What Skills Can Graduate Talent Bring to Augment Service Quality in the Hotel Industry?

By Bernadette Scott Senior Lecturer, Dept. of Business Management, Glasgow School for Business & Society/Glasgow Caledonian University | March 01, 2015

What Skills Can I Expect From Graduates?

Graduates bring with them a set of both enabling and translation level attributes according to Hughes and Barrie (2010). The enabled graduate having been honed by the degree of learning and immersion in scholarship is then able to translate according to context using their own skills sets, including cognitive ability and personal attributes to help achieve effective global citizenship. The 21st Century graduate needs to be in tune with all the requirements of the growing knowledge economy and this means that their translation abilities must cover ethics, social and professional understanding, as well as high levels of communication and informational literacy.

There is a difference between the skills sets of under and post graduate talent. According to the QAA (2009) undergraduates are expected to bring critical understanding to a situation, with a knowledge bank which is frequently updated. This awareness of the fluidity involved in knowledge change is important in the new era due to rapid movements across markets. They must also be able to identify, analyze, inquire, formulate, assess, evaluate, argue and apply critically, providing creative solutions which are evidence based within the complexities of changing social, cultural and economic environments, in professional and ethical ways.

Master’s status, according to the QAA expects demonstration of all of this, plus the added dimensions of originality, application of advanced knowledge, as well as the ability to deal with complexities and incomplete data in reaching effective solutions. Graduate status is therefore a serious commodity for an organization to weave into its cultural fabric and it can really boost the availability of talent within the pipeline for deployment as required. Organizations often complain that graduates do not arrive with the exact skills fit that they require. The fact is that most now recruit from open graduate pools, which are not discipline specific. They state that they are looking for creativity and graduate level ability, rather than sector experience or subject specific knowledge.

Graduates begin to hone their professional identity (which includes their graduate status) during their programs of study, but this is by no means complete at the point of graduation. The role of the employer is crucial in continuing this development and forms part of the organizational investment in its graduate talent pipeline (Scott, 2014). If the context of the graduate position is new to the individual graduate, they not only have to grapple with a new organization and all of the challenging aspects of the psychological contract, but having been selected on the basis of their graduate status and not subject specific knowledge, organizations must be especially aware of the need to invest strategically in graduate talent across the first 18 months, to allow space to make the cultural fit as they translate into the new role expectations. Employers should consider how proactive they can be in making the transition from student to employee more effective for both organization and graduate talent. They must be clear about the skills they are looking for from graduates (general and technical) and consider potential proactive partnerships (including work experience opportunities and master class provision) with Higher Education Institutions. This should engage graduates at an early stage with a view to influencing and honing talent requirements for their own pipelines and also unlocking a powerful potential source for promotion of their employer brand.

Why Are Graduates Important in Strategic Talent Management?

Choose a Social Network!

The social network you are looking for is not available.

Close

Hotel Newswire Headlines Feed  

Jay Hartz
Mike Nedeau
Mary Gendron
Robert Allender
Sarah Lipton
Janelle Schwartz
Robert M. O'Halloran
Coming up in July 2018...

Hotel Spa: Oasis Unplugged

The driving force in current hotel spa trends is the effort to manage unprecedented levels of stress experienced by their clients. Feeling increasingly overwhelmed by demanding careers and technology overload, people are craving places where they can go to momentarily escape the rigors of their daily lives. As a result, spas are positioning themselves as oases of unplugged human connection, where mindfulness and contemplation activities are becoming increasingly important. One leading hotel spa offers their clients the option to experience their treatments in total silence - no music, no talking, and no advice from the therapist - just pure unadulterated silence. Another leading hotel spa is working with a reputable medical clinic to develop a “digital detox” initiative, in which clients will be encouraged to unplug from their devices and engage in mindfulness activities to alleviate the stresses of excessive technology use. Similarly, other spas are counseling clients to resist allowing technology to monopolize their lives, and to engage in meditation and gratitude exercises in its place. The goal is to provide clients with a warm, inviting and tranquil sanctuary from the outside world, in addition to also providing genuine solutions for better sleep, proper nutrition, stress management and natural self-care. To accomplish this, some spas are incorporating a variety of new approaches - cryotherapy, Himalayan salt therapy and ayurveda treatments are becoming increasingly popular. Other spas are growing their own herbs and performing their treatments in lush outdoor gardens. Some spa therapists are being trained to assess a client's individual movement patterns to determine the most beneficial treatment specifically for them. The July issue of the Hotel Business Review will report on these trends and developments and examine how some hotel spas are integrating them into their operations.