Recently, Taj Resorts, North Goa collaborated with Don Bosco, Parra to create F&B and Housekeeping Labs that will train aspiring youth in the region who are keen to join the hospitality industry. From conceptualising the layout to providing most of the required equipment – including different types of crockery, cutlery, glassware, tableware, bar essentials, furnishings, upholstery and linen – the hospitality company ensured the labs are well equipped to deliver everything required to students at the institute.
Additionally, departmental trainers of Taj Holiday Village Resort & Spa and Taj Fort Aguada Resort & Spa will train students, while the hotels will provide trainees with industrial exposure.
Talking about this collaboration, Anmol Ahluwalia, Cluster General Manager – Taj, North Goa stated that it is critical to enhance skills of potential employees through practical sessions rather than theoretical learning. “Training labs in academic institutes like Don Bosco, Parra create simulation training infrastructure where aspiring students can master professional skills and exposure before joining the hotel industry,” he stated.
A DIFFERENT APPROACH
Millennials are confident individuals with high expectations, who seek outcome-oriented and challenging tasks at work. This selfmotivated generation is clear about its priorities, which can be a
windfall for organisations.
“These youth are at an advantage because they are technology driven and well aware of where they want to see themselves two years from now. They are highly career driven and will not shy away from taking risks,” Ahluwalia noted, while explaining why they can be great assets to a company’s human capital.
Grooming this progressive group as the next rung of hospitality leaders requires a different approach in contemporary times.
According to Ahluwalia, hotel companies should recognise talented individuals and invest in them by valuing their efforts. They should provide them with professional training and skills like productive time management, to help them graduate to future leaders.
“Hotels should create a workplace that appreciates hard work and remunerate it with timely rewards, which meet the millennial’s monetary requirements,” he added. “One of this generation’s priorities is to constantly keep learning and enhance their skills. Hence, organisations should also invest in academic learning to meet this requirement.”
Additionally, most millennials are quick to embrace disruption, as opposed to their predecessors. Companies use this to their advantage by challenging them with dynamic environments that allow them chase new ideas.
INSPIRING LEADERSHIP
According to various studies, less than 30% of millennials are truly engaged in their work and only 57% are satisfied with their pay. Is it surprising then that 38% plan to leave their jobs within two
years?
Companies can bridge this generational discontent by offering more management opportunities to the youth. They should design a leadership development strategy that engages, develops and retains top talent, allowing them to scale the ranks.
“To recruit and retain millennial employees, we highlight benefits such as competitive salary, health insurance, professional development, job flexibility, remote work and company culture. We motivate our younger employees by providing them with a clear company vision and emphasising job flexibility and collaboration,” he explained.
Taj, North Goa develops organisational skills of its young talent by conducting annual performance appraisals that measures critical aspects of their work. It also provides counseling, where colleagues can approach the HR Manager or senior management directly to get their grievances addressed.
From a leadership development standpoint, hotels also need to explore attributes like social values, sustainability, diversity and inclusion, collaboration, tech innovation and empowerment across hospitality programmes and internship opportunities. It is imperative to develop a strategic training programme that communicates the importance of managing bias, promoting pay equity and acknowledging all cultures. This makes it easy for the workforce to participate in varied resource groups, shift departments and engage in mentorship programmes.
After all, the secret sauce of success with millennials is a strong focus on engagement. Adopting an employee-first approach allows companies to flourish, since its associates will proactively give the best service to customers.
ONWARD AND UPWARD
Monotony bores millennials, setting them apart from their precursor generation that thrived on routine. When unsatisfied or unconvinced, they are unafraid to question authority, which can sometimes
rile their line managers.
Supervisors can overcome this challenge by taking a keen interest in the career goals of their young subordinates. They can leverage their experience to assist the latter in evaluating potential career options that match their skills, qualifications, salary expectations and future roadmap.
The management, too, should prioritise staff bonding by advocating for frequent check-ins with millennial employees and scheduling regular reviews along with personalised performance rewards. “Everyone likes to be appreciated and recognised. Such initiatives can improve organisational values, enhance team efforts, increase customer satisfaction and motivate certain behaviour amongst staff members,” Ahluwalia pointed out.
Bridging the generational discontent by providing millennials with leadership opportunities and helping develop their management skills to its full potential is win-win all around. Companies will gain value-driven talent, while their millennial workforce will gladly assign their loyalty to the company.
