experience of hotel industry in hiring fresh graduates_medeeha j. khan

8/8/2019 Experience of Hotel Industry in Hiring Fresh Graduates_Medeeha J. Khan

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A Pa pe r on Experienc e of Hotel Industry in Hiring Fresh GraduatesPresented on Pa kista n s First Na tiona l Co nfe renc e on Qua lity Assuranc e In Educ ation 2003 b y PIQC/ NUST at PCSIR

Auditorium, Ferozepur Road Lahore from May 10-11 , 2003

Presented by :

Med eeha J. KhanCorpo ra te Huma n Resourc e Developm ent Ma nag er

Pakista n Servic es Limited (Owners & Op era to rs of Pea rlCo ntinenta l Hote ls

& M a rriot t Hote ls in Pa kista n)E-ma il ; hrdm p c [email protected] ts.net.p k

Hashoo Group


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GROUP PROFILE

Hashoo Group of Companies was established under the leadership ofMr. Sa d rudd in Ha shwa ni. In a p eriod of som e three d ec a d es he throug h hissingle handed dedication and commitment to the Profession hastransformed this Group in to a leading industrial group of Pakistan, wellknown fo r its forward-loo king a pp roa c h, and highest sta nd ards of q ualityand integ rity.

Sta rting w ith Co tton Trad ing, Hashoo Group of C om p anies tod a y b oa sts theon ly c ha in of Five -Sta r Hot els in Pa kista n na me ly The Pea rl Co ntine nta l Hot elschain and the Karachi Marriott and the Islamabad Marriott Hotels withpresenc e in all the p rovincial ca pitals and the Fed eral Cap ital excep t one.Tod a y, Ha sho o Group of Co mp a nies b eside s hot el ind ustry enc om p a sses oiland ga s explorat ion, mining, c eramics, pha rma c eutica ls, tourism a nd travel.It a lso ha s c onsiderab le investme nt in rea l esta te. M r. Sad rudd in Ha shwa niwith his keen e ye o n the future is now guiding the Group to ente r the field o fInforma tion Tec hnolog y (IT). Tow a rd s tha t e nd a who lly ow ned sub sidiary ofthe Group known a s Net 21 (Pvt) Ltd is c urrently o p erating a s Internet Servic eProvider, that is planned to serve as springboard to launch substantive ITprojects.

The o il and ga s exploration is b eing d one und er the Orient Petroleum Inc ,wh ich ha s rec en tly met w ith suc c essful find . The G roup is c on sta ntly on itsforwa rd m a rch. Som e e xamp les of it a re: The c onstruction o f Pea rlContinental Hotel Bhurban in Murree hills, Construction of new wing calledAtrium Wing of The Pea rl Continent a l Hot el La hore e q uipp ed with the m ostmodern amenities, Continual up-gradation and modernization of PearlContinental Hotels and Islamabad as well as Karachi Marriott Hotels,Ac quisitions of the sta te-o f-the-a rt Ce ra mics Fac tory to d esign a nd prod uc ecrockery and a plant known as Gel caps to manufacture halal gelatinecapsules for the pharmaceutical industry according to the most stringentq ua lity sta nd a rd s. Mr. Ha shw a nis Vision kno ws no b ou nd s a nd it will bediffic ult to p red ict a s to wha t w ill be his foc us of a ttention t om orrow . For himtime is sho rt an d the Art is long . The refo re, his p hilosop hy is tha t e a c hmoment of life should go towards advancement of cause of humanity atlarge.

Mr. Hashwani runs Hashoo Foundation whose sole objective is to engage inphilanthropic projects in support of social and cultural causes and for theup lift o f the d ep rived . Through this Foun d at ion he not only fulfils his c orpo rateresp onsib ilities b ut a lso m ore imp orta ntly his unwa vering c om mitme nt topromoting the good of commo n man.


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Exp erienc e of Hotel Ind ustry in HiringFresh Gradua tes


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ABSTRACT

The suc c ess and p rog ress of a ny orga niza tion d ep end s up on qua lity ofpe op le wo rking for it. The Huma n Resource s a c quire eve n g rea terimp ortanc e in the servic e ind ustry a nd hosp ita lity industry is no excep tion.

