The 'Hospitality Skill' Gap |
I have made mention of this concept on a number of occasions yet in my consultancy and training work
with the industry, it continues to be a real issue in so many retail liquor and hotel operations.
It also continues to be a real 'brake' on business development simply due to the same 'hoary old chestnuts'
still flying around! Spending money to develop staff at all levels is the key.
This is still a notion that frightens many in business – the idea of spending hard earned dollars on staff
who may, sooner rather than later, 'do the flit' and leave you for someone else. I still hear the saying
"Why train, they're only going to leave!" My answer back is, of course, "What happens if you don't train
them and they stay!" You may well have heard this saying previously. I've been using it for two decades
and it still gets trotted out every now and again!
Why is the skill gap present? When you consider it carefully, and in the sober light of day instead of
the usual 'head-down, bum-up' position we normally find ourselves in as busy managers, it is fairly obvious:
- Managers are best at most if not all the jobs based on experience and, maybe, previous training
- Staff, particularly low hours casuals and part timers, are younger, do less hours, have less experience and have had limited training.
- Managers have a greater drive to perform, particularly if there is a financial interest in the business
- Staff, with lower job security, have reduced career expectations
- Managers set higher standards for themselves as they will always be judged by themselves and others at a higher level
- Staff, often due to confusion, poor communication and lower job morale, are more likely to work towards a 'lowest common denominator' work environment.
I am being harsh on some individual staff members that you might know by phrasing my words as I have but
you'll recognize that I have also been too 'nice' regarding the management capabilities or characteristics as well!
Think about some other reasons? You only have to listen to yourself and others say things like:
- "If you want something done, do it yourself"
- "I'll have to do that, you can't leave it to the casuals"
- "It's obvious what has to be done…"
- "If they don't know, they'll ask!"
True? Heard yourself utter any of them recently? They all represent and illustrate the 'skill gap'. I can almost hear you
saying that managers will always be better than staff – it stands to reason, especially if it's your business. The challenge
becomes one of reducing the skill gap rather than eliminating it entirely! And how do we reduce the skill gap? Well, you
know the answer – it's training, setting standards, rigorously enforcing those standards and allowing yourself to have faith
in others at times. It won't always work – you will be let down at times but don't let yourself justify the skill gap simply
because someone didn't have your high set of standards.
As I have done on many other occasions, I'll leave you with these two thoughts. Firstly, in the majority of retail and
hospitality business, particularly the medium to larger, the greater percentage (often up to 95%) of customers is served
by junior staff, those with that lower skill level. This is not by hours worked but simply due to the fact that we have
most staff present when we are busy and that managers have management chores to do as well!
Secondly, test yourself by learning a new skill yourself (physical or mental) and see how quickly you pick it up – I'll
bet you that you don't find it easy and it may take a little longer than you thought! How often have we been scared by
technology? Get the kids to program the video/DVD! Now think about the relevance to your more junior staff. Many of
the things we find easy may well have been difficult or time consuming in the learning!
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This article, written by Peter Hall, Academy Director, is reprinted courtesy of Australian Hotelier
and National Liquor News magazines.
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