Competing With the Best

Competing With the Best

Good Human Resource Practices in Caribbean Tourism You do not have access to this content

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Author(s):
Commonwealth Secretariat
01 July 2005
Pages:
92
ISBN:
9781848598546 (PDF)
http://dx.doi.org/10.14217/9781848598546-en

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This handbook is one of the outputs from a programme of technical assistance provided by the Special Advisory Services Division of the Commonwealth Secretariat to the Caribbean Tourism Organisation, to assist the Caribbean region to improve the quality of its tourism product.

The handbook provides helpful tips and resources on how to find, train, manage and retain good employees. It profiles valuable approaches that can be adopted or adapted in other Caribbean tourism businesses and organisations, many of which will also be relevant in other parts of the Commonwealth.

Published in association with the Caribbean Tourism Association.
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  • Foreword

    It is our pleasure to bring you this first handbook on good practices in Caribbean tourism produced by the Special Advisory Services Division (SASD) of the Commonwealth Secretariat for the Caribbean Tourism Organization. The handbook launches an annual series of good practices resources, called Competing with the Best, which the CTO will be putting together to showcase positive tourism management and development practices in our region.

  • Included in this Handbook

    The company profiles presented in the handbook explain how some of the best customer-driven industry leaders in the region have developed good human resource (HR) practices within their businesses.

  • HR Challenges Facing the Tourism Sector in the 21 st Century

    The need to develop a professional tourism workforce that can meet emerging labour market issues has never been greater, given the rapid changes in our industry. Changing visitor expectations and the significant impact that social, political and economic events can have on tourism all create staffing and professional development challenges that supervisors and managers must address.

  • Recruitment, Screening and Hiring

    Attracting, interviewing and hiring the right person for a job are essential for good customer service. Until recently, recruitment and selection of those working in the tourism/hospitality sector in many parts of the world was somewhat haphazard. However, recruitment, selection and hiring have become more formalized lately, guided by requests for curricula vitae, in-depth interviews, basic aptitude tests, background checks, references and properly developed job descriptions that clearly identify the responsibilities of positions.

  • Employee Orientation, Training and Professional Development

    Companies should not underestimate the importance of a well-thought-out orientation programme. New employees often have an inadequate picture of the working environment and job requirements/expectations. Moreover, employee training has to be seen as part of regular operations that will give a business a competitive advantage and a better return on its investment.

  • Building a Performance Culture

    Employee morale, retention and job performance all increase when staff have a role in helping to achieve business objectives. Managers and supervisors need to create work environments in which people want to work and where contributions toward achieving company goals and objectives are recognized.

  • Management and Leadership Styles

    In today's tourism environment, a more demanding customer and a constantly evolving business environment require leaders to focus as much on the management of people as on other aspects of business operations.

  • Rewards, Recognition and Benefits

    An organizational strategy focusing on rewards, recognition and benefits for staff can provide an effective, low-cost way of encouraging higher levels of performance. There are numerous approaches that can be used for any size of organization. This set of key HR practices does, however, need regular attention and fine-tuning to avoid staleness.

  • Job Mobility and Career Development

    Creating a great place to work that also provides staff with the prospect of a bright future helps organizations to keep good people. Whether full-time or part-time, employees are more committed to an organization that can provide them with a clear picture of potential, ongoing career advancement opportunities. When upward advancement is not likely because of the size of the business, then creative job-sharing and multi-tasking opportunities provide variety and ongoing interest for employees.

  • Performance Planning and Employee Evaluation

    Businesses committed to developing employees to their full potential regularly measure employee satisfaction, skills, abilities and motivation as well as the work climate. They do this to ensure that positive attributes, such as staff empowerment, job satisfaction and knowledge of business objectives, continue to be part of the corporate culture.

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