20% are experts.

% of accommodation units managers responded they are beginners to”language skills”.

, the majority of respondents consider themselves proficient related to the eight

consider they are between competent and experts in terms of other seven skills assessed: “ability

"Language skills " (3.36); "Solving (3.27); "Computer/ ICT "

One may note that 63.6% of restaurant managers consider themselves experts in ", whereas only 36.4% are assessed as competent. 54.5% of

"cooperation ability/

" (72.7%); "language skills" - " (63.6%). 54.5% of managers appreciated themselves as

adapting to a new business environment ."

Expert

Competent

Beginner

Inexperienced


Chapter 5. Learning and training

5.1. The difficulties personally faced, referring t o training programs:

Difficulties faced

Accommodation units Restaurants Total

Lack of motivation - 2 (18%) 2 (9.5%) Scheduling the training programs 2 (20%) 1 (9%) 3 (14.3%) Fit of the available training programs to the organizational needs

3 (30%) 4 (36.4%) 7 (33.3%)

Cost of training programs 4 (40%) 7 (63.6%) 11 (52%) Available time for training programs 5 (50%) 4 (36.4%) 9 (42.8%) Lack of enough information about the existing training programs

3 (30%) 5 (45.5%) 8 (38%)

Inconvenient place for conducting training

- 1 (9%) 1 (4.7%)

The main problem generating difficulties for 52% of respondents refers to the cost of training programs , followed by "available time for training programs " - 42.8% and "lack of enough information about the existing training p rograms ", 38%. Managers of accommodation units consider the most important problem encountered in connection with training programs is the time allotted for training programs - 50%, followed by the cost of training 40%. 63.6% of restaurant managers responded that the most important problem faced, is the "cost of training programs ", whereas only 45.5% answered that “insufficient information about existing training programs" is the most important.


5.2. Favorite t ypes of training

Training type

Online based training Classroom based training Theoretical training Practical training Tutorial based training Training program based on experience - 95% of respondents stated the most important type of training is followed by training programs based on experienceresponded, preferred theoretical training.classroom based training - only 23.8 - 90% of hotel managers believe that the most important type of training is training , while 81.8% of restaurant managers have chosen this type of training. - 72.7% of restaurant managers and 70% of hotel keepers stated they prefer programs based on experience - 50% of hotel keepers have chosen managers preferred this type of training. - Online training and classroom based trainingand by 27% of restaurant managers.



ypes of training :

Accommodation units Restaurants

2 (20%) 3 (27%)2 (20%) 3 (27%)5 (50%) 4 (36.4%)9 (90%) 11 (81.8%)4 (40%) 4 (36.4%)

Training program based on experience 7 (70%) 8 (72.7%)

% of respondents stated the most important type of training is training programs based on experience - 71.4%, and 42.8

theoretical training. Least preferred are online based trainingonly 23.8%.

% of hotel managers believe that the most important type of training is % of restaurant managers have chosen this type of training.

% of restaurant managers and 70% of hotel keepers stated they prefer based on experience - 70 %.

have chosen theoretical training and only 36.4managers preferred this type of training.

classroom based training - are preferred by 20restaurant managers.


Restaurants Total

3 (27%) 5 (23.8%) 3 (27%) 5 (23.8%) (36.4%) 9 (42.8%)

11 (81.8%) 20 (95%) 4 (36.4%) 8 (38%) 8 (72.7%) 15 (71.4%)

% of respondents stated the most important type of training is practical training , %, and 42.8% of those who

online based training and

% of hotel managers believe that the most important type of training is practical % of restaurant managers have chosen this type of training.

