On 13 of May 2014 a round table “Key competences for managers of small hotels and restaurants” has been carried out.
A presentation of the following topics was then given:
– The activities implemented by CIAPE;
– The round table topics and objectives;
– The project “RESPONS”, its objectives and the results of the survey implemented in Italy;
– The “HOTELIER” and “RESTAURATEUR” professional profiles;
– The round table working tools and methodologies.
Each participant was asked to read and analyze in an autonomous way the EQF matrix for both professions in order to propose possible integrations of the recognized learning outcomes.
During the open discussion which followed, participants underlined the following key competences:
• to identify the appropriate venue for the activity;
• to identify and define the product/service;
• to define the typical traits of the product/service;
• to identify the target of clients.
• to understand how to obtain the return of investment.
– Management of networks:
• to select the suppliers according to quality criteria;
• to manage negotiations and transitions with suppliers;
• to create business networks and clusters with other HORECA companies;
• create agreements with big international chains to manage distribution;
• to manage tour operators and/or tourism portals (including legal aspects).
• to manage costumers’ relations;
• to manage intercultural communication;
• to select communication tools according to the target audience;
• to manage social media (including legal aspects);
• to invest on aspects as geo-localization and indexation;
• to differentiate and customize the offer (e.g. special promotions, events…);
• to promote the corporate identity;
• to monitor the brand reputation;
• to promote the territory (specific features and territoriality);
• to promote environmental sustainability.
– Financial management:
• to read financial documents;
• to optimize costs;
• to keep the accounting book;
• to draft financial reports.
– Human resources management:
• to select and recruit the staff and employees;
• to promote team building activities;
• to create “open” and “dynamic” work places;
• to manage relations with trade unions;
• to apprise talents;
• to promote career opportunities;
– Management of the activity:
• to have good knowledge of the products and processes;
• to have good knowledge of facility management;
• to manage hygienic and health aspects;
• to have good knowledge of the HORECA sector norms and laws (at national and international level);
• to have good knowledge of the HORECA sector contracts (at national and international level);
• to manage the change in the management techniques.
– Basic and transversal skills:
• to speak foreign languages (at least one);
• to have ICT skills;
• to have basic education and culture;
• to have practical skills;
• to be proactive and motivated;
• to have sense of initiative;
• to be flexible and able perform different tasks
• to demonstrate sense of authoritativeness;
• to demonstrate willingness to work.
The specific learning outcomes were added/ amended in the tables proposed.
During the debate, participants underlined that, in Italy, the HORECA sector presents a surplus in the offer and a trend towards concentration.
Regarding the key competences, participants underlined the discrepancy between the competences requested by the market and the ones transferred at school to students and trainers. For these reasons, it is fundamental to establish forms of training on the base of the UK-US model “training on the job”.