This pa p er is a n a ttempt to see how fa r our ed uc a tiona l institutions a re

prod uc ing he d em and d riven mana ge rs. The em piric a l stud y (ba sedup on d a ta o f last 02 yea rs for Pakistan Services Corporation Limited covering PC & Marriott Hotels in Pakistan ) reveals that there exists asizeable gap between the product of educational institutions especiallyimp a rting m a nag em ent training in the c ountry and the nee d s of the usersespec ially the hosp itality industry. The rea sons of this ga p c a n b ea ttributed to b oth sup p lier and user. So fa r, the ho sp itality industry ha sfailed to specify and let the providers know regarding their exactrequirement.

The ed uc a tiona l institutions a re m ore m arket d riven. The size o f hosp italityindustry in itself is a major factor for not being the target (and priority)area. Without going into al the niceties of educational institutions, andtheir c ontrib ution to wa rd build ing a soc iety of informe d ma n and wo me n,the fac t rema in tha t suc h institutions a re b usiness entities which c ould onlyrun if they are not incurring losses. Instead of targeting a focused areahaving very little c a p a c ity to a b sorb their product , they log ica lly pursuea ma rket d em a nd which is mo re g ene ra l in its c ha ra c ter. Suc h use o ffocused education/ training is left to the potential employer for postinduc tion training or c ap ac ity b uild ing end ea vors.


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Hotel Industry An Overview

In any country, the hospitality industry is inextricably linked with its overall economicprosperity and resourcefulness. In other words the developmental level of the hospitalityindustry c ould w ell be c onside red the inde x of its all round growth. Trad e and c omm ercetoo would be unable to thrive were there not adequate facilities and provisions for theoverseas traders and business people.

Hospitality industry is also directly proportionate to the inbound tourism to any particularc ountry. The va rious c oun tries of th e w orld like Egyp t, China, Me xic o , Pa kista n a nd Nep aletc ., that w ere the sea ts of a nc ient c iviliza tions, are till d a te th e m ost fa vorite d estinationsof the tourists from all corners of the globe. Hence each of them has vast potentials fordeveloping both tourism and hospitality industries. In this era of increasing globalization,hospitality industry or hotel management is assuming greater significance and fastevolving a s a luc rat ive c areer opt ion.

The histo ry of ho tel ind ustry is a s ric h a s the histo ry of c iviliza tion itself. From the mo me ntthat cities and towns began to spring up, the need for lodging for travelers was obvious.

Ca ree r in Hote l Industry

Hospitality Careers present the most energizing, inspiring, and challenging options andop p ortunities to d a y. Tec hno logy, inte nse c om p etition, shrinking w orld b orde rs, ec ono micgrowth, and an increased level of guest expectations are some reasons hospitalitycareers are considered "hot" careers now and for the emerging 21st century. Hospitality

/Hotel careers include a broad spectrum of career choices found in restaurants (fined ining , them e, c a sua l, fa mily, sp orts b a rs), hote ls a nd mo te ls (a ll ec on om y-brand s, mid-size, extended stays, luxury brands), resorts, recreation, clubs (private, sports, military),c ruise ships, ga ming, c ulina ry, vend ing, and go urmet g roc eries/ foo d servic es.

Within ea c h c at eg ory are a multitude of job s. Some spe c ific job titles inc lud e thefollowing: Manager/ director/supervisor/coordinator of food services, rooms division,housekeeping, laundry, guest services, beverage services, room services, engineering,purchasing, human resources, accounting, health and fitness services, conventionservices, banquet and special functions, valet parking and bellmen services, businessa nd reserva tions service s.

Employment outlook varies by occupation. Employment of hotel, motel, and resort deskclerks is expected to grow rapidly as some of these workers assume responsibilities

previously reserved for ma na ge rs. How eve r, the sprea d of c om pute r tec hnology willcause employment of other clerical workersbookkeeping, accounting, and auditingc lerks a nd sec reta ries, for examp leto g row m ore slowly tha n the industry as a who le.

Job turnove r is relatively high in this industry. To a ttrac t a nd reta in workers, the lod gingindustry is placing more emphasis on hiring and training. Nevertheless, many youngpeople and otherswho are only looking for seasonal or part-time work, not a careerta ke foo d servic e a nd oth er job s tha t require little or no p revious training . Therefore, job


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opportunities exist for first-time jobseekers and people with a wider range of experienceand skills, including those with limited skills.