% of restaurant managers and 70% of hotel keepers stated they prefer training

36.4% of restaurant

are preferred by 20% of hotel keepers


Chapter 7. Final conclusions

- 33% of companies surveyed have between 5family businesses. - Human resource management is considered as very important for the companyproviding safe and equal working conditions, human resourceproviding responsible and ecological workplaces.- All in all, speaking about sample, it is noticed that as important these services are to the company, the companies are competent to the same extent in providing sametime, companies also consider themselves competent in providing services such as 2.0, online services. - Over 50% of companies consider themselves competent in providing innovative servsuch as "responsible workplace", "- For 70% of hotel keepers, web services 2.0 and safe working conditions are considered as very important for the company, whereas human resources development are considered as very important to the company performance. - As the company experience competent in Web 2.0, but alsoof "wellness-based offer" (offering conditions for those with allergies)- Human resources management is considered as quite important to the catering unitsperformance as well. - For 63.6% of restaurants, offering certain flexible lunch programs and menus for vegans and celiac, healthy food and experiencessocial initiatives are regarded as very important



Final conclusions

% of companies surveyed have between 5 – 9 employees, while only 57% of them are

Human resource management is considered as very important for the companyproviding safe and equal working conditions, human resources developmentproviding responsible and ecological workplaces.

All in all, speaking about sample, it is noticed that as important these services are to the es are competent to the same extent in providing same

time, companies also consider themselves competent in providing services such as

% of companies consider themselves competent in providing innovative servsuch as "responsible workplace", "equal working conditions " and "web 2.0".

% of hotel keepers, web services 2.0 and safe working conditions are considered as very important for the company, whereas for 60% of respondents,online services and

development are considered as very important to the company

is concerned, we may notice that 70% of hotel keepers are competent in Web 2.0, but also 80% of same consider themselves inexperienced in t

offering SPA and fitness services, as well as providing favorable itions for those with allergies).

management is considered as quite important to the catering

estaurants, offering certain flexible lunch programs and menus for vegans eliac, healthy food and experiences, but also cooperation with local organizations and

are regarded as very important.


only 57% of them are

Human resource management is considered as very important for the company, by s development, as well as by

All in all, speaking about sample, it is noticed that as important these services are to the es are competent to the same extent in providing same. At the same

time, companies also consider themselves competent in providing services such as web

% of companies consider themselves competent in providing innovative services, equal working conditions " and "web 2.0".

% of hotel keepers, web services 2.0 and safe working conditions are considered % of respondents,online services and

development are considered as very important to the company

% of hotel keepers are ves inexperienced in terms

and fitness services, as well as providing favorable

management is considered as quite important to the catering

estaurants, offering certain flexible lunch programs and menus for vegans , but also cooperation with local organizations and


- Apart from hotel keepers, restaurants are considered competent with "human resources development" as well, using some organic products and food, season menus; "personalized hospitality experiences/ menus" and "local community/ social initiatives".In the meanwhile, 54.5% of catering units are considered as beginners in terms of "wellness-based offer" (providing favorable conditions for those with allergies, hiring some nutritionists and dietitians). - In terms of innovative skills for the whole sample, we note that 76% of managers are considered proficient in adapting to a new business environment. - Regarding the degree of competence, we notice that managers surveyed consider themselves between competent and experts in "adapting to change" (3.52), and proficient in the other innovative skills assessed. - Hotel managers are considered to be between beginners and competent in terms of intercultural management (2.8) and language skills (2.7) (meaning that these skills should be improved) but proficient in the other skills assessed. - All the hotel managers consider themselves to be competent in terms of "adapting to a new business environment", while 80% consider themselves to be competent in "Intercultural Management" and "ability to cooperate/ teamwork". - 60% of hotel keepers believe they are able to communicate properly in, at least, one foreign language, worldwide spread, while 40% answered they are beginners. - Regarding restaurant managers’ competence, it is noticed they are considered to be proficient with all assessed innovative skills, except for "adapting to change" (3.63), for which they considered to be between competent and experts. - As to the people surveyed, the problems faced are related to the training programs, in terms of cost and time spent, as well as to the insufficient information about their existence. - Types of training preferred by the surveyed managers are: practical training (95%), followed by the training program based on experience (71.4%) and theoretical training (42.8%). Online training and classroom based training are less preferred by managers.

The Strengths of Human Resources in tourism sector especially consist inimplying the young population with linguistic skills, existence of well-developed networks of high schools and universities as a basis for tourism education and training, as well as several tourism courses offered by many tertiary education institutions and nucleus of skilled and experienced tourist staff. According to the Master Plan for the National Tourism Development 2007 – 2026, the main objective related to education level of tourism human resources, consists in developing of pre-vocational and vocational training for the hospitality sector, so that curricula should involve meeting market’s needs and providing sufficient qualified staff, in order to meet employment demand/ fill in employment vacancies. In our opinion, the main problems are connected with the practical stages which should last a longer period of time and a better cooperation with the trading companies.


