Beruflich Dokumente
Kultur Dokumente
DATE OF INTERVIEW
09/15/2014
TIME OF INTERVIEW
11:00 A.M
INTERVIEW PARTICIPANTS
Isibro Fernandez
TITLE
ORGANIZATION
Viejas
TENURE
12 years
BRIEF BACKGROUND
Attended UC riverside
Introduction
Introduce yourself and the purpose of the interview
We are doing some research on leadership in the hospitality industry and we are
hoping to get your insights. The information we receive will be used to help
enhance our framework of leadership competencies, which will guide how we
educate and train our students for careers in the industry. We dont need to know
any detailed information about your organization; our focus is on your opinion of
what really distinguishes great leaders in the service environment.
Do you have any particular questions of me or concerns before begin? I have
three areas I would like to talk with you about. I expect our entire conversation
will last about 30 -45 minutes.
Interview Questions
Key Industry Issues
The purpose of this area is to ease into the discussion of leadership
competencies by discussing the challenges and opportunities facing the industry.
The intent is to identify key industry issues which can be linked to necessary
leadership competencies.
Question 1a:
What are some of the most challenging issues facing hospitality and
tourism organizations these days? How do they pose problems for
managers working in these organizations?
Question 1b:
What are the biggest changes your managers will face in the next few
years?
Managerial Challenges
The purpose of this area is to understand how changes within the industry have
created new challenges for operating managers. We want to clarify the context in
which managers must coordinate and control HTM organizations.
Question 2a.
Has the manner in which you manage employees in service areas changed
over the past few years? How has this caused a challenge for line
managers?
Before, reviews could not be based on actual facts and it was hard to keep
control of each employee, because there were too many employees. Now, they
can look in the database system they have developed for employees, where they
record reviews and such for the employee. There is a rating system within the
database where the employee can see where they rank. It has shown
improvement in work ethic, because each employee wants to be rank a five, (the
best ranking).
Question 2b.
How has the shift in employee needs impacted your management staff?
There has been an employee need by the casino growing and being able to
provide anything at the slot machine, essentially a one stop shop. They used to
have 1 team member for 350 slot machines. Now, they have to increase the
number of bodys on the floor. Now they have to manage more, 100 machines
per team member. It has been rough to add more employees as well as manage
them, however the database has helped.
They make sure their employees know the guests who they see a couple
times a week
An employee must gage in some kind of conversation with them, (the
regular guests) go out of their day to make sure the gust has everything
they need
Question 3c:
And the last dimension of competencies is self savvy, and it includes four
competencies. Please identify for me some specific behaviors that you
believe are important for each of the four competencies as I describe them.
Professionalism A manager displaying this competency shows integrity in
his/her choices, treats employees and customers with the utmost respect, values
diversity, and communicates in a manner appropriate for the situation.
Supervisors recognizing they cannot chill with their employees, that they
are at work, but doing work and directing with a sense of urgency and
friendliness.
Time Management/Priorities A leader strong is this area would plan ahead, set
and keep personal deadlines, and focus on those tasks that maximize results.
Meet current goals,
Prepare yourself for things and events to come.
Self Development This competency reflects a leader who has a willingness to
continuously self improve, try new things, and reflect.
Taking the time to get to know what the other areas of the company do
and how they contribute to the whole operation
Writing down goals once a week, and working with a member from
management to meet those goals.
Spirit of Optimism A leader with this competency would be energetic, selfmotivated, open-minded, and lead with the contagious spirit of optimism.
DATE OF INTERVIEW
09/15/2014
TIME OF INTERVIEW
1:00 P.M
INTERVIEW PARTICIPANTS
David Richards
TITLE
Banquet Director
ORGANIZATION
TENURE
BRIEF BACKGROUND
Introduction
Introduce yourself and the purpose of the interview
We are doing some research on leadership in the hospitality industry and we are
hoping to get your insights. The information we receive will be used to help
enhance our framework of leadership competencies, which will guide how we
educate and train our students for careers in the industry. We dont need to know
any detailed information about your organization; our focus is on your opinion of
what really distinguishes great leaders in the service environment.
Do you have any particular questions of me or concerns before begin? I have
three areas I would like to talk with you about. I expect our entire conversation
will last about 30 -45 minutes.
Interview Questions
Key Industry Issues
The purpose of this area is to ease into the discussion of leadership
competencies by discussing the challenges and opportunities facing the industry.
The intent is to identify key industry issues which can be linked to necessary
leadership competencies.
Question 1a:
What are some of the most challenging issues facing hospitality and
tourism organizations these days? How do they pose problems for
managers working in these organizations?
High turnover in most hotels, disrupting the organization of how things are
ran
Question 1b:
What are the biggest changes your managers will face in the next few
years?
Clients wanting more and more for less
In terms of events, keeping up with the needs of the guests that are
constantly changing
Managerial Challenges
The purpose of this area is to understand how changes within the industry have
created new challenges for operating managers. We want to clarify the context in
which managers must coordinate and control HTM organizations.
Question 2a.
Has the manner in which you manage employees in service areas changed
over the past few years? How has this caused a challenge for line
managers?
No, Mr. Richards believes that companies are taking better care of employees,
that there are no needs for changing how employees are managed.
Question 2b.
How has the shift in employee needs impacted your management staff?
There has been no real change in employee needs, according to Mr. Richards
Question 3b:
The second dimension is people savvy, and it also includes four
competencies. Please identify for me some specific behaviors that you
believe are important for each of the four competencies as I describe them.