Food and beverage service workers as well as hosts and hostesses, maids andhousekeeping cleaners, concierges, and baggage porters and bellhops derive theirearnings from a combination of hourly earnings and customer tips. Waiters and

waitresses often derive the majority of their earnings from tips, which vary greatlydepending on menu prices and the volume of customers served. Many employers alsoprovide free meals and furnish uniforms. Food service personnel may receive extra payfor ba nquet s and other spe c ial oc c asions.

Working Cond itions

Everyday presents a new situation. It is not like any other business where you can planyour da y, here you ha ve to exc el in tac kling d iverse situation s. The w ork environm ent isunen viab le. You a re in a ir c ond itione d eleg a nt surround ings. The w hole at mo sp here isprofessional and productive. You meet with corporate executives, famed personalitiesand pe op le from d ifferent c omm unities / c ountries. Thus you have a go od soc ial rea c h.

There is neve r a d ull mo me nt a s there is job va riety. At t he sa me time t he w orking hoursare long a nd you c ould be in the mo rning, afternoon o r night shifts as the ho tel op eratesthrough 24 hours. If you are placed in the night shift you will have to adjust your routineac c ordingly and sleep during the da y ! You ha ve to be a goo d stress ma nag er and youc anno t afford t o b e te mp erame nta l eve n if harassed by a n irrita ting gue st! You ha ve toserve and it has to be "service with a smile" ! Moreover, even if you are a manager youhave to be willing to use your hand s a nd do ma nual wo rk if the situat ion so req uires asthe hotel atm osphe re d ema nds a tremend ous dignity of lab our.

Hiring the right peo ple

Sta ffing is a c rucial elem ent of ac hieving o p tima l custom er servic e. This p resents newc ha llen g es to hiring .We a t o ur hote ls, put sufficient e mp ha sis on h iring a nd reta iningindividua ls who ha ve a na tural pa ssion for qua lity service a nd c ustom er sa tisfa c tion. Tomeet that goal, the organization focuses on the selection process, which involved hiringthe right p eo ple to do the right things.

While hiring the fresh g rad ua tes, we are ma inly foc using on the fo llow ing q ua lities in ord erto hire the right pe op le fo r the right job :

Positive Attitud e

Flexib ility & a d a pt a bility, sensitive to c onc ern for ot hers, eve n te mp ered d isp osition

Com munic ation Skills Id ea s & informat ion are p resente d in a c lea r, c onc ise & orga nized fashion.

Language Skills Com ma nd over spo ken English in terms of g ram ma r, pronunciation, ac c ent & fluenc y.


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Integrity Meets work commitments and promises. Demonstrates honesty & respect in the workplace.

Leadership

Being c lea r ab out d irec tion, ge nerating vision a nd c omm itting others to it. Lea ding b y examp le with enthusiasm, c onfidenc e and showing initiative.

Coope ration & Tea mwork

Understanding & applying teamwork principles on the job .Actively contributes to accomplishment of team objective and the success of others. - Being able to build relationships with p eo ple b y insp iring trust a nd ap p rec iating individ ua l differenc es

Enthusiasm Disp lays ene rg y, Desire to lea rn

Groom ing Skills Ability to present oneself in a professional manner focusing on appearance, hygiene,dressing & bo dy lang uag e

It would be quite appropriate to quote Joseph Neitlisbach ,General Manager of PearlContinental Hotel La hore , a s he a d vises his tea m o f Dep a rtme nt hea d s , Hire for the right a ttitude / b eha vior , well train for the skills .

Its a fact that training for attitude is much more difficult than training for the technicalwork or skills. Although attitudes can be improved over the period of time through

training & c oun seling b ut the likelihoo d of suc c ess is q uite lowe r a s c om p a red t o t he skillswhe rea s mo re t ime & effo rt s are required . Therefo re, th e t raits given a bo ve a re veryc ruc ial in selec ting fresh g ra d ua tes fo r the ho tels.

Using behavioral interviewing techniques our HRMs & the department heads evaluatehow a c and ida te will be have on the job. During the interviews, ca ndida tes are asked forspe c ific rea l life exam p les tha t de mo nstrate the sp ec ific a ttitud inal or b eha vioral skillsneede d for the job.

