Sample Assignment on Employability Skills - Assignment Prime Australia

Employability Skills
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TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
1.1 Developing set of own responsibilities and performance objectives.....................................1
1.2 Evaluating own effectiveness against defined objectives:.....................................................2
1.3 Recommendations for improvement......................................................................................3
1.4 Review of motivational techniques to improve quality of performance...............................3
TASK 2............................................................................................................................................4
2.1 Developing solutions to work-based problems......................................................................4
2.2 Communication in a variety of styles at various levels to develop solutions to work-based
problems......................................................................................................................................5
2.3 Effective time-management strategies:..................................................................................5
TASK 3............................................................................................................................................6
REFLECTIVE.............................................................................................................................6
TASK 4............................................................................................................................................6
4.1 Evaluating Tools and methods to know the problem in an organization...............................6
4.2 Strategies to solve the problem..............................................................................................7
4.3 Impacts on the business after implementing the Strategy.....................................................7
CONCLUSION................................................................................................................................8
REFERENCES................................................................................................................................9

INTRODUCTION
In today's high competitive world, employers possess good amount of choice to hire and
promote employees. They have skills for acquiring, sustaining and making job successful. Here,
the principle of employ ability skills is fruitful. An employee's skills and attitudes helps him to
make critical decisions, sought out queries and develop strong professional relationship in an
organization which can be defined as his employ ability skills. They are also known as 'soft
skills’ that are foundation of one’s career building blocks (Houston, 2005). I am working as HR
Executive in an eminent hospitality industry gem, Hilton Hotel, UK for quiet long time. Hilton
hotel is one of the largest and fastest growing hospitality companies. In this report, I am
assessing my own skills and abilities to successfully perform in the Hotel.
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TASK 1
1.1 Developing set of own responsibilities and performance objectives
As there are always job specifications for a post from an employer's side. On the other
hand, the employee himself/herself needs to set standards of responsibilities and performance
objectives. This builds in a sense of responsibility and developing habit of accepting challenges.
Working as a HR Executive in Hilton Hotel, my prior responsibilities and performance
objectives are as follows:
Own Responsibilities:
To ensure and monitor smooth functioning of recruitment and selection process.
Maintaining online performance system, pall roll system and monthly reporting.
Providing assistance in determining departmental training requirement.
Managing employee relations in the hotel to extract better performance from the
employees.
To assist and resolve the queries and problems related to team members and
management.
Requires to participate, support and advice the managers in the Hotels policies and
procedures.
Performance Objectives:
By working in the hospitality industry, good command over language and good
communication skills is the primary objective.
Better understanding and good knowledge of employment law and employee
relations.
Flexibility should be present to respond to different work conditions.
Positive attitude towards teamwork and develop motivation among the team
members.
Developing and maintaining standards to groom myself even in pressurize
conditions.

1.2 Evaluating own effectiveness against defined objectives:
I have mentioned above my responsibilities and set performance objectives for the
company. Now, it is beneficial for me to evaluate my effectiveness against the desired objectives.
First of all, it is important for me as a HR Executive to participate and support in the company's
policies and procedures. I attain this objective by introducing the policy frameworks for new and
existing employees of the company.
Secondly, my objective is to recruit right people at right post and precise time. I will
peruse and monitor each and every proceedings of the recruitment and selection process. The
new appointees will be examined on the basis of various tests and interview. Proper
communication channel will be established to make them aware about their selection procedure.
After their appointment, I need to define them rules and regulations of the company
which will help them to understand the work culture of the company. It will help them to work
effectively. Also, I require good knowledge and understanding of employment laws and
employee relations.
As a HR, my objective is to retain skilled and qualified employees for the organization. I
will make use of various motivational tools and techniques to retain them. Performance
Appraisals will encourage and empower the employees to perform the required set standards.
All these functions will require my keen participation and effectiveness to attain my job
responsibilities as compared to my performance.
1.3 Recommendations for improvement
There are various business activities happening in and out of the company. Some of them
are favorable and easy to deal with, while some requires experience and knowledge to make
proper decisions. I have been working in Hilton Hotel for quiet long time. During my probation
period, I lacked good communication skills with my managers and peers. Being a reserved nature
person, I use to hesitate while communicating in my workplace. There was lack of confidence in
presenting my thoughts and ideas for a particular task. My written and verbal communication
skills were confined to limited thoughts and lack clarity in explanation.
Later, I was motivated and guided by my heads and I too decided to develop and improve
my communication skills. I took various measures to modify and acquire better communication
skills. I started writing assignments and reports on the daily basis to make sure that good