ANNEXES

Annex no 1 Dimensions affecting the HORECA SMEs’ pe rformances Total respondents:

Innovative services for accommodation

units and restaurants

Importance Company experience Very

important Important Quite

important Not

important Expert Competent Beginner Inexperienced

WEB 2.0

13 4 2 2 5 11 4 1

Online services

12 3 6 - 5 10 5 1

Individualised hospitality experiences/menus

7 6 4 1 4 8 5 4

Sustainable resorts and menus

6 9 5 1 4 7 5 5

Wellness based offer

7 6 5 3 - 3 7 11

Healthy friendly food and experiences

12 2 6 1 2 8 4 7

Human Resources Development

14 7 - - 5 10 5 1

Safe working conditions

17 4 - - 8 10 3 -

Equal working conditions

18 1 2 - 9 11 1 -

Responsible workplace

16 5 - - 7 12 2 -

Ecological workplace

14 5 2 - 7 8 5 1

Local community / social initiatives

12 6 1 2 5 9 3 4


Web 2.0 - Company Importance: (13x4) + (4x3) + (2x2) + (2x1)/21 = 3.3 - Company Experience: (5x4) + (11x3) + (4x2) + (1x1)/21 = 2.95 Online Services - Company Importance:(12x4)+(3x3)+(6x2)/21= 3.28

- Company Experience: (5x4) + (10x3) + (5x2) + (1x1)/21 = 2.9 Individualised hospitality experiences/menus - Company Importance: (7x4) + (6x3) + (4x2) + (1x1)/21 = 2.6 - Company Experience:(4x4) + (8x3) + (5x2) + (4x1)/21 = 2.57 Sustainable resorts and menus - Company Importance:(6x4) + (9x3) + (5x2) + (1x1)/21 = 2.95 - Company Experience:(4x4) + (7x3) + (5x2) + (5x1)/21 = 2.47 Wellness based offer - Company Importance:(7x4) + (6x3) + (5x2) + (3x1)/21=2.8 - Company Experience:(3x3) + (7x2) + (11x1)/21 = 1.62 Healthy friendly food and experiences - Company Importance:(12x4) + (2x3) + (6x2) + (1x1)/21 = 3.19 - Company Experience:(2x4) + (8x3) + (4x2) + (7x1)/21 = 2.23 Human Resources Development - Company Importance:(14x4) + (7x3)/21 = 3.66 - Company Experience:(5x4) + (10x3) + (5x2) + (1x1)/21 = 2.9 Safe working conditions - Company Importance: (17x4) + (4x3)/21 = 3.81 - Company Experience: (8x4) + (10x3) + (3x2) /21 = 3.24 Equal working conditions - Company Importance: (18x4) + (1x3) + (2x2)/21 = 3.76 - Company Experience: (9x4) + (11x3) + (1x2) /21 = 3.38 Responsible workplace - Company Importance: (16x4) + (5x3) /21 = 3.76 - Company Experience: (7x4) + (12x3) + (2x2) /21 = 3.24 Ecological workplace - Company Importance: (14x4) + (5x3) + (2x2) /21 = 3.57 - Company Experience: (7x4) + (8x3) + (5x2) + (1x1) /21 = 3.0 Local community/ social initiatives - Company Importance: (12x4) + (6x3) + (1x2) + (2x1)/21 = 3.33 - Company Experience: (5x4) + (9x3) + (3x2) + (4x1) /21 = 2.7

For tourist accommodation units :

Innovative services for accommodation

units



important Not

important Expert Competent Beginner Inexperienced

WEB 2.0

7 2 - 1 2 7 1 -

Online services

6 2 2 - 2 5 3 -


3 4 2 1 1 3 3 3


1 5 4 - - 3 2 5



3 2 3 2 - - 2 8


5 1 4 - - 2 3 5

Human resources development

6 4 - - 1 6 2 1


7 3 - - 3 4 3 -


8 1 1 - 3 6 1 -


8 2 - - 2 6 2 -


8 2 - - 3 4 3 -


5 4 1 - 1 5 2 2

Web 2.0 - Company Importance: (7x4) + (2x3) + (1x1)/10 = 3.5 - Company Experience: (2x4) + (7x3) + (1x2)/10 = 3.1 Online Services - Company Importance: (6x4) + (2x3) + (2x2)/10 = 3.4