Asking a pp lic ants que stions, which a re op en -end ed and unaide d , creates a p latform forge tting ob jec tive, reliab le da ta that ac c urate ly indic ate s their po tential for suc c ess.

An empirical study based on the two year data available at various hotels of Hashoogroup revea ls the streng ths and the we aknesses of o ur fresh g rad ua tes prod uc ed by theed uc a tiona l institutions in the ma rket.

This survey p rove s tha t o ur ed uc a tion infrastructure is inad eq ua te for the nee d s of amo de rn servic e o rga nizat ion. From elementa ry to high sc hoo l and from und ergrad uat eto postgraduate institution, not enough emphasis is given to teaching service & serviceskills.


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Good customer-co ntac t p eop le nee d to ha ve the skills and atti tudes that a llow them towork well with other pe op le a nd a go od pe rspe c tive on prob lem solving, yet earlyeducation tends not to emphasize these skills. High schools focus on teaching pre-co llege subjects but d ont teac h people skills nec essary to p rep are them for custome r-co nta c t servic e jobs.

Highe r ed uc ation also do es not supp ort the b urge oning servic e ec onom y. There almostno und ergrad ua te p rog ra ms tha t foc us on the servic e industry. They tea c h liberal arts,business, and engineering etc. but not how to apply these fields specifically in a serviceenvironment. Even business schools often avoid or ignore the specific difficultiesa ssoc iate d with a servic e ind ustry.

Moreover, the co nce pt of a Customer do es not relate to the c ustome rs only who p ayin monetary form for the goods or services but a Customer is anyone who receives or benefits from the output of someones work . Within this definition there are two broadc a te g ories of c usto me rs. The first is the external customers , the customers that mostpeople think in the traditional sense as discussed above. For us they are the ones whosta y in the roo ms, dine in resta urants a nd a va il oth er servic es or go od s of th e ho tels.The sec ond c at eg ory is internal customers . These a re the p eo ple inside a ny co mp a nywho receive or benefit from the output of work done by others in the company.Exam ples of this inc lude the Banq uet ma nag er of a ho tel, who de pe nds on foo d &be verage p eop le to d eliver their produc t or a Front Offic e ma nag er who dep end s onHousekeep ing p eo ple to m ake up the room & loo kafter other related job s to d eliver theirproduct i.e., the room. Internal customers must be viewed by support personnel notmerely as co-workers but as customers in their own right.

Tod ay's grad uate s are fac ed w ith a quite different emp loyment cha lleng e than tha t ofea rlier ge nerations. Resea rc h c ond uct ed noted that unemp loyed grad uate s felt "shortc hang ed " by higher ed uc at ion institutions which ha d fa iled to no te tha t the "rules of thega me ha d c hang ed " and c onseq uently (despite fulfilling the trad itiona l goal of a "go odd eg ree") had not p rovid ed them w ith the essential skills for emp loym ent .

Simple Gradua tes vs Business Gradua tes

Where a re w e to da y? On the surfac e it ma y not look too b ad . Most kids are grad uatingand are generally prepared to go on to college and will get pretty good jobs. Ourconcern is primarily with what's happening to the majority of graduates--those we areemploying every day. Business generally finds that many of today's graduates lackad eq ua te skills. They ofte n ha ve d ifficulty in rea d ing, writing a nd c om munic a ting; theyare frequently unprepared to work in teams, think critically or solve problems; they mayhave p oor work hab its; and they may not be ad ap tab le.

Henry Ford onc e b ra gg ed that a ne w hire ne ed ed only ten minutes of training to work inhis fa c to ry. But a s we know , those d a ys a re long go ne. Emp loyers like a re no w sea rchingfor skilled people who can adapt as work grows more complicated. In virtually all oftod ay's job s, we are a sked to keep pa c e with new tec hnologies and de monstrate skills inlang uag e, c ommunica tion a nd positive a ttitude.

