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Raising the Productivity of Firms in Tourism and Hospitality through Operating Model Excellence Completed


Dates: 03 & 05 Apr 2019
Hours: 07:45-16:15 (Including Coffee Break & Lunch)
Location: Limassol
Venue: Elias Beach Hotel
Company Visit: 4 Hours

The programme includes:

  • Two full-days seminar at a luxurious venue.
  • Half a day consulting session for each participating company.
  • An extensive report for each participating company formulated to their needs. The report will include recommendations and suggestions for further consideration by the management.
  • Full access to a seminar blog containing all presentations and further additional support materials and resources for each seminar participant.
  • Full lunch and three coffee breaks for the two-days seminar for each seminar participant.
  • No VAT is imposed to Digipro Executive Management Seminars. Please contact us for clarifications.


Human Resource Development Authority of Cyprus

Program Rationale

Given the cyclical nature of the tourism and hospitality industries, the emerging multi-channel structure and the intensity of customer servicing, the operating model of companies in these industries become the most critical part of the business.  As a result, companies in tourism and hospitality industries such as hotels, restaurants, car rentals, theme parks, venue centres, tourist shops and excursion providers should manage the performance of their operating model very efficiently in order to raise productivity.

Nevertheless, the operating model of many companies in these industries is not optimal:

  • Over-servicing clients – dedicating resources to deliver non-value adding services
  • Not considering the cost to service customers
  • Not recognising differences among strategic segments thus providing one-fit-all solutions
  • Inefficient utilization of resources

In order to deal with the issues identified above and achieve operating model excellence companies in the tourism and hospitality industries should:

  • Set performance standards and KPIs
  • Focus staff on managing efficiently the customer contact points
  • Provide information about the key operating areas
  • Procure data to a single database from where to calculate indicators and produce reports

Given the complexity of these tasks and lack of experience to deal with such issues, training and guidance are needed. Managing the performance of the operating model is a very effective approach to improve productivity as it aligns the whole organization around key operational goals.

Target Audience

Owners and managers in tourism and hospitality industries such as hotels, restaurants, exhibition venues, amusement parks, travel agents, tourist retail shops, who manage the company or who are responsible for customer facing or support functions such as marketing, sales, service delivery, operations, accounts, IT and HR.


Program Objectives

The general objectives of the two-day training would be to help participants 1) re-evaluate the firm’s operating model and set productivity goals 2) measure performance of the operating model 3) manage performance. The specific objectives (knowledge, skill and attitude-related) are identified as shown below:

Knowledge-related objectives

  • Understand how to assess customer expectations and how to identify and fill gaps of expected service vs. delivered service
  • Understand what is required to automate data capturing and data presentation to enhance productivity
  • Recognize the characteristics of useful KPIs
  • Know how to focus staff on company priorities

Skills-related objectives (Be able to)

  • Identify critical success factors for the operating model
  • Identify and measure KPIs that can enhance productivity across key processes
  • Create linkage across the organization
  • Develop an organizational climate that raises staff productivity
  • Implement efficiency improvement programs

Attitude-related objectives

  • Create the right attitudes about efficiency
  • Appreciate the value of setting operating standards
  • Appreciate the importance of organizational culture

Program Outline

 

Day 1:

07:45 - 09:00

 

 

 

Trends in tourism and hospitality and the need for raising productivity

Current trends that require immediate response

  • The changing structure of the industry
  • The need to manage fixed costs
  • The operational complexity of the multi-channel environment

The operating model and challenges of managing performance for excellence

  • Defining the operating model
  • Line managers are not properly equipped
  • Cost and revenues are not aligned

 

09:00-09:45

 

PRACTICAL SESSION: Identifying your company’s operating model performance goals and current measurement

  • What KPIs do you monitor
  • How do you manage the performance of the operating model
  • What challenges do you face

 

09:45 -10:00

 

 

Coffee break

 

 

10:00 - 11:00

 

 

Setting operational priorities in tourism and hospitality

  • Identifying critical success factors of the operating model
  • Developing a set of balanced objectives and causal links
  • Translating critical success factors to KPIs
  • Recognizing levels of authority

 

Case study: How a hotel identified critical success factors and developed a strategy map. The objective is to demonstrate the practical application of operational objectives

 

 

11:00 - 12:30

 

 

 

         

 

           12:30 -13:30

       

 

 PRACTICAL SESSION: Company operational priorities and  measurement

  • Identify your company’s operational priorities
  • Recognize priorities on the strategy map
  • Place the current KPI set on the map and identify gaps
  • Develop company KPIs that focus on efficient operations

 

 

 Lunch Break

13:30 -14:45

   

Identifying customer expectations in tourism and hospitality and implications for the operating model