- Company Experience: (2x4) + (5x3) + (3x2)/10 = 2.9 Individualised hospitality experiences/ Menus: - Company Importance: (3x4) + (4x3) + (2x2) + (1x1)/10 = 2.9 - Company Experience: (1x4) + (3x3) + (3x2) + (3x1)/10 = 2.2 Sustainable resorts and menus: - Company Importance: (1x4) + (5x3) + (4x2)/10 = 2.7 - Company Experience: (3x3) + (2x2) + (5x1)/10 = 1.8 Wellness based offer - Company Importance: (3x4) + (2x3) + (3x2) +(2x1)/10 = 2.6

- Company Experience: (2x2) + (8x1)/10 = 1.2 Healthy friendly food and experiences - Company Importance: (5x4) + (1x3) + (4x2)/10 = 3.1 - Company Experience: (2x3) + (3x2) + (5x1)/10 = 1.7 Human resources development - Company Importance: (6x4) + (4x3)/10 = 3.6 - Company Experience: (1x4) + (6x3) + (2x2) + (1x1)/10 = 2.7 Safe working conditions - Company Importance: (7x4) + (3x3)/10 = 3.7 - Company Experience: (3x4) + (4x3) + (3x2)/10 = 3.0 Equal working conditions - Company Importance: (8x4) + (1x3) + (1x2)/10 = 3.7 - Company Experience: (3x4) + (6x3) + (1x2)/10 = 3.2 Responsible workplace - Company Importance: (8x4) + (2x3)/10 = 3.8 - Company Experience: (2x4) + (6x3) + (2x2)/10 = 3.0 Ecological workplace - Company Importance: (8x4) + (2x3)/10 = 3.8

- Company Experience: (3x4) + (4x3) + (3x2)/10 = 3.0 Local community/ social initiatives - Company Importance: (5x4) + (4x3) + (1x2)/10 = 3.4 - Company Experience: (1x4) + (5x3) + (2x2) + (2x1)/10 = 2.5


For restaurants : Innovative

services for restaurants



important Not

important Expert Competent Beginner Unexperienced

WEB 2.0

6 2 2 1 3 4 3 1

Online services

6 1 4 - 3 5 2 1


7 2 2 - 3 5 2 1


5 4 1 1 4 4 3 -


4 4 2 1 - 3 5 3


7 1 2 1 2 6 1 2

Human resources development

8 3 - - 4 4 3 -


10 1 - - 5 6


10 1 6 5


8 3 5 6


6 3 2 4 4 2 1


7 2 2 4 4 1 2

Web 2.0-Company Importance: (6x4) + (2x3) + (2x2) + (1x1)/11= 3.18 - Company Experience: (3x4) + (4x3) + (3x2) + (1x1)/11 = 2.82 Online services -Company Importance: (6x4) + (1x3) + (4x2)/11 = 3.18 - Company Experience: (3x4) + (5x3) + (2x2) + (1x1)/11 = 2.91 Individualised hospitality experiences/menus: - Company Importance: (7x4) + (2x3) + (2x2) /11 = 3.45 - Company Experience: (3x4) + (5x3) + (2x2) + (1x1)/11 = 2.91 Sustainable resorts and menus: -Company Importance: (5x4) + (4x3) + (1x2) + (1x1)/11 = 3.18 - Company Experience: (4x4) + (4x3) + (3x2)/11 = 3.09 Wellness based offer - Company Importance: (4x4) + (4x3) + (2x2) + (1x1)/11=3.0 - Company Experience: (3x3) + (5x2) + (3x1)/11 = 2.0 Healthy friendly food and experiences: - Company Importance: (7x4) + (1x3) + (2x2) + (1x1)/11 = 3.27 - Company Experience: (2x4) + (6x3) + (1x2) + (2x1)/11 = 2.72 Human resources development -Company Importance: (8x4) + (3x3)/11 = 3.72


