SMART HOSPITABLE CONNECTED. the new generation of hotel management professionals

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1 SMART HOSPITABLE CONNECTED the new generation of hotel management professionals National Dutch qualifications profile Bachelor of Business Administration Hotel Management

2 The national Dutch qualifications profile Bachelor of Business Administration in Hotel Management has been commissioned by the Dutch Hotel Management Schools Association, the partnership of the five Dutch Hotel Management Schools. The partner schools are: Hotel School The Hague Hotel Management School Maastricht Saxion Hospitality Business School Stenden University International Hotel Management NHTV Academy of Hotel Management The qualifications profile clearly describes what the industry would expect from a graduate of one of the five Dutch Hotel Management Schools. It is the benchmark for the diploma Bachelor of Business Administration in Hotel Management. Professionals to go The program delivers competent professionals who possess the unique combination of hospitality expertise, a hospitality mindset and hospitality skills. Such a professional is able to create value for organizations, both inside and outside the traditional hospitality industry. In every organization where hospitality is the core business or a part of it, such as, for instance, health care institutions, there is an increasing call for hotel management schools graduates.

3 In this context hotel management is defined as: The art of thinking up, creating, organizing, mastering, executing, overseeing and controlling hospitality services, hospitality products, hospitality concepts and hospitality processes in hotels and the hotel function, in such a way that value is added to the experience of guests or other stakeholders, geared towards generating revenues from guests spending. Hotel function is defined as: The provision of hospitality services as determined by the provider in a particular setting. Mission graduates The world of hospitality is open to graduates of hotel management schools. Their mission is challenging: to contribute to a hospitable society in which people and guests are approached in a welcoming way and where there is space for everyone to shape life away from home in their own way. Program requirements versus individual character All schools have the responsibility to educate and form their students in such a way that they meet the agreed requirements. The diploma that is issued by the schools guarantees this. That does not mean that the hotel schools do not have their own character. Within the framework set, each school has the freedom to shape the curriculum in its own way. Dutch Hotello The schools are distinguished by their high quality. They train entrepreneurial professionals, jocularly called hotellos, that stand out, also from their international peers. The Dutch Hotello is recognized all over the world. He or she can be characterized as guest-oriented, down to earth, reliable, pragmatic, problem-solving, results-oriented, creative, having strong communication skills and a good command of foreign languages. He or she thinks process-oriented, follows up on commitments, organizes and is willing to travel. The Dutch Hotello is formed in the Dutch educational system, in a democratic study climate, with plenty of room for individual development, with a lot of interaction between teacher and student, with ample choices in internships, projects and exchange programs. In short, hotel management education is a wonderful step towards an exciting international career in hospitality and business.

4 10 competences Someone is competent if they succeed in applying knowledge, skills and attitude integrally and show effective behavior in professional situations with a certain level of complexity. The integral competence of the Hotel Management School prof essional can be subdivided into 10 key competences. Competences are defined as the demonstrable and measurable combination of knowledge, skills and attitude. Courses carrying the Hospitality Manager license have the authority and the expertise to measure the competences of students on the basis of valid and reliable examination. The course guarantees the phase levels and the end qualifications of its graduates by maintaining a systematic, transparent examination policy. These end qualifications are described in the specific profiles of each school. On a national level, these are calibrated to the bba profile, the common domain competences of the sector Higher Economic Education, the national educational Hospitality Manager profile and the Dublin descriptors. In order to become co mpetent as a Hospitality Manager professional, a student needs to develop knowledge, skills and attitude. This we call the Body of Knowledge, and (boks). This boks is applied during the study in an authentic and up-to-date hotel management and hospitality context.

5 1 Competence 1: Creating value through hospitality in hotels and the hotel function The Hospitality Manager professional knows the practice and the culture of the global hospitality industry on the grounds of experience. He is aware of trends and developments and combines curiosity with an inquisitive attitude. He can exceed expectations of guests and possesses up-to-date expertise in the area of homes away from homes, the hospitality experience in hotels and other accommodations away from home. He uses this expertise to create added value for all relevant stakeholders. The Hospitality Manager professional thinks and acts on the basis of a hospitality mind-set, which means that he directs operational processes from the perspective of the human being experiencing the effects of the hospitable behavior. The behavior of a Hospitality Manager professional is aimed at getting to know other people, servicing them and making their work, travel and lives more pleasant and easy. The Hospitality Manager professional communicates professionally, masters at least two foreign languages and considers himself a global citizen. He is culturally sensitive and he is aware of his responsibilities and the impact of his choices on other people s quality of life, both near and far away. The Hospitality Manager professional is able to take up various roles, as employee, manager, entrepreneur, or leader. organization theory marketing human resource management business administration financial management communication foreign languages analyzing, improving and developing guestoriented processes creating hospitality experience working systematically, project-oriented and result-oriented working cost-oriented and profit-oriented co-operating managing people / leadership recognizing, selecting and using relevant and up-todate (e-)tools and systems guest-oriented commercial creative entrepreneurial result-oriented

