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ISES Keynote Speech
The document discusses the evolving role of middle management in the hospitality industry and the shifting expectations of Generation Y and Z. It emphasizes the importance of understanding the business acumen required for success in a rapidly changing, financially-focused hospitality landscape. The author advocates for improved training and transparent career pathways for future leaders in the industry to enhance customer satisfaction.
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ISES Keynote Speech
- 1. Middle Management inthe Hospitality Business: Road to Improved Customer Satisfaction David L Jones, PhD Professor and Programme Director – Hospitality Business Singapore Institute of Technology
- 2. Agenda • Understanding GenY – Our future leaders …. middle managers • Changing expectations and/or perceptions …. Hospitality Business • Road to customer satisfaction improvement
- 4. Secret Formula 25 +24 = 18
- 5. Secret Formula 25 +24 = 18 Grandpa!!
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- 11. Traditional Baby-Boomer Values •Long hours • Pay your dues • Do shift work • Start with peeling potatoes and cutting carrots…. .. or making beds
- 12. Gen Y Perceptions •Silicon Valley reality • Start-up mentality • Non-hoteliers success in hospitality
- 13. When Expectations andPerceptions Don’t Match …. Middle Management Gap
- 14. Transitioning the Expectations •No longer a trade or skill based industry….. now a business …. a big business! • Owners are financially focused – Developers don’t call it a hotel, to them its an asset
- 15. Hospitality is BigBusiness
- 16. Who is inthe Hospitality Business C-Suite? • C-suite has changed …. where is the hotelier? – Lawyer (Marriott) – Finance (Hyatt – MBA, Hilton) – Economics (IHG, FRHI) • Not hospitality grads …. why not?
- 17. Who is inthe Hospitality Business C-Suite? • C-suite has changed …. where is the hotelier? – Lawyer (Marriott) – Finance (Hyatt – MBA, Hilton) – Economics (IHG, FRHI) • Not hospitality grads …. why not? Answer: Teach Hospitality Business!!!
- 18. What is HospitalityBusiness? Business is a system of interconnected, interactive parts
- 19. Educational Pathway toBusiness Operations Management Business
- 20. Changing Our Perceptionto Hospitality Business
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- 26. SIT HB DegreeStudent Profile • Average age = 22, which means they’ll be 24 or 25 when they graduate • All will have at least 1 year of industry internship/work experience, one already has 5 years • Future will be more industry experience as older students return for degrees • Candidly, SIT grads will have more experience than most faculty teaching them at other universities
- 27. Pathway to MiddleManagement Operations Management Business What? How? Why? Subjective Objective
- 28. Middle Management Preparation •Need to understand the business – business acumen • Passion to follow the companies • Understand the mindset of an owner • Know how to defend customer service for profit
- 29. HB Graduate Characteristics •Burning desire – passion for the industry • Specialized knowledge – Customer and ownership • Goal orientated – have a vision • Action orientated – willing to put theory into practice
- 30. They will beready!
- 31. Take a Risk! •Drop the fear of failure • Give a transparent career path • Empower the future leader …. soon to be middle manager
- 32. Transparent Talent ManagementProcess Talent acquisition Talent development Talent retention Context • Hospitality industry • Employees vs employers Malcolm Leong - Head, Revenue Management & Distribution, Far East Hospitality Management
- 33. Transparent Talent ManagementProcess Talent acquisition Talent development Talent retention Context • Hospitality industry • Employees vs employers Malcolm Leong - Head, Revenue Management & Distribution, Far East Hospitality Management Set a Timeline
- 34. RM Analyst DirectorRM Vice President of Revenue Optimization Designing a Career Path – Revenue Management Example Doris Inkman, Regional Director of Revenue, FHRI Hotels Asia Pacific
- 35. Road to ImprovedCustomer Satisfaction Filling the Middle Management Gap
- 36. The Service ProfitChain Source: An exhibit from J. L. Heskett, T. O. Jones, W. E. Sasser, Jr., and L. A. Schlesinger, “Putting the Service-Profit Chain to Work,” Harvard Business Review, March-April 1994, p. 166.
- 37. The Service ProfitChain and Middle Management Source: An exhibit from J. L. Heskett, T. O. Jones, W. E. Sasser, Jr., and L. A. Schlesinger, “Putting the Service-Profit Chain to Work,” Harvard Business Review, March-April 1994, p. 166. Middle Management Gap Business Acumen
- 38. Big, Global Businesswith Service at the Core Hospitality Business Middle Management is Key
- 40. Facts About GenZ – 1998 or later • Can’t recall a time before Google • Or smartphones • Wear watches that’s primary function isn’t to tell time • Never had the feeling of holding a paper map in their hands • Favorite apps are Snapchat, vine and Instagram • FOMO – Fear of Missing Out Joe Mele, ehotelier.com
Editor's Notes
- #7 They’ve never ridden a bicycle without a helmet. My granddaughter. As true in Asia?
- #10 Either change reality or change expectations, which is easier.
- #13 AirBnB, Travelmob
- #15 Not all your role, academics plays an important part too
- #17 IHG (economics), Hilton (finance), Four Seasons (MMH from Cornell), FRHI (economics)
- #18 IHG (economics), Hilton (finance), Four Seasons (MMH from Cornell), FRHI (economics)
- #20 What, How and Why. Subjective to Objective. Pathway to middle management
- #21 Pathway to Middle Management
- #22 Step 1
- #27 IWSP