- Company Experience: (4x4) + (4x3) + (3x2) + (1x1)/11 = 3.18 Safe working conditions -Company Importance: (10x4) + (1x3)/11 = 3.91 - Company Experience: (5x4) + (6x3) /11 = 3.45 Equal working conditions -Company Importance: (10x4) + (1x2)/11 = 3.82 - Company Experience: (6x4) + (5x3) /11 = 3.54 Responsible workplace -Company Importance: (8x4) + (3x3) /11 = 3.72 - Company Experience: (5x4) + (6x3)/11 = 3.45 Ecological workplace -Company Importance: (6x4) + (3x3) + (2x2) /11 = 3.36 - Company Experience: (4x4) + (4x3) + (2x2) + (1x1) /11 = 3.0 Local community/ social initiatives -Company Importance: (7x4) + (2x3) + (2x1)/11 = 3.27 - Company Experience: (4x4) + (4x3) + (1x2) + (2x1) /11 = 2.91

Annex no 2 Innovative skills owned by HORECA manag ers Total respondents:

Innovative skills Proficiency

Expert Competent Beginner Inexperienced Intercultural management 4 13 3 1 Language skills 5 12 4 - Cooperative ability/ team spirit 8 13 - - Innovativeness 9 11 1 - Adaptation to change 11 10 - - Problem solving 6 15 - - Computer/ ICT 5 13 3 - Adaptation to the new business environment

4 16 1 -

Intercultural management: (4x4) + (13x3) + (3x2) + (1x1)/21 = 2.95 Language skills: (5x4) + (12x3) + (4x2)/21 = 3.0 Cooperative ability/ team spirit: (8x4) + (13x3)/21 = 3.38 Innovativeness: (9x4) + (11x3) + (1x2)/21 = 3.38 Adaptation to change: (11x4) + (10x3)/21 = 3.52 Problem solving: (6x4) + (15x3)/21 = 3.28 Computer/ ICT: (5x4) + (13x3) + (3x2)/21 = 3.1 Adaptation to the new business environment: (4x4) + (16x3) + (1x2)/21 = 3.14 Innovative skills of the hotel managers:


Expert Competent Beginner Inexperienced Intercultural management - 8 2 - Language skills 1 5 4 - Cooperative ability/ team spirit 2 8 - - Innovativeness 4 5 1 - Adaptation to change 4 6 - - Problem solving 3 7 - -


Computer/ ICT 2 6 2 - Adaptation to the new business environment

- 10 - -

Intercultural Management: (8x3) + (2x2)/10 = 2.8 Language Skills: (1x4) + (5x3) + (4x2)/10 = 2.7 Cooperative ability/ team spirit: (2x4) + (8x3)/10 = 3.2 Innovativeness: (4x4) + (5x3) + (1x2)/10 = 3.3 Adaptation to change: (4x4) + (6x3)/10 = 3.4 Problem solving: (3x4) + (7x3)/10 = 3.3 Computer/ ICT: (2x4) + (6x3) + (2x2)/10 = 3.0 Adaptation to the new business environment: (10x3)/10 = 3.0 Innovative skills of the restaurant managers:


Expert Competent Beginner Inexperienced Intercultural Management 4 5 1 1 Language skills 4 7 - - Cooperative ability/ team spirit 6 5 - - Innovativeness 5 6 - - Adaptation to change 7 4 - - Problem solving 3 8 - - Computer/ ICT 3 7 1 - Adaptation to the new business environment

4 6 1

Intercultural Management: (4x4) + (5x3) + (1x2) + (1x1)/11 = 3.1 Language Skills: (4x4) + (7x3)/11 = 3.36 Cooperative ability/ team spirit: (6x4) + (5x3)/11 = 3.54 Innovativeness: (5x4) + (6x3)/11 = 3.45 Adaptation to change: (7x4) + (4x3)/11 = 3.63 Problem solving: (3x4) + (8x3)/11 = 3.27 Computer/ ICT: (3x4) + (7x3) + (1x2)/11 = 3.18 Adaptation to the new business environment: (4x4) + (6x3) + (1x2)/11 = 3.27

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