6 2 Competence 2: Developing a vision on changes and trends in the external environment and developing relations, networks and chains The Hospitality Manager professional experiences the external environment as transparent and complex. The market belongs to the consumer, quality is transparent, hospitality concepts are deployed in new contexts. Power shifts are detectable within the distribution channels and globalization demands different cross-cultural networks. The Hospitality Manager professional uses networks she developed herself and analyzes trends and changes with and for the relevant environment and stakeholders. This opens up the possibility to use internal and external knowledge and experience, and develop a personal vision. She also has the ability to carry out applied research, with the aim to substantiate decision-making and provide insight in changes and trends in the external environment. methods and techniques of hospitality research consumer behavior relation and network management guest experience carrying out applied research developing networks around hospitality developing vision and strategy on the experience of hospitality inquisitive analytic methodical external orientation network-stimulating

7 3 Competence 3: Analyzing policy issues, translating them into policy goals and alternatives, and preparing decision-making The Hospitality Manager professional experiences the environment of his organization as faster, more transparent and more complex and steers his organization or department on the basis of analyses, aiming to discover and achieve a high added value for all stakeholders concerned. In this, the Hospitality Manager professional is aware of the impact of his professional activities on peopleplanet-profit. In a position as general manager this job will concern the whole organization. In a position as department head the Hospitality Manager profes sional will design and implement policies in this part of the organization and thus contribute to policy on corporate level. human resource management labour legislation leadership diversity management corporate social responsibility organizational behavior cross-cultural management recruitment, selection and schooling of new employees motivating, stimulating and coaching leadership advising, delegating and empowering conversation skills problem-solving diplomatic empathic result-oriented

8 4 Competence 4: Applying human resource management in line with the organization strategy For the Hospitality Manager professional good employees are of crucial importance for the success of the company. Good employees that are able to carry out the hospitality concept in line with the goals of the organization, are scarce. Differences between generations have impact on the shop floor. Employees show a great diversity, have varying standards and values, are less loyal, have a new etiquette, mix their private and professional lives, have a different guest orientation and have different knowledge. Generation Y employees are 24 / 7 online, are more interested in personal development and growth opportunities, but also in a good working atmosphere. It becomes more challenging to find talented employees, to captivate and bind them. As an employee, the Hospitality Manager professional is aware of his broad employability and less often chooses for the traditional vertical career within a chain of hotels and more often for a varied career in the primary, secondary of tertiary professional field. human resource management labour legislation leadership diversity management corporate social responsibility organizational behavior cross-cultural management recruitment, selection and schooling of new employees motivating, stimulating and coaching leadership advising, delegating and empowerment conversation skills problem-solving diplomatic empathic result-oriented

9 5 Competence 5: Organising, controlling and improving the operational or organizational processes Based on the agreed organizational policy, the Hospitality Manager professional is able to (re)organize the primary and supporting processes to realize the desired added value for the guest and the stakeholders concerned. Apart from this, he will continually steer the processes that he s responsible for. For this, the output variables of the processes concerned are measured constantly, the esta blished output standards are compared and the input variables are adjusted if this is necessary. operational management sustainable entrepreneurship quality management operational processes: rooms division management, food & beverage management, among which technology, housekeeping, revenue management, front office management, sales project and event management, mice real estate and control / ad- ministration safety and security management, calamities effective and persuasive communication influencing negotiating networking leadership analytic powers planning and process management efficient result-oriented socially responsible / aware cost-conscious and profit-conscious

10 6 Competence 6: Analyzing the financial and legal aspects, internal processes and environment of the company or organization in order to strengthen coherence and interaction The Hospitality Manager professional has insight in environment factors that impact his own organization. He is capable of supporting the decisionmaking process by collecting, processing and using relevant management information, quality standards, (financial) preconditions, legislation and guidelines. In doing this, the Hospitality Manager professional takes the interests of all stake holders into account. management accounting revenue management management information systems purchasing procedures contracts liability European contracting procedures permits and legislation insurances working with a financial cycle making a business case explaining and presenting a business plan, financing plan, periodical financial report and budget plan pin-pointing and applying relevant legislation and rules assessing various suppliers of products / services analytic responsible eye for detail reliable

