Media coverage for Planday Brexit survey

brexit

Earlier this month (12 June) the Institute partnered with workforce collaboration software company Planday to launch their YouGov survey of hospitality managers and staff to find out how prepared they are for Brexit and what impact they think it will have on their business and jobs.

The media coverage from the launch was highly successful, with a total number of 42 pieces of both online and broadcast media. Our chief executive Peter Ducker FIH took part in a total of 13 radio interviews with stations such as BBC Radio Scotland and Jazz FM, with a reach of over 2.4 million people.

There was a total of 29 pieces of editorial coverage, including Press Association, the selective newswire service which feeds the British media, alongside online coverage in the Independent.

The survey received strong pick-up across the hospitality and HR trade media, such as The CatererBig HospitalityHotel OwnerHospitality & Catering News and Boutique Hotelier, some of which included insights from the Planday Brexit Survival Guide.

The coverage did not stop at just the UK, as the research was picked up globally in the US, India, Indonesia, Germany, South Africa, France, Sweden, Portugal, and even included an article in Welsh.

All members will receive a printed copy the Brexit Survival Guide with their copy of HQ Magazine this July. The guide is packed with smart tips on recruitment, retention and staff engagement.

Download your Brexit Survival Guide here

 

 

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Focus groups on female leadership

Are you interested in sharing your thoughts on equality in the workplace? Do you work in tourism, travel, hospitality or events?

The University of Greenwich is carrying out research to understand how women regard opportunities to develop onto executive-level posts in the industry.

It does not matter what type of organisation you work for. The researchers are interested in hearing your thoughts. They also want to hear from men – how men perceive opportunities available to women in the workplace is also relevant.

Your involvement in a focus group would give the research team an opportunity to understand your thoughts on the skills required for leadership roles, and how support could be made available that would be recognised in the industry. The aim of the research is to develop a Female Leadership Developmemnt Programme for the Tourism Industry.

A focus group will be held on the following date at the following locations:

  • Thursday 24th May 12.00 – 2.30 Ulster University
  • Tuesday 29th May  12.00 – 2.30 University of Strathclyde
  • Monday 11th June 12.00 – 2.30 University of Greenwich
  • Wednesday 13th June 12.00 – 2.30 University College Birmingham

Food and drink will be provided and travel will be re-imbursed to the value of £10.00.  If you are interested in participating in the research, please contact Dr Menna Jones by e-mail on: m.t.jones@gre.ac.uk

Picture MTJ(3)Dr Menna Jones
University of Greenwich
Department of Marketing,
Events and Tourism
Business Faculty
Greenwich Campus
Old Royal Naval College
Park Row
London
SE10 9LS
Tel. +44 (0) 20 8331 8311

Greenwich
A focus group takes place at the University of Greenwich on 11 June

 

Emirati and Italian Architects win Second Annual Bespoke Access Award to Champion Accessible Hospitality

Robin Sheppard, Baroness Celia Thomas, Maher Hadid (MnM Studio Architects)web res
Robin Sheppard, Baroness Celia Thomas, Maher Hadid (MnM Studio Architects)

At the second annual special event held at the Palace of Westminster on April 18th, MnM Studio Architects, along with Maria Brighenti and Marcello D’Orsi, were announced the joint winners of the 2017/18 Bespoke Access Awards, a design competition to create accessible solutions, run in association with the Royal Institute of British Architects (RIBA) and featuring a prize fund of £30,000.

MnM Studio devised an innovative accommodation solution based around the four senses of smell, taste, sound and sight, with extensive use of Braille throughout. Termed “empathy through aesthetics”, the system aims to support the emotional state of the guest, while maintaining a distinct visual appeal via a stylish, curved design.

“’Empathy through aesthetics’ perfectly encapsulates what we are aiming to do with the Access initiative”, commented Baroness Celia Thomas, Chair of the Judging Panel and Patron of the Awards. “The emphasis placed on the emotional state of the guest was particularly impressive, given this is an area that is often overlooked.”

Alongside MnM Studio, freelance Italian architects Maria Brightei and Marcello D’Orsi were successful in the Architectural category, as well as being announced joint winners of the overall Celia Thomas Prize, worth a total of £20,000. Their design, which focused on the means through which existing accommodation can be renovated with the disabled traveler in mind, concentrated on the public spaces of hotels, and how subtle enhancements can be made to significantly increase the ease with which they are passed through.

