Improving Hotel Starlac's Human Resources and Talent Management System

Pougnet, Stéphanie; Martín-Ríos, Carlos

doi:10.4135/9781473944626

Cited by 3 publications

(3 citation statements)

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“…Thus, most of the answers are related to creating the right environment, virtual or not, for groups of employees to interact and exchange ideas and knowledge in an informal and open way: events and other activities, shared spaces, volunteer activities, interaction platforms, sharing ideas, personal discussions. The responses of the participants to these two questions validate the qualitative evolution of talent management in the direction of stating that it is the responsibility of companies to activate talents (gifts) into their employees through the creation of the most appropriate, open, informal, and friendly work environments, spaces and cultures [5,9,11,15,41,49,50,56,58,59,61,62,69,74,86,[115][116][117][118]. Taking into consideration that the practice of reverse mentoring is based on knowledge transfer from mentor to mentee or between them, questions Q7 and Q9 had the same purpose-to identify ideas of content knowledge that can be transferred through reverse mentoring.…”

Section: The Personal Opinions and Suggestions About Potential Ways Tmentioning

confidence: 81%

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Bridging the Generational Gap in the Hospitality Industry: Reverse Mentoring—An Innovative Talent Management Practice for Present and Future Generations of Employees

Cismaru

Iunius²

2019

Sustainability

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In the present generational context, talent management approaches and practices have evolved from the stage of "war for talent", defined by competitiveness and elitism, to a more collaborative and inclusive "post-war stage". Innovative solutions are increasingly important. In this framework, the main aim of the paper is to confirm that reverse mentoring, a talent management practice which appeared as a response to the necessity to bridge the present generational gap, can be considered a valuable approach in hospitality. Two case studies on the successful implementation of reverse mentoring in Swiss hospitality are presented: the Shadow Comex (Accor) and the ExCom-Y (Mövenpick). Results of a focus-group discussion on the topic of identifying the attitudes and opinions of Romanian employees regarding the implementation of reverse mentoring in hotels are further analyzed. Results support the idea that reverse mentoring has developed and offers great potential for innovation. The present study offers interesting and useful ideas to companies in hospitality on how to implement reverse mentoring. Results from the group discussion demonstrate that Romanian employees have high expectations and innovative approaches regarding the implementation of reverse mentoring, similar to the employees from Switzerland, but they lack trust in their employers regarding the real possibility to implement it.

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Section: The Personal Opinions and Suggestions About Potential Ways Tmentioning

confidence: 81%

“…The highest number of posts and comments (83) of the participants to the focus group regarding the information they would like to share at work refers to "ideas". In the present generational context, ideas are considered valuable contributions to companies [56,76,116].…”

Section: Discussion On the Evolution Of Reverse Mentoring In Hospitamentioning

confidence: 99%

Bridging the Generational Gap in the Hospitality Industry: Reverse Mentoring—An Innovative Talent Management Practice for Present and Future Generations of Employees

Cismaru

Iunius²

2019

Sustainability

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“…In fact, the rate of growth is faster than educators could comprehend and make the necessary innovations in their program’s curricula. Hospitality and tourism programs increasingly develop new curricula according to the industry’s strategic and transactional needs (Pougnet and Martin-Rios, 2016). Could big data lead to the development of a contemporary hospitality and tourism curricula?…”

Section: Introductionmentioning

confidence: 99%

Are hospitality/tourism curricula ready for big data?

Ogbeide¹,

Cecil

2020

JHTT

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Purpose The purpose of this paper is to establish a conceptual framework on how hospitality and tourism educators could incorporate new technology and big data analytics into program curriculum. Design/methodology/approach The research developed a logic model to visualize the benefits/impact of hospitality and tourism data analyst via a literature review approach. Findings The incorporation of statistics, research and the knowledge of data exploration, analysis and insight into hospitality programs would enhance students’ data analysis competencies. Research limitations/implications This is a literature review paper, based on philosophical perspectives from literature review. It would be nice to conduct an empirical study with regard to data analytics in the hospitality and tourism industry. Practical implications The hospitality and tourism program coordinators and/or directors are urged to inspire more students who are interested in adding statistics and accounting studies to the hospitality and tourism field. Also, the hospitality and tourism data analyst would secure attractive job offers as well as enhance the average salary of hospitality and tourism graduates. Social implications Hospitality and tourism data analytics would secure attractive job offers as well as enhance the average salary of hospitality and tourism graduates. Originality/value The paper explored the impact of big data analytics in the hospitality and tourism industry and made recommendations for hospitality and tourism data analytics curricula.

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