Interpersonal Communication This competency is the importance of being an
active listener, using intuition to build relationships, and having quality one-onone interactions with staff in an effort to improve open communication and a
service-oriented workplace.
Asking questions while in a conversation about what the other is saying
Note taking while people are talking and reviewing points before walking
away
Networked This competency involves meeting new people, actively
participating in industry associations, collaborating with other companies, and
giving feedback to the community with their time and involvement.
Having a linked in account
Going to mixers downtown that specialize in hospitality
Joining hospitality clubs
Coaching/Training Good coaches/trainers accurately assess peoples strengths
and weaknesses, build talent in the work group, and give actionable feedback
and coaching.
Always say positive feedback before negative
Lead by example
Always work with your team, do the work that the lowest person is doing
Superior Expressive Service This leader would go out of his/her way to make a
personal connection with each client and customer.
Ex: Weve also found that service leaders must be great at customer
interactions and surpassing guest expectations. Can you identify someone in
your organization who is great at doing this. . .what specifically do they do?
Taking time to meet with clients on a one-on one so they do not feel like
the hotel is going through the motions
Finding the clients hot spots
Really make the client feel welcome
Question 3c:
And the last dimension of competencies is self savvy, and it includes four
competencies. Please identify for me some specific behaviors that you
believe are important for each of the four competencies as I describe them.
DATE OF INTERVIEW
09/15/2014
TIME OF INTERVIEW
9:00 P.M
INTERVIEW PARTICIPANTS
Scott
TITLE
Manager
ORGANIZATION
TENURE
5 years
BRIEF BACKGROUND
Introduction
Introduce yourself and the purpose of the interview
We are doing some research on leadership in the hospitality industry and we are
hoping to get your insights. The information we receive will be used to help
enhance our framework of leadership competencies, which will guide how we
educate and train our students for careers in the industry. We dont need to know
any detailed information about your organization; our focus is on your opinion of
what really distinguishes great leaders in the service environment.
Do you have any particular questions of me or concerns before begin? I have
three areas I would like to talk with you about. I expect our entire conversation
will last about 30 -45 minutes.
Interview Questions
Key Industry Issues
The purpose of this area is to ease into the discussion of leadership
competencies by discussing the challenges and opportunities facing the industry.
The intent is to identify key industry issues which can be linked to necessary
leadership competencies.
Question 1a:
What are some of the most challenging issues facing hospitality and
tourism organizations these days? How do they pose problems for
managers working in these organizations?
Question 1b:
What are the biggest changes your managers will face in the next few
years?
This process will save money in the short term, but cost a lot in the long
run
Managerial Challenges
The purpose of this area is to understand how changes within the industry have
created new challenges for operating managers. We want to clarify the context in
which managers must coordinate and control HTM organizations.
Question 2a.
Has the manner in which you manage employees in service areas changed
over the past few years? How has this caused a challenge for line
managers?
No, over the last few years he has not changed the way he manages his
employees.
Question 2b.
How has the shift in employee needs impacted your management staff?
Management has been pushing to make the staff more self-reliant
Question 3b:
The second dimension is people savvy, and it also includes four
competencies. Please identify for me some specific behaviors that you
believe are important for each of the four competencies as I describe them.
Interpersonal Communication This competency is the importance of being an
active listener, using intuition to build relationships, and having quality one-onone interactions with staff in an effort to improve open communication and a
service-oriented workplace.
Make sure employees know that making mistakes means that they are
learning
Encourage people to work on their weaknesses
Networked This competency involves meeting new people, actively
participating in industry associations, collaborating with other companies, and
giving feedback to the community with their time and involvement.
Have a friendliness
Have sincerity when meeting with people
Coaching/Training Good coaches/trainers accurately assess peoples strengths
and weaknesses, build talent in the work group, and give actionable feedback
and coaching.
Constantly give instant feedback to the employees
Keep it positive
If it has to be negative, keep it short, sweet, and to the point
Superior Expressive Service This leader would go out of his/her way to make a
personal connection with each client and customer.
Ex: Weve also found that service leaders must be great at customer
interactions and surpassing guest expectations. Can you identify someone in
your organization who is great at doing this. . .what specifically do they do?
Make the guest feel like your friend, and they are in your home (genuinely)
You have to be aloof until you know the guest
Know how to turn a guests negative day into a positive experience while in
the restaurant
Question 3c:
And the last dimension of competencies is self savvy, and it includes four
competencies. Please identify for me some specific behaviors that you
believe are important for each of the four competencies as I describe them.
Professionalism A manager displaying this competency shows integrity in
his/her choices, treats employees and customers with the utmost respect, values
diversity, and communicates in a manner appropriate for the situation.
Give the guest the right of way while walking in similar areas
Engage in a Welcome or Goodbye if you do pass in public areas
Time Management/Priorities A leader strong is this area would plan ahead, set
and keep personal deadlines, and focus on those tasks that maximize results.
Make your priorities according to the shift you are working
Not preparing, is going to make you fail
Self Development This competency reflects a leader who has a willingness to
continuously self improve, try new things, and reflect.
A busser evolved into a bartender by watching and persevering
Keep things new by trying to develop new recipes for drinks.
Spirit of Optimism A leader with this competency would be energetic, selfmotivated, open-minded, and lead with the contagious spirit of optimism.
Have a name/face recognition with guests, as well as fellow employees
Know your clientele
Is there anything we havent covered that you want to highlight or suggest?