Robin Sheppard, Baroness Celia Thomas, Marcello D'Orsi web res
Robin Sheppard, Baroness Celia Thomas, Marcello D’Orsi

“I was particularly struck by the attention they had paid to the customer journey through reception and the lobby areas”, commented Alan Stanton, Stirling Prize-winning architect and member of the Judging Panel. “These are areas often overlooked by both architects and business owners alike, and it is easy to think of them as merely transient. But they can significantly improve or disrupt a guest’s experience, so it was exciting to see them highlighted and approached with such care.”

“The architectural community across the country has really embraced the Access Awards since their launch in 2016”, added Jane Duncan, RIBA Immediate Past President. “It is tremendously encouraging for the future of accessible tourism to see this year’s awards attracting interest from around the world, as well as ideas shining a light on some of the more often-overlooked aspects of disabled travel.”

The competition attracted submissions spanning the length and breadth of the UK, as well as from across Europe and Asia. Entrants competed across an expanded range of categories, including Product Design, Architecture, Service Applications (Digital) and Service Applications (Training). Alongside the overall Celia Thomas Prize, worth £20,000 and believed to be the largest cash prize in the UK for a design concept.

“We were extremely pleased to see the competition attracting a truly global roster of entrants this year”, said Robin Sheppard FIH, Chairman of Bespoke Hotels and recently appointed Hotel Sector Champion for Disabled People. “The Access Awards continue to grow and evolve, but the high quality of entries ensures our collective focus remains on improving the experience for all hotel guests, whether disabled or otherwise.”

The entries were judged at the turn of the year by a panel which included Paralympic gold medalist Baroness Tanni Grey-Thompson, Stirling Prize-winning architect Alan Stanton, Baroness Celia Thomas, Tom Perry, Head of the Cities Programme at the Design Council, Graeme Whippy, Disability Specialist for Channel Four, Alastair Hignell CBE, alongside Robin Sheppard.

Full list of winners:
MnM Studio Architects, Dubai
Joint Winners of the Celia Thomas Prize

Maria Brighenti with Marcello D’Orsi, Italy
Joint Winners of the Celia Thomas Prize

MnM Studio Architects, Dubai
Joint Winners of the Architecture Category

Maria Brighenti with Marcello D’Orsi, Italy
Joint Winners of the Architecture Category

Wilson Mason LLP, Lancashire
Winners of the Product Design Category

Purcell, London
Winners of the Service Applications (Training) Category

Neatebox Ltd, London
Winners of Service Applications (Digital) Category

Full list of judges:
Robin Sheppard, Chairman, Bespoke Hotels Group
Celia, Baroness Thomas of Winchester, House of Lords
Alan Stanton OBE, Stanton Williams
Tanni, Baroness Grey-Thompson, Paralympic Gold Medallist, House of Lords
Graeme K Whippy MBE, Disability Specialist for Channel 4
Alastair Hignall CBE, Trustee of the Leonard Cheshire Foundation
Tom Perry, Head of the Cities Programme at the Design Council
Sarah Weir OBE, Chief Executive of Design Council
Paul Gregory, MCIBSE, MSLL, Global Specification Director for Dyson.

www.bespokehotels.com/access
#BespokeAccess

HQ explores the talent pipeline

001_HQ_SPRING_2018_SPINE.pdfYour latest issue of HQ (second quarter 2018 issue 48) is landing on UK doormats this week. It explores the talent pipeline from a number of perspectives.

Where is our next generation of leaders and senior managers coming from? It is a question often asked  in hospitality management and education circles. Your latest issue of HQ Magazine is packed with answers and opinions on the matter.

Our chief executive Peter Ducker FIH is impressed with the talented and enthusiastic young hospitality management students coming out of universities and colleges. It is up to all of us to ensure they find ways to achieve their full potential within our sector and that we do not lose them to other industries, he says.

Still just 32-years-old, Adam Rowledge FIH is a rising leader on the UK hotel management scene and a superb role-model for new entrants. Our in-depth interview showcases the importance of creating the right culture within the workplace that allows talent to grow and shine.

A UK government review into higher education is now underway, concerned about choice and value for money within a system where almost all institutions are charging the same price for courses. The review may mean some tourism and hospitality courses will either need to change their approaches radically or risk becoming obsolete, says John Swarbrooke of Plymouth University

Of course, a university degree is by no means the only route into a successful hospitality management career. Sue Williams FIH MI, current Hotelier of the Year, is just one of hundreds of professionals who started their careers with the Concord hotel management programme.  Celebrating its 50th anniversary, Glen Harrison MIH reveals all about this unique on-the-job training scheme which specifically targets youngsters coming out of FE colleges who do not want to go to university.

