In March 2007, the then Minister for Tourism, Shaun Woodward MP launched the National Skills Strategy (NSS) for the hospitality, leisure, travel and tourism sector in England.

The strategy called ‘raising the bar’ set out a Ten Point Plan to raise the skill levels of the sector’s current and future workforce. As the title suggests it also alluded to the massive opportunity that hosting the 2012 Olympic and Paralympic Games presents for the sector.

Hospitality, leisure, travel and tourism is a large, exciting, diverse and dynamic sector. It has a global reputation for quality and innovation which are richly deserved. However, the sector could be achieving much more if employers were able to recruit the right people with the right skills and that they could hold on to a highly skilled workforce. This is what the strategy aims to achieve. There are no easy answers, but what the ten point plan presents is a clear strategy to tackle existing challenges and raise the skills and performance of the sector.

Hospitality, leisure, travel and tourism is a large and growing sector currently employing nearly 1.4m people in England. The sector is made up of 14 industries; these vary in size with the largest industry – restaurants employing over 430,000 people and the smallest – youth hostels just over 1,600. England accounts for 83% of all sector employment across the UK.

There are approximately 155,958 individual hospitality, leisure, travel and tourism establishments in England of which a third are pubs, bars and nightclubs and an additional third are restaurants. Small and micro businesses are predominant with 76% of establishments employing fewer than 10 people. However, in terms of the workforce the industry is highly polarised. For example, in hospitality 45% of employees work for 280 employers and another 45% are employed in small and micro businesses.

The sector is hugely important for the economy. In 2005, it accounted for 3.5% of the UK economy and was worth approximately £85bn. In 2005 the UK ranked fifth in the international tourism earnings league behind the USA, Spain, France and Italy.

Sector performance is being undermined by a poor skills record:

• 54% of managers do not possess the minimum level of qualification required for their position
• 63% of employers believe their staff’s customer service skills are not sufficient to meet their needs
• 40% of chefs do not possess a qualification at level 2, the minimum required to prepare and cook from scratch
• High labour turnover is resulting in a chronic recruitment crisis with 70 percent of recruitment being undertaken to replace existing staff
• Conservative estimates suggest that we are annually losing 590,640 people or 30% of the workforce
• This costs the sector £886m a year
• By 2012, the sector would have lost 4.1m people costing the sector £6.2bn.

Learn Skills has sellected the Hospitality Sector as one it will focus on to deliver quality web-based training in order to upskill and improve retention rates among staff.  As in Ireland, the Hospitality sector is essential to the success of the economy as a whole and web-based training can delivery increased value and consistency of delivery to both employees and management with the Hospitality sector.

Ireland – 6th March, 2007 -   The Minister for Enterprise, Trade and Employment, Mr Micheál Martin TD, and the Minister for Education and Science, Mary Hanafin TD, today(6 March 2007) jointly launched a new national skills strategy, Tomorrow’s Skills: Towards a National Skills Strategy. The Strategy was preparedby the Expert Group on Future Skills Needs (EGFSN). It identifies Ireland’s current skills profile, provides a strategic vision and specific objectives for Ireland’s future skills requirements, and sets out a road map for how the vision and objectives can be achieved. The implementation of the Strategy will help to secure the future competitive advantage of enterprises in Ireland and enhance future growth in productivity and living standards.

For the first time the Strategy sets out clear long-term objectives for our education and training requirements to develop Ireland as a knowledge-based, innovation-driven, participative and inclusive economy with a highly skilled workforce by 2020. The Expert Group believes this vision is achievable. The Expert Group recommends that 93 percent of the Irish labour force should have qualifications at, or above, leaving certificate level by 2020, and that 48 percent should have a third or fourth-level qualification by then.

Minister Martin said, “This report provides a comprehensive vision for Ireland’s future skills requirements and also provides a strategic framework from which the relevant Government Departments and State Agencies can build. The strategy launched today is complementary to the Strategy for Science, Technology and Innovation launched in 2006.”

Minister Hanafin said, “The report identifies central challenges in ensuring a continuing supply of the skills needed for our future competitiveness and prosperity.  It brings into sharp focus the long-term importance of many elements of the policies we are pursuing to advance access, participation, quality and attainment at all levels of the education system.”

Anne Heraty, Chairperson of the EGFSN said, “To date education and training policy has served Ireland well. Ireland now has an opportunity to drive economic development through building our skills capability. This report provides an overarching policy framework for the development of coherent education and training strategies to meet current and future skills needs.”

Key Proposals for 2020:

• 48 percent of the labour force should have qualifications at National Framework of Qualifications (NFQ) Levels 6 to 10 – from National Certificate to PhD level;
• 45 percent should have qualifications at NFQ levels 4 and 5 – Awards equivalent to Leaving Certificate Examination;
• The remaining seven percent are likely to have qualifications at NFQ levels 1 to 3 (i.e. below Junior Certificate) while aiming to transition to higher levels.

Skills Road Map to 2020 – Achieving the Vision

• An additional 500,000 individuals within the workforce will need to be upskilled and to progress by at least one NFQ level over and above their current level of education and training;
• The Leaving Certificate retention rate for young people should rise to 90 percent;
• By 2020, the proportion of the population aged 20-24 with NFQ level 4 or 5 qualification (Leaving Certificate or equivalent), should be increased to 94 percent;
• The progression from second- to third-level education should increase from 55 percent to 72 percent; and
• The report also highlights the need for:
  • Integration of immigrants into the education and training system, at all levels;
  • Career guidance and mentoring for those at work;
  • Assistance for individuals and companies in identifying their skills needs;
  • More awareness programmes that highlight the benefits of education and training; and,
  • Education and training provision needs to be flexible and responsive to the needs of employers and employees

  The full text of this report and background documents is available at www.skillsstrategy.ie

“I bet I could have cut back on many of the seventy, eighty, and ninety-hour weeks that I’ve put in over the years,      if I’d been more systematic and rigorous in managing time!”

