Careers in Lodging and Food and Beverage Industries - Essay Example

? Careers in Lodging and Food and Beverage Industries Food, beverage industries and lodging industries are part of the hospitality industry. The hospitality industry inculcates a broad category that includes, among lodging, food and beverages, restaurants, theme parks, transportation and other fields within the tourism industry. A single unit in the hospitality industry comprises of workforces such as maintenance personnel, direct operations employees, management, marketers and human resources personnel. This creates employment and makes the hospitality industry a major income earner because it promotes tourism and travel (Davis, 2013). This explication concentrates on the lodging, food and beverage industries. The food, beverage and lodging industry constitutes diverse managerial careers, which require professionalism and utter commitment. Such managerial positions include human resource managers who efficiently direct, plan and coordinate the administrative duties of the organization. They authoritatively conduct and oversee interviewing, recruiting and eventual hiring of new staff (Davis, 2013). They also consult with ranking executives on strategic planning and pose as a link between an organization’s management of its workforce. Public relations managerial staff creates and upholds an auspicious public image for their clients or employer. They compose material for media publication, plan and lead public relations programs, and procure funds for their affiliation. In both industries, financial manager assume a key role in holding the responsibility for the financial health of the affiliation. They generate financial reports, direct investment businesses and create strategies and plans for the financial goals of their affiliation. Advertising marketing and promotions managers compose programs to induce interest in a service or product (Davis, 2013). They operate with sales agents, monetary staff members and art directors. Food, beverage and lodging industries have operational managers in place. Their chief function is to assist the organization’s director in the healthy running of the businesses. They have the responsibility to create, deliver and design product mixes that have quality, while maintaining lump sum monetary returns (Davis, 2013). They do this while ensuring that all working prototypes are under critical review to induce growth and deliver outstanding guest services. Food service managers are explicitly responsible for overseeing the daily operations of restaurants and other affiliations that serve beverages and food to their clientele. These managers ensure that clientele derive sufficient satisfaction with their dining experience in the entire food and beverage industry (Davis, 2013). Maintenance managers in both establishments administer the yearly operating plans and establish yearly objectives and goals for the staff and departments, while reviewing work completion for efficiency and adequacy. This ensures accountability in the hospitality industry when such managers are active in their positions. The food, beverage industry has a career opportunity for directors of new merchandise sourcing, who have a chief responsibility to manage and invent new merchandise product lines. They additionally oversee sourcing selections and support new product introduction and production (Davis, 2013). They also levy for rapid prototyping, therefore they ought to have ample qualification handling such technical matters that are critical to the success of the food and beverage industry. In both industries under study, directors of sales have the mandate to develop an overall strategy with a corporate sense including creation of roadmaps for the affiliation. This is for ensuring that the organization acquires significant sales growth by extending sales in the present customer base. The have an additional role of developing the entire business (Davis, 2013)s. From the past to contemporary times, the hospitality industry ensues growing both internationally and nationally, and with it, the urgent need for qualified workers at all organizational levels. While overall job growth in the USA dispensation is approximately 12% between the present and 2014, growth in food, beverage and lodging industries is most possibly going to augment in the next 20 years, by 18%. Factually, in January 2012, the USA White House issued an order aimed at promoting tourism, hospitality and travel occupations (Bureau of Labor Statistics, 2010). This was by recognizing the truth that the hospitality and tourism sectors are inducing a recovery that concentrates on job creation and positive economy gain, the White House appreciated that jobs would be available for the right people with proper knowledge and skills to lead effectively. While considering the career outlook of lodging managers, it is succinctly clear that the employment of lodging managers would possibly growth to 8% from 2010 to 2020, a period of 10 years (Bureau of Labor Statistics, 2010). Despite the anticipated growth in travel and tourism, few managers will be necessary because the lodging industry shifts to creating more limited-service restaurants and few full-service resources that have distinguished departments to manage. Notably, some lodging affiliations are streamlining their service deliveries to truncate expenses by either pitting off some managers or reducing the cumulative number. For instance, chain restaurants are increasingly appointing a single manager to supervise and oversee several properties within a given region. Additionally, some large full-service restaurants, including casinos, convention restaurants and resorts that offer a wide range of service to a huge customer base, will continue generating work openings for managers with diverse experience (Bureau of Labor Statistics, 2010). Conversely, employment of food and beverage service managers would decline by 3% for the next 10 years (Bureau of Labor Statistics, 2010). This is because the number of drinking and eating establishments initiating business is declining from the previous decade onwards. Despite such reductions, new employment prospects for food and beverage service managers will come up in groceries and other retail establishments to meet the augmenting demand for fast foods in a diverse variety of settings. Job prospects for food service managers will be immensely competitive (Bureau of Labor Statistics, 2010). Most openings will be from the need to replace managers who transfer or retire to other careers. Thus, there is need for inculcating human resource practices in lodging, food and beverage industries in order to better recruit and promote talent retention. Foremost, it is necessary to create an interest with goal management. To ensure this is successful, it is imperative to offer employees and managers’ yearly training on how to devise effective goals and objectives (Hayes, 2009). The affiliation should offer samples of effectively written goals on appraisal forms. The appraisal form ought to include fields for milestones, descriptions, measures of success to avoid forgetting such elements. It is necessary to communicate regularly on the status and progress for high-ranking organizational goals. Scheduling of quarterly reviews is imperative for managers and employees to review the status of their goals and make appropriate alterations (Hayes, 2009). For talent management and retention programs to be workable, it is imperative that both the affiliation on the entirety, and the acting managers, comprehend that conversation regarding performance are not a single event in an entire year. Managers need to succinctly communicate their anticipations to all new and acting managers the expectations and define the role that effective coaching plays in the organization (Hayes, 2009). It is imperative to provide training and development of prospects for managers to acquire skills and a profound comprehension of the various aspects of talent management and coaching. It is further imperative to ensure that managers have sufficient time to concentrate on workforce coaching and can invest time in holding conversations that concern performance. It is strategic to offer tools that ensure that managers are able to execute administrative tasks realistically to workforce performance management and coaching (Hayes, 2009). Automating such tasks related to workforce performance and coaching can streamline the initiative further, generate a centralized hub to access, and deliver appraisals, conversations and records all through the year. Moreover, it would ensure the housing of all workforce related intelligence including past development plans and appraisals. Eventually, it is necessary for the HRM managerial teams to recognize and appreciate the employees with a pay for performance initiative (Hayes, 2009). These programs offer powerful method for restaurants, lodgings, food and beverage industries in motivating and rewarding their employees for augmenting performance. Masking this initiative meaning requires ardent support from managers to aid in keeping the program effective and fair in fostering high performance. References Bureau of Labor Statistics. (2010).Occupational Outlook Handbook 2010-2011 (Paperback). Washington, DC: Government Printing Office. Hayes, D. (2009). Human Resources Management in the Hospitality Industry. Hoboken, NJ: John Wiley & Sons. Davis, B. (2013). Food and Beverage Management. Oxon, OX: Routledge. Read More