The survey c ond uc ted at the c orporate level c overing all five Pea rl Continenta l Hotels (Karachi , Lahore , Rawalpindi , Bhurban, Peshawar ) a nd Marriott Hotels (Karachi &Islamabad ) reveals that our business graduates have some competitive advantages


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ove r simple grad uat es. Espe c ially in G rooming, Tea mw ork, lang uag e, C om munica tion &IT skills. Wherea s, mo st o f o ur simp le g rad ua te s (B.A /B.Sc / B.Co m or e q uiva lent ) are notvery clear & sure that which profession they want to adopt and what are their careergo als they wa nt to ad op t which effec ts their integ rity & c omm itment to the o rga nization.Moreover, during the interviews it has been observed that they are also not aware &c onfide nt a bo ut th eir strength s & w ea knesses. On the ot her ha nd , our fresh b usiness

grad uat es are mo re c onfident & sure of the mselves but som eho w this c onfidenc e g row sto over confidence in some cases which leads to negative attitude. Most of our freshbusiness graduates have resistance to learning & its more likely that this negativeattitude develops due to their over confidence. An important thing to be highlightedhere is tha t the se b usiness g rad ua tes have unrea listic exp ec ta tions in terms of p osition &salary pa c kage s .It w on t b e w rong if we c onside r it a s a result of the ove r confide nce .

The result of t he em p irica l stud y g iven in Annexure 2 *, gives a c om p a rison of thec om mo n Strengths for which the simp le grad uat es & business grad ua tes we re hired an dthe weaknesses given in Annexure 3* that were the ba sis of the rejec tion of the simp le &b usiness g rad ua te s in last t wo yea rs.

The o b serva tions p resen te d in the fo rm of a sta tistic a l ana lysis ( Annex - 2 & 3)* are b asedon estimated figures c ollec te d from five PC & tw o M a rriott Hote ls in Pa kista n. FromJanuary 2001 to March 2003 , the hiring o f fresh g rad ua te s is a s fo llow s (Annex 1)*:

Tota l no . ofcandidatesinterviewed

No. of hiredgraduates

No. of graduates rejected

Simple Graduates (B.A / B.sc or eq uivalent)

148 42

(28 % )

106

(72 %)

Business Graduates(B.BA , M.B.A orequiva lent )

98 35

(35 %)

63

(65 %)

(* All figures are estimated figures)

Role of Educ ation Institutions:

Over the years, the critical role education plays in our economic success has becomemore and more apparent. Corporate recruiters repeatedly complained about thearroga nt and c utthroa t atti tudes of graduate s and rec omme nded that ed uca tioninstitutions instill humility in their students and encourage more teamwork andc ollab oration. Let's have more rega rd for eac h other.


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We know success in the business world requires persistence, drive and the desire toexcel. On the other hand, we must be careful that these traits don't lead to self-ab sorbed , unge nerous be havior. Suc h co nduc t isn't the way to g et wo rk done

Our Education institutions must recognize that for many students the transition fromeducation into employment is not a straightforward matter and in the past many

students have been ill-equipped for this transition. During the 1990s, this issue has beenexacerbated because of the considerable expansion in graduate numbers which hastaken place within a relatively short period of time. Furthermore, the nature of graduateem p loymen t is c ha ng ing; tod a y it is only a m inority of stud ents who c a n hold a ny rea listicexpe c ta tion of em ploym ent in a po sition d irec tly rela ted to the d isc ipline stud ied; this ispa rticularly the c ase for those stud ents whose foc us rem ains within trad itiona l ac ad em icdisciplines. Whilst it is essential that the academic standards of particular disciplines orbroa de r fields of stud y are no t und ermined it is also imp ortant to be rea listic a nd to no tethat the a c a de mic know led ge ga ined will (for most stud ents) never be utilized direc tly inany emp loyment c ontext. More a nd mo re, the ac ad emic q ualific ation of the deg ree ismerely a statement that the graduate has demonstrated the ability to perform to apa rticular level of a c ad emic c omp ete nc e a nd, p erhap s mo re impo rtantly, po ssesses the

ability to learn.

Lessons Lea rnt & Rec om mend ations

It wont be wrong to say that the educational institutions should not focus on teaching only rathe r they need to foc us mo re o n learning. The re sho uld b e a shift from teaching tolearning - A shift from a n em pha sis on the qua lity of input to a n em pha sis on o utput andprocess.