Other contents in this HQ Magazine

  • Peter Jones MBE FIH – Why has the government dropped the T level in hospitality?
  • Passion4Hospitality 2018 – re-live the excitement of our largest ever student and industry networking event
  • The end of business as usual – Angela Roper FIH on vertical disintegration in the corporate hotel industry
  • A winning partnership – how Sheffield Hallam University and Hilton are working closely together
  • Cybercrime and GDPR – what businesses need to do to protect themselves
  • Tableware trends – creativity is all the rage but weird, wacky (and unhygienic) are definitely out

 

 

Gender balanced management teams make for safer and more engaged employees, Sodexo study finds

Sodexo GenderBalanceStudyInfographic

Study of 50,000 Sodexo employees finds teams with gender diversity achieve better results across the board

International services company Sodexo has found teams managed by a balanced mix of men and women are more successful across a range of measurements including employee engagement and health and safety.

The five-year study of 70 Sodexo entities across different functions represents 50,000 managers worldwide and tested the performance implications of gender-inclusive work culture. The study examined women across all levels of management – not just upper-level leadership positions – in order to investigate the “pipeline” that will ultimately affect gender balance at the top tier of businesses.

Sodexo’s study found that non-financial factors can also significantly benefit from a more equally structured leadership, with benefits including;

Gender-balanced management reported an employee engagement rate that was 14 percentage points higher than other entities

Gender-balanced entities saw the number of accidents decrease by 12 percentage points more than other entities.

Gender-balanced entities had an average client retention rate that was 9 percentage points higher than other entities.

Gender-balanced entities had an average employee retention rate that was 8 percentage points higher than other entities

Operating margins significantly increased among more gender-balanced teams than other teams.

The pattern of results indicated that a near-equal balance of men and women in management was critical to observing gains in financial and non-financial KPIs. Once the proportion of women in management exceeded 60%, the benefits plateaued, confirming that a mix between 40% and 60% is necessary for optimal performance.

Analysts also found a direct correlation between the percentage of women in the total workforce and those in management, indicating gender-balanced workforces and leadership create an environment supportive of career growth for women. This lends support to the idea that gender parity in top leadership is closely related to the pipeline of women in the workforce.

Sodexo, already a leader in diversity & inclusion, is breaking new ground in gender parity. Today, women represent 50% of its board. Thirty-two percent of senior leadership positions are held by women globally – a 6% increase at the very top levels since 2013.

Middle management and site management positions are balanced at 46%. Currently, 59% of the total workforce works within gender-balanced management.

The Sodexo Gender Balance Study originated in 2014 with Sodexo’s desire to improve its gender parity in leadership throughout the management of its 425,000 global workforce and to expand previous outside research on gender parity in the workplace.

The full report can be accessed here: http://bit.ly/2tmBIbm

 

 

35 of UK’s Top 100 restaurant groups now loss-making – up 75% in just a year

  • Oversaturated market, minimum wage hike put pressure on restaurants
  • Another minimum wage rise just weeks away

35 of the UK’s Top 100 restaurant groups are now loss-making, up 75% from just 20 last year, shows research by UHY Hacker Young, the national accountancy group.
UHY Hacker Young says that trading conditions have become increasingly difficult for restaurant chains dealing with oversaturation in the market as well as rising costs.
The firm adds that this research comes on the back of the high-profile struggles of several major restaurant chains in recent weeks, including:

  • Jamie’s Italian, started by Jamie Oliver, which has closed 12 branches as part of a Company Voluntary Arrangement (CVA) to restructure its £71.5m debt
  • Byron, the burger chain, which may close up to 20 of its 67 branches following a period of paying reduced rent
  • Prezzo, the Italian chain, which is expected to close some of its 300 branches as part of a restructuring
  • Strada, another Italian chain, which closed 11 branches over the festive period
  • Barbecoa, another Jamie Oliver chain, which entered administration in mid-February
  • EAT, the sandwich chain, which was rumoured in early February to be considering closing some of its 100 branches

UHY Hacker Young says that pressures of competing with numerous similar ‘fast casual’ restaurants in an overcrowded high street are a major driver of many large restaurant groups registering losses over the past year.

It adds that the National Minimum wage, which has risen by an above-inflation 19% to £7.50 per hour over the last five years, has added a substantial cost burden to large restaurant chains. From April 2018, the minimum wage will rise even further to £7.83.