11 7 Competence 7: Developing, implementing and evaluating a change process The complex network surrounding the Hospitality Manager professional is active in an international, multicultural setting. This environment changes ever faster. Demographic, economic, technological, sociological and political developments influence the environment. The dependency between economic regions in the world is increasing. Big issues like global energy supply and water management, ecological disasters, changing economic power relations and democratisation cause great dynamic change. These global issues impact the Dutch economy and the hospitality industry. For the Hospitality Manager professional change is a fact. The Hospitality Manager professional works continually at improving the quality of relations with all stakeholders. The often conflicting interests harbour the challenge to lead the necessary change and improvement processes, asking for accountability at several fronts. The Hospitality Manager professional analyses new information, makes choices, keeps control, acts consistently, is effective and books results in implementing change processes. change management organization development project management internal and external communication decision-making on the basis of scenarios leading change processes initiating change processes motivating stakeholders advising motivating result-oriented consistent inspiring

12 8 Competence 8: Initiating and creating hospitality concepts, products and services, self-reliant and entrepreneurial The Hospitality Manager professional shows an entrepreneurial attitude in which innovation is an important value. The Hospitality Manager professional spots opportunities in the market and uses his qualities as an entrepreneur to create added value for guests and all other stakeholders. This is a constant process of adaptation to development of profitable or financially sound integral hospitality concepts, services or products, or parts of it. In the market the Hospitality Manager professional knows how to make products and services profitable, how to market and sell them. In not-for-profit organizations the Hospitality Manager professional is able to provide added value as well, by developing innovative services designed to create value for guests, investors, contractors and clients. innovation marketing revenue management and sales market intelligence concept design imagineering distribution channels analyzing trends and developments in the market translating trends and developments into likely applications for the market developing integral hospitality concepts and parts of them understanding and developing business models sales entrepreneurial skills extravert analytic entrepreneurial creative result-oriented

13 9 Competence 9: Social and communicative competence The Hospitality Manager professional is capable of building relations both inside and outside the organization at various levels, with individuals, within the organization and with other organizations. Optimal control of these networks at all three levels leads to personal and business success. Communication within these networks takes place both in physical and in online environments. Relevant and influential trends and developments for this competence are: 24 / 7 online communication, transparency and accountability. The globalisation of the hospitality enterprises themselves asks for more cross-cultural communication skills from Hospitalilty Managers. Both in professional networks and in guest relations, with guests one needs to deal with many different nationalities. We also see a shift from the predictable target groups from the own booking channels to fluctuating groups of guests from various online booking channels. This competence is almost always demonstrated in combination with the other competences. foreign languages intercultural communication organization culture communication, communication tools and communication techniques business communication in Dutch / English and a second modern foreign language. social and intercultural skills stimulating, motivating, influencing and convincing recognizing standards, values and interests of other people and anticipating on them conflict management negotiating advising being open for other cultures extravert networker diplomatic empathic

14 10 Competence 10: Self-management (as an individual and as a professional) The Hospitality Manager professional works actively on his personal development through selfconsciousness, reflection and self-management. Her actions as a private person and as a professional are highly visible. The Hospitality Manager professional reflects on her own behavior and performance and is able to examine the underlying motivation, values and standards. She is receptive to feedback from others. The Hospitality Manager professional is able to make choices based on moral standards. She has a strong motivation to help others and is able to service them under all circumstances. She knows her qualities and establishes learning goals to improve herself. leadership professional behavior psychology ethics analyzing reflecting correcting making choices open critical professional

15 Schools and addresses Hotel Management Schools Hotelschool The Hague Campus The Hague Brusselselaan AH Den Haag +31 (0) Hotelschool The Hague Campus Amsterdam Jan Evertsenstraat BW Amsterdam +31 (0) Hotel Management School Maastricht Bethlehemweg BM Maastricht +31 (0) NHTV Academy of Hotel Management Sibeliuslaan CA Breda +31 (0) Saxion Hospitality Business School Kerklaan AA Apeldoorn +31 (0) Stenden University Rengerslaan DD Leeuwarden +31 (0)

16 Master s Degree program Master Innovative Hospitality Management (Hotel Management School Maastricht) Master Facility and Real Estate Management (Hotel Management School Maastricht) Master in Hospitality Management (Hotel School The Hague) Master in International Service Management (Stenden University) Master in International Leisure and Tourism (Stenden University) Master in Tourism Destination Management (NHTV) Master in Leisure Studies (NHTV) Master Facility and Real Estate Management (Saxion) Colophon This brochure is commissioned by the Association Dutch Hotel Management Schools Author: Bastienne Bernasco Secretary Association: Marijke Klaassen marijke.klaassen@zuyd.nl Graphic design: Véronique de Jong