One of most significant publications in the past decade on teaching and learning inhighe r ed uc a tion is a n a rtic le by Rob ert Ba rr a nd John Ta g g (1995) pub lished in C h a n g e ,a lea d ing journa l on ne w issues in high er ed uc a tion. In their a rtic le they d ra w a tte ntion to

the funda me ntal shift in assump tions and view s ab out teac hing and lea rning that havetaken place lately. According to them, educational institutions should no longer offertea c hing, but should instea d p rod uc e lea rning results. In ad dition to a n em pha sis onoutc om es/ outp ut -driven tea c hing, there would b e nume rous othe r implic a tions if tea c hingprog ram me s were to ad op t a learning- a nd learner-c entred ap proac h. Tab le 1 lists someof the se imp lic at ions in the area s po inted o ut b y Ba rr an d Ta gg .


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Table 1

The shift from teaching to learning

TEACHING PARADIGM LEARNING PARADIGM

MISSION AND OBJECTIVES

Presents/provides teaching

Conveys knowledge

Offers programmes and courses

Improves teaching quality

Ensures access to teaching

Produces learning

Promotes discovery and construction ofknowledge

Creates powerful learning environments

Improves learning quality Achieves success through learning

MEASURES OF SUCCESS

Inputs, resources

Quality of students being admitted

Curriculum development, expansion

Quantity and quality of resources

Student numbers, growth in profit

Quality of lecturers, teaching, narrowevaluation results

Learning and success outcomes

Quality of student stimulation

Development of learning techniques,

expansion

Quantity and quality of outputs

Growth of learning, effectiveness

Learning quality, broad evaluation results

As c a n b e see n from Ta b le 1, this shift (tra nsforma tion) in tea c hing ha s nume rous a nd far-reaching implications for teaching and educational institutions. Although the shift willprobably take time to become established in any way, it is a force to be reckoned with ifed uc a tiona l institutions wa nt to kee p a b rea st. Barr and Tag g say t he fo llow ing :

In its briefest form, the paradigm that has governed our colleges in the past is this: A college is an institution that exists to provide instruction .Subtly but profoundly we are shifting to a new paradigm: A college is an institution that exists to produce learning . This shift changes everything. It is both needed and wanted. [W]e are beginning to recognize that our dominant paradigm mistakes a means for an end. It takes the means or method called instruction or teaching and makes it the colleges end or purpose. To say that the purpose of the college is to provide instruction is like saying that General Motors business is to operate assembly lines or that the purpose of medical care is to fill hospital beds. We now see that our mission is not instruction but


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rather that of producing learning with every student by whatever means work best."

An imp orta nt a rea whe re our e d uc a tion institutions must e mp ha sis on is; Esta blishinglearning orienta tions (Stud ents should be prep a red for lea rning b y providing a n initialstructure to clarify intended outcomes and cue desired learning strategies.)These introd uc tions fac ilitate stud ents' learning by c om munic a ting the na ture andpurpose of activities, connecting it to prior knowledge and cueing the kinds of studentresp on ses that a c tivities req uire. This he lps stud en ts to rema in go a l orien te d , it stimula te smotivation to learn and helps students to appreciate the value or application potentialof the lea rning o utc om es.

Another factor which needs to be focused on is the Curricular alignment (Allcomponents of the curriculum are aligned to create a cohesive programme fora c c om p lishing instruction a l p urposes a nd g oa ls).

Tea c hers ofte n be c om e so foc used on c onte nt co verag e or lea rning ac tivities tha t they

lose sight of the larger purposes an d g oa ls tha t are sup p osed to g uide c urriculumplanning. Tea c hers typica lly plan to c ove r the c onte nt or ac hieve lea rning o utc ome swith students without giving much thought to the goals and the broad learningoutcomes of programmes. As a result of ever-increasing content demands, too manytopics are covered, with the result that learning activities often lack coherence and isc luttered with insertions. Skills a nd a ttitud es a re tau gh t sep a rate ly from know led gec ont ent rathe r tha n inte grat ed with it. In ge neral, neithe r the stud ent s' texts nor thequestions and activities suggested in learning materials are structured around powerfulide as co nnected to important go als.