Peter Kubik, Partner at UHY Hacker Young, comments: “More than a third of the biggest companies in the restaurant sector are losing money, and there is little respite on the horizon.”

“Pressures on the restaurant sector have been building for years, and the last year has pushed a number of major groups to breaking point.”

“With Brexit hanging over consumers like a dark cloud, restaurants can’t expect a bailout from a surge in discretionary spending.”

“Consumers only have a finite amount of spending power when it comes to eating out, and the oversaturation of the market means that groups that fall foul of changing trends can very easily fail.”

“The Government has ratcheted up costs with a series of above-inflation rises in the minimum wage, and we are just weeks away from another 4.4% rise in April. That will be tough for a lot of restaurants to absorb.”

About UHY Hacker Young:

 The UHY Hacker Young Group is one of the UK’s Top 15 accountancy networks with 110 partners and more than 620 professional staff working from 22 locations around the country. The offices within the Group provide a wide range of accounting, tax and business advisory services, with a reputation for integrity and reliability within the financial community, and particularly with London’s Stock Markets. UHY Hacker Young are also ranked 15th in the ARL Corporate Advisers Rankings Guide amongst other UK audit firms for advising London Stock Exchange listed companies.

UHY Hacker Young is a founder member of the UHY International network with offices in every major financial centre in the world. Further information can be found at www.uhy-uk.com

 

Quotas for female managers?

On International Women’s Day (8 March), Serena von der Heyde FIH MI makes the case for affirmative action to achieve greater diversity in the boardrooms of the hospitality industry19 Serena von der Hyde FIH

Like a lot of people, I don’t like quotas – I don’t think they are fair – but recently I have started to think again. Nearly 60% of the UK workforce in our industry are women yet only just over 20% of our managers are women, and these figures have been almost static for more than 20 years.  We know that businesses with more women leaders are more successful and more profitable, so why aren’t companies rushing to develop and promote them?  The benefits of diversity are proven, but still progress in achieving diversity is glacially slow.

We want a fair workplace for our young women and men, and optimum performance for our businesses, and yet a compelling business case has failed to bring about change; then should we consider quotas?

Quotas have been shown to get results, and fast.  They have been used across Europe to promote women in politics and business since Norway started in 2003.  Many countries including Iceland, France, Spain and now Germany have followed suit, and the numbers of board-level women have risen in those countries. What’s more, there is some evidence that where quotas have been in use for some time, diversity becomes self-fulfilling. The culture and infrastructure has changed to the extent that women and men are coming through to leadership levels in equal numbers. In Belgium, the quota system states that both sexes must be represented for applications for roles in politics, and recently it is male applicants that have been hard to recruit. For quotas to work, they need to come with strict repercussions. In France, businesses were threatened with de-regulation if they failed to meet quotas. In Spain there were no sanctions for not meeting quotas, and as a result Spain has been far less successful. Quotas without teeth are ineffective.

One of the main arguments against quotas is that they prevent promotion on merit. We want the best leaders for our businesses regardless of gender. But I challenge the notion that our meritocracy is working. If it was, wouldn’t we already have more women leaders? The truth is that our societal and cultural background is failing to provide a level playing field for our aspiring women leaders.  More women than men are graduating from our universities, and, on average, women have better grade degrees, but still we overlook their talents.  It is becoming clear that we have to learn diversity – it takes time for a culture to genuinely believe in the value of diversity, and then to implement processes that nurture it.

There is a difference between quotas and targets, in terms of delivering change; quotas enforce where targets incentivise. Personally, I believe that people learn better and change more when they can set their own agenda. Every business will have different issues affecting diversity, and real change is most effective when a strategy is developed specifically by the team for that business.  When regulations are imposed, teams spend half their efforts working on strategies to sidestep the new rules, and quotas can result in alienating the team.

For my own business, where we need to develop male leaders to ensure diversity, I will be:

  • Ensuring full and ongoing commitment to diversity from the leadership
  • Leading the development of our diversity strategy and targets
  • Publishing gender pay differences, and recording gender balance across the team and our leadership team

This type of approach gives businesses time to develop a pipeline of talented women (or in our case men), so that they can make quality appointments and showcase successful women within the business. I believe that hospitality businesses should be recording gender balance, monitoring gender pay gaps and publishing their own targets and strategy for diversity.  However, if these initiatives prove inadequate, then it is time to consider resorting to the faster, but blunter tool of quotas.

Serena von der Heyde FIH MI is the owner of The Georgian House Hotel, London

Sign up to the Diversity in Hospitality, Travel and Leisure Charter here.