Get Aggressive About Managing Time!
Time and money are both very important in business. Yet, like me, many business people tend to give a lot more specific thought as to how to spend their money. Too often, how we spend our time is only thought of in terms of “What am I going to do today?” or “What should I do next?”

Just as a well-run business should carefully develop a strategy to determine how to spend its money, an effective businessperson should carefully develop a strategy to determine how to use his or her time.

Just as a well-run business follows a budget in spending money, an effective businessperson should also follow a budget (or schedule) in spending time.

Prioritize Your Time!
The first step in effective time management is not to develop a schedule, but instead to develop a time strategy. The time strategy should be based on a short list of time priorities.

You start by identifying the number one way you can most increase profits by use of your time; then the number two way; then the Number three way; etc. This short list of time priorities forms the foundation for your time planning for every week of the year.

These time priorities may be identical to key parts of your company strategy or they may be different. For example, if your company strategy is based upon excellent customer service, spending lots of your time in customer service may not be the best use of your time if you have a terrific customer-service manager.

Narrow Your Focus!
Focus is crucial for time management, and the fewer priorities you focus on at once, the more productive you will be.

After you have your major time priorities for the year established, you should allocate them by week or by month. Like it or not, a lot of our time each week is going to be eaten up by nonstrategic items that we have no control over; hence it is important to limit the number of strategic time goals we have for each week. So even if you have ten strategic time goals for the year, you may want to focus on no more than one or two of them in any given week.

For example, in a particular week you may plan on working on your number one time objective, let’s say planning improvements for the company’s major product line, and a secondary goal, let’s say re-evaluating the dealer marketing program, but no time on other secondary time goals that you plan on tackling during other weeks.

Set Aside Uninterrupted Time
Every week you should make up a detailed time plan, which you modify each day as needed. Except in times of crisis, try to make sure day-to-day issues don’t push your strategic time priorities off your schedule.

Generally your major strategic time priorities will involve such activities as planning, thinking, and developing ideas. More so than day-to-day issues, such activities require big blocks of uninterrupted time.

Constant interruption kills any hope of effective time management. One way to avoid interruption is to make it clear that when your door is closed you are not to be disturbed. Another is to have regular meetings, such as every week, with the people that you interact with the most and insist on saving nonpressing issues for these meetings.

Avoid My Time Traps!
These are some “time traps,” all of which have plagued me, that you should guard against:

• Spending a disproportionately high amount of time in the offices where the most congenial people are, as opposed to where the most important issues are.
• Wasting too much time getting daily updates on routine activities as opposed to waiting for a more meaningful weekly summary.
• Jumping too eagerly into the routine, more straightforward work and putting off the more complex and difficult work.
• Not starting the more important work first thing in the morning.
• Not bothering to make up a schedule for each day.
• Overscheduling–scheduling each day so tightly that it is impossible to stay on track and the schedule quickly becomes meaningless.

Source Streetwise Small Business Start-Up

USA – Nov 9 2006 – The Sloan Survey of Online Learning, Making the Grade: Online Education in the United States, 2006 shows tremendous growth in online learning in America. The complete survey is available at www.sloan-c.org/publications/survey/index.asp.

“This is the largest study to date and it tells us online learning is growing without any sign of a plateau,” says Jeff Seaman, chief information officer and survey director, The Sloan Consortium. “There were nearly 3.2 million students taking at least one course online this past fall, up from 2.3 million just last year.”

The fourth annual survey is a collaborative effort between the College Board and the Sloan Consortium. It’s based upon responses from more than 2,200 colleges and universities nationwide and represents the state of online learning in U.S. higher education.

“We include Sloan questions in the College Board’s Annual Survey of Colleges to better understand the state of online learning at our country’s institutions of higher education,” said Hal Higginbotham, chief information officer, the College Board. “The insight we gain from the survey enables us to better serve those who benefit from online courses, those who traditionally wouldn’t otherwise have the opportunity to connect to college success.”

The survey also finds a larger percentage (62 percent) of chief academic officers agree the learning outcomes in online education are now as good as or superior to face-to-face instruction while 57 percent say it is critical to their institution’s long-term strategy.

In addition 73 percent agree online education reaches students not served by face-to-face programs. “Offering courses online increases enrollment particularly among populations like working adults and others who traditionally have not been able to access higher education,” says Frank Mayadas, program director, Alfred P. Sloan Foundation.

The Sloan Consortium is the nation’s largest association of institutions and organizations committed to quality online education and administered through Babson College and Franklin W. Olin College of Engineering.

The College Board is a not-for-profit membership association whose mission is to connect students to college success and opportunity. Founded in 1900, the association is composed of more than 5,000 schools, colleges, universities, and other educational organizations. Each year, the College Board serves seven million students and their parents, 23,000 high schools, and 3,500 colleges through major programs and services in college admissions, guidance, assessment, financial aid, enrollment, and teaching and learning. Among its best-known programs are the SAT®, the PSAT/NMSQT®, and the Advanced Placement Program® (AP®). The College Board is committed to the principles of excellence and equity, and that commitment is embodied in all of its programs, services, activities, and concerns.

Souce: Sloan-C News