Prac tice a nd a pp lic ation ac tivities m ust be a pa rt of the ac ad emics. Stude nts needsufficient opportunities to practice and apply what they are learning, and to receiveimp rovem ent -oriented feed ba c k. Presently , there are tw o ma in wa ys in which te ac hershelp their students to learn. First they present information, explain concepts and modelskills . Sec on d , the y a sk qu estion s a nd lea d the ir stud en ts in disc ussion a nd ot he r fo rms ofdisc ourse surround ing the c ontent . But we ha ve to w ork on the third w ay now ; theteachers should engage students in activities or assignments that provide them withop po rtunities to p rac tice or ap p ly what the y are lea rning. There are go od indic at ions(that skills practiced to a pe ak o f smoo thness and at omic ity tend s to b e reta inedindefinitely, whereas skills that are mastered only partially tend to deteriorate. Most skillsare learned best when practice is distributed over time and embedded within a varietyof ta sks. Thus, it is impo rtant to follow up on t hroug h initial tea c hing w ith oc c a siona lreview activities and with opportunities for students to use what they are learning in avariety of a pp lic at ion c onte xts.

The imp orta nt roles of te a c he rs missing in our syste m a re of a mentor & a coach .Forwhich they need to be converted into the se roles first , b y giving a n a p prop riate linkag eb etw ee n the institutions & the Industry. Our grad ua tes need to know t hem selves throug hthis me ntoring & c oa c hing a s it will enab le them to sail in the right d irec tion knowing the irgo a ls & o bjec tives in life.

_______________________________________________________________________


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Graduates-vs-Business Grad ua tes

Ap p lic a nts & Hired

0 50 100 150 200

G r a d u a t e s

Hired

148

98

35

42Graduates

Business Graduates

Annex-1


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0

10

20

30

40

50

60

70

80

90

100

C o m p ut e r La n g ua g e G ro o min g In t e gr it y Te a m Pl ay er A t ti tu d e C o m m un ic a t io n Le a d ersh ip

Strengths (in % age terms)

Graduates Business Graduates

27%

30%

17%

20% 24% 17%

37%

41%

Annex-3

Annex-2

Grad ua tes- vs - Business Grad ua tesComparison of Streng ths- Hired grad uates


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Annex- 3

Wea kne sses of grad uates- not hired

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O ver C onf ide nt Leadership A tt it ud e Language I nt eg ri ty Com mun ic at ion

Common weaknesses in %age terms

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O ve r Co nf id en t Lea der shi p A tt it ud e Language skills I nt eg ri ty Com mun ic at ionSkills

Comm on weaknesses in %ag e terms

Weaknesses of Business graduates-not hired


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CREDENTIALS OF

Mede eha J. Khan Corpo rate Human Resource Developm ent Manag er Pak istan Servic es limited (Owners & operators of PC Hotels & Marriott Hotels in Pak istan )

Huma n Resource Developme nt Mana ger- Pea rl continenta l Hotel Laho re Honorary Dean Institute o f Tourism & Hotel Ma nag em ent ( TDCP)

EDUCATION:

Certified HR Professional - Pak istan Institute o f Quality C ontrol in affiliation w ith NUST, Master in Business Administration - Pak-A merica n Institute o f Mana gem ent Scienc es (Pak- AIMS), Lah ore Bac helor of Arts - , Kinnaird College for Wom en , Lahore .

WORKING EXPERIENCE:

Corporate Human Resource Development ManagerPak istan Servic es Limited Owners & operators of Pearl Continental & Marriott Hotels in Pakistan ( Hashoo Group of Hote ls)Huma n Resource Developm ent Mana ge r Pearl Continental Hotel Laho re Consumer Banking (Marketing Department), for PICIC Commercial Bank Ltd. Gulberg Branch, Lahore.Havebe en t ea c hing t o Pre - O level classes at Laho re Co lleg e o f Arts and Sc ience s (LACAS).

Special Assignments:Hono rary Dea n & Fac ulty for the Institute o f Tourism & Hotel Manage me nt-TDCP, I mp arted Training fo r SMEDA ,Sp oke s Person a t Certified Quality Professional Batch IV by PIQC/ NUST, An a ct ive mem be r of Lahore HRForum

Courses & Workshops Attended:

Impact Leadership b y Marriott International, Introduc tion to Human Resources Manag eme nt at PIM , Performa nce App raisals IBP , Business Comm unic atio n a t British c ounc il , Effective Com munic ation Skills atPIM, Conflict management & Negotiation Skills a t CMD, Role of HR in Changing Business Environme nt at Shauka t Khanum Me morial Hospital , Training Needs Ana lysis a t British Co unc il Laho re.

experience of hotel industry in hiring fresh graduates_medeeha j. khan

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