  • Recognizing and mapping the customer journey for strategic segments
  • Identifying different levels of customer expectations at different stages of the interaction with the firm

 

Case study: Applying the customer journey to a restaurant

The objective is to practically demonstrate how a restaurant applied this model to map customer expectations by considering the end-to-end process and actions, decisions, feelings of the customer at each stage of the journey

 

14:45 - 15:00

 

Coffee Break

 

          15:00 -16:15

 

Benchmarking customer expectations with the firms’ actual delivery

Mapping actual vs desired levels of delivery across key processes

Identifying gaps and finding solutions

  • Process innovations to raise productivity
  • Operating standards to raise efficiency

 

 

Day 2:

 

07:45 - 08:45

 

 

 

 

 

 

 

 

08:45-09:45

 

Review of previous day.

PRACTICAL SESSION: Assess service delivery gaps – areas of over servicing customers and areas of underservicing customers and create ideas of how to improve productivity.

The objective of this exercise is to identify areas where firms in tourism and hospitality can optimize the delivery of service at customer touch-points across all channels.

 

 

 

Developing standards and KPIs for departments in tourism and hospitality industries

  • Principles
  • Types of KPIs - Examples
  • A cascading example
  • Aligning processes across functions
  • Aligning organizational culture
  • How line managers can bridge the KPI gap between corporate performance systems and operations

 

Example: Identifying KPIs for front line departments and support departments in tourism and hospitality

 

 09:45-10:00

 

Coffee break

  10:00-12:15

 

 

 

PRACTICAL SESSION: Identifying departmental KPIs and levels of ownership

  • Cascade corporate KPIs to departments
  • Identify new KPIs required to manage operational efficiency

 

12:15 – 13:15

Lunch Break

 

13:15-14:45

 

 

Aligning staff with operational objectives through the appraisal system

  • What performance measures
  • How to link to remuneration

Creating the right culture

  • Recognizing positive and negative behavior and taking action
  • Driving the agenda from the top

 

Practical Session: Identify KPIs to include in the appraisal in tourism and hospitality

The objective of this exercise is to help managers understand how to create a more comprehensive performance management system

         14:45 -15:00

 

Coffee Break

         15:00 -15:45

 

 

 

 

 

          15:45 -16:15

Managing performance at operations in tourism and hospitality industries

  • Managing KPIs at different levels and departments
  • Tracking the action plan and benefits
  • Introducing agile methods to action implementation

Managing data quality

  • Setting controls to ensure data quality
  • Managing the data procurement process

 

Initiating an improvement project of the operating model

  • Work Plan – time scales
  • Critical factors for successful implementation

 

Closing Remarks

 


Post Program Activities

The in-house company specific part will be designed to meet the company’s request for assistance. Participants will be asked to use the techniques learned in class to assess the company’s efforts to improve productivity and how to become specific about productivity goals, and then, link these to the management of the operating model. These areas will be discussed with the trainer and the content of the training will be developed accordingly, aiming to help the company find practical solutions to some of the issues they currently face. The process of finding solutions should help participants develop skills that can re-use to solve problems in the future.

In-house seminar objectives:

The company-specific part will help the companies in tourism and hospitality industries introduce specific productivity improvements by identifying problematic areas, setting objectives and developing an approach to managing the performance of the operating model for excellence.

Ideas generated in class and other ideas brought to the training will be assessed based on their contribution to productivity and analysed in detail both from operations and an organizational perspective in order to develop an effective implementation plan. The in-house training aims to help participants learn specific skills to address productivity challenges at their company. More specifically, depending on the company scope for productivity improvement participants should be able to:

  • Identify gaps in the firm’s delivery and develop an implementation plan
  • Identify operating standards for company operations
  • Define KPI formulas to measure company objectives
  • Set processes for continuous improvement
  • Set policies to improve employee engagement

Subsidy, Attendance, and Cancellation Policy

HRDA Subsidy and Seminar Attendance

  • A company’s participant is eligible for subsidy when their Social Insurance and Industrial Training contributions have been settled in full by the time of registration/seminar. In case of ineligibility/disqualification, the company will be invoiced the full amount per participant.
  • A company’s participant is eligible for subsidy if he/she completes an obligatory attendance of 75% or more (both during seminar and company visit). In case of failure to complete the attendance, the company will be invoiced the full amount, per participant.

Cancellation and Substitution Policy

  • Cancellations can be accepted up to 5 working days prior to the seminar without penalties. For any cancellations received after the deadline (or no-shows) the company will be invoiced the full amount per participant.
  • Substitutions can be accepted any time prior to the seminar without penalties.

Approved By Human Resource Development Authority of Cyprus

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