One of the most important parts of any business strategy and organization culture is the development of human capacity in each country where the company operates. If everybody agrees that employee workforce constitute a competitive advantage, the main challenge that recruiters have to face remains in being able to identify the future best performers. This is really difficult partly due to an over-reliance on subjectivity and poor assessment devices. Getting evidence-based tools and techniques to identify talent is more than ever extremely important. (Source: Module “Assessing and Identifying Talents” by Mr. Sébastien Fernandez, faculty member of Ecole hôtelière de Lausanne – June 6 & 7, 2016)

If people drive the competitive advantage of any business when talking about the service industry this is even more relevant. It is people who are at the core of the service-profit value chain. In the context of a war for talent, people management is a critical key to a company’s profit. It becomes then essential to: equip the human resources team, managers in general with accurate approaches, methods and tools to manage invidividual and organizational performance, as well as HR and managers’personal performance, from a sustainable and responsible perspective, considering a company’s environment, strategy, structure and culture. (Source: Module “People Development” by Mrs. Stéphanie Pougnet, faculty member of Ecole hôtelière de Lausanne – June 6 & 7, 2016)

What about the employee journey? How to make an employee’s journey the best opportunity to develop both an individual’s and a company’s value? This is our responsability as managers to define, evaluate and implement integrated management systems that will tangibly bring value to employees and employers. Therefore to provide you managers with the proper models, methods and tools to attract, select, evaluate, develop and retain talented people as well as to nurture your own human capital is essential. Thanks to the critical use of various methodologies, it is possible for us managers to raise and develop talent within our business, based upon well-integrated management systems. (Source: Module “The Employee Journey” by Mrs. Stéphanie Pougnet, faculty member at Ecole hôtelière de Lausanne – June 8 & 9, 2016)

However the success of any relationship relies on the ability to develop trust.  (“Trust is a two way street. I need to be trusted and I need to trust the other person.” ) Individual leaders within the institutions demonstrate trustworthiness for people to follow them with certainty. The foundation of trustworthy leadership is in the ability for individuals to rethink their leadership styles and cultivate a new configuration of attitutes and abilities in order to keep pace with today’s business and societal challenges. These rely on the four pillars of trusworthiness; ability, benevolence, integrity and predictability.

Making effective decisions and solving problems are still a part of our daily life, therefore one needs to recognise how they build trust among people. Effective leaders recognize their own leadership strengths and liabilities, adjust current strategies, adopt new strategies, and recognize strengths and liabilities in other people. How interesting will it be to look at strategies that will enable us as managers to master today’s organisational and personal challenges, recognise and develop uniqueness in each individual, and enabling mutual responsibility for organisational success? (Source: Module “Developing Trustworthy Leadership” by Mrs. Alexia Muteke-Ceppi, Senior Consultant at Lausanne Hospitality Consulting – June 8 & 9, 2016)

Our perception of the world, our work and the other people in our lives are affected by past experiences, our expectations and where we place our priorities. Our level of performance and overall team working results can be significantly impacted by increased self-understanding and understanding of others, by enhancing our ability to adapt and by improving our ability to connect with others in both our personal and work theatres.

What are the key requirements in “Best Communication”?:

  • Recognizing and understanding the person you are dealing with
  • Adapting your approach to communicating with them
  • Lowering “resistance” and starting an efficient negotiation
  • Dealing with “The Difficult Person” and start a fruitful collaboration

(Source: Module “Key to Personal Effectiveness” by Mr. Wei Cheng, Senior Consultant at Lausanne Hospitality Consulting – June 10 & 11, 2016)

However, leaders will also need to take responsibility for their own development which Kate Grimes, chief executive of the Kingston Hospital NHS describes in the following:

“There is something about self-awareness and a constant desire to improve self. Someone that when something goes wrong, they look at themselves and think, “Well what could I have done differently?” Rather than, “Who can I blame for this, or who out there has done wrong?”

People focus should be at the base of any company’s philosophy and specifically in the service industry. Some of the major elements in the management style, the corporate values in the area of interpersonal relations are:

  • Transparency and honesty in dealing with people as a sine qua non for efficient communication
  • Respect and Trust
  • Open dialogue with the purpose of sharing competencies and boosting creativity
  • Willingness to cooperate, to help others and to learn
  • Communicating not only to inform but to listen and to engage

To create a culture of talent development we should be ready as managers to act as a role model being transparent about our own need to learn and develop and share how we are able to do it. It is also about reinforcing the value of learning, what talents want to accomplish and what they feel their area of opportunities are. As managers we are expected to coach and develop our people. At a minimum, everyone should know what areas they need to improve and for the high potential, career tracks should be developed in order to give a sense of where they can go inside the organization. Learning organizations see problems as opportunities. But at the end People need to understand why what they do is important and how everyday tasks and responsabilities are link to the values in the organization.

Join our next People Development Programme from June 6 to 11, 2016 at Ecole hôtelière de Lausanne. www.lhcconsulting.com/cdp

Module leader

member4

Catherine Rey Sales & Marketing Manager at Lausanne Hospitality Consulting

Catherine joined LHC as Sales & Marketing Manager in December 2015. Her role involves developing and implementing the LHC’s Sales & Marketing plan and promote the Executive Education career development programmes around the globe.

Prior to LHC, she worked in the International Education industry for over 5 years both in Mexico and Switzerland, where she moved with her family in 2013. She represented in Latin America prestigious wine and spirit brands within the Hospitality industry for over 10 years. She worked closely with International Hotels, government institutions and corporate executives and multinationals and had to support them in the international implementation of their educational projects.

She is a graduate in International Business from the University of Blaise-Pascal in Clermont-Ferrand France and spent her last year of study in the University of Oklahoma Price College of Business USA. She followed several wine and spirit training both in France and Mexico. She lived in 5 different countries and enjoy multicultural environments where relationships, new ideas, innovation and original concepts are valued. She appreciates being challenged and strongly believe in enhancing the customer experience to growing the business.

While not at work, she enjoys spending time with her daughter and husband and go for long walks by the lake. She is passionate about wine and like to organize tastings of wines from different regions and countries for her family and friends.