command over language are developed. I even started performing group assignments rather than
working individually. Here, the company supported me by providing extra training and
development classes. There the trainers led emphasis on both oral and written presentations
equally. Gradually, I started implementing these lessons in my workplace. I also visited blogs and
websites of different economists, authors, motivators and consultancy providers. All these
measures contributed in building a good communicator in me (Stoner and Milner, 2010).
1.4 Review of motivational techniques to improve quality of performance
The motivational techniques are implied by every management of an organization to
encourage and improve the performance of the employees. These techniques can be classified
into two categories – financial and non-financial. Impact of both components can be understood
below:
 Financial Motivator: Money is the first priority to engage and encourage a person in
work. It can be provided to the manpower in the form of increased wages and salaries,
bonuses, medical reimbursements, bonuses and even profit-sharing.
 Recognition: A word of praise, latter of appreciation, awards and certificates gives a
positive satisfaction and sense of recognition to each individual in the organization. It
inspires the skilled employees to put in best efforts in their work (Raybould and Sheedy,
2005).
 Participation: This motivation tool brings a sense of affiliation and accomplishment
among the subordinates. It brings physical and mental involvement of individuals in the
decision making process of an organization.
 Status: Social status of a person satisfies his/her egoistic needs. It is a psychological
factor where few status symbols in the society assure an individual at higher post (Mason,
Williams and Cranmer, 2009).
 Competition: One more motivational tool used as a motivator is-competition. Many
persons perform better when they are provided certain tasks to compete with their
colleges. It can be done through praises, appreciation letters or financial incentives
(Mason, Williams and Cranmer, 2009).

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TASK 2
2.1 Developing solutions to work-based problems
Problem-solution cycle is the routine of hotel group i.e., problems come in the working of
a structure and solutions are laid down to solve them. Many examples of workplace problem can
help in understanding the issues that occur in a company. Every member in the hotel has his own
set of responsibilities. Sometimes the delegation of authorities is clashed because of lack of
communication and misinterpretation. This effects the decision making process to a large extent.
Therefore, clear line of authority should be established and maintained by the managers.
Communication channel should be clear and classified (Wilton, 2011).
Another issue faced by the hotel entity is lower retention percentage of skilled
employees. Due to existence of different factors and attitudes of the workforce this issue
generates. The employees are either not satisfied with the existing working culture of the hotel
group or they are attracted by other better opportunities. The solution to such brainstorming
problem is regular feed backs and suggestion from the employees is taken in consideration
(Saunders and Zuzel, 2010). The motivational tools i.e. financial and non-financial benefits help
to retain the employees in the company. Thus, mainly the hotel faces these two work-based

problems but with the use of some theories and techniques situations can be improved and
implemented.
2.2 Communication in a variety of styles at various levels to develop solutions to work-based
problems
The hotel group requires a strong communication channel or medium at various levels of
the company to guide and monitor its work. Starting from the lower level of hierarchy, the
manager provides guidelines and instructions to the staff through informal way of
communication i.e. face-to-face communication. The subordinates and instructed and
communicated through formal written documents in the form of letters, reports, memos and
spreadsheets (Sheldon and Thornthwaite, 2005). The procedure is followed generally in written
form to make sure that the guidelines are understood clearly and implemented effectively by the
staff of hotel. Now, for the upper level or the higher executives and officials the communication
system adopted in the form of annual meetings and reports. The threats or the opportunities of
the hotel group is addressed to the higher officials through even mails, blogs, newsletters,
telephonic conversation and video conferencing (Martin, West and Bill, 2008). Thus, the
communication process plays a vital role in the working of the organization.
2.3 Effective time-management strategies:
Hilton hotel make use of the following time-management strategies to improve
productivity and accomplish the expected objectives of the hotel group:
 Identification of time spent on each and every task performed in the working of the hotel.
It helps to determine whether the employee is investing right amount of time to the right
activity.
 Preparation of to-do list on weekly, monthly or quarterly basis which establishes set
priorities to perform a task (Cassidy, 2006).
 The managers make use of personal planning tools to improve the productivity of the
company. Writing down tasks, schedules and memory joggers free the minds of its
employees to focus on their priorities.
 Another strategy is to avoid multitasking activities as it reduces the productivity of the
employees.

 The employees start are made to manage their external time wasters like long talks on
call, constant messaging etc. during the working hours of the hotel (Joshi, Sarker and
Sarker, 2007).
Such time-management strategies help to create less stress and more things to perform in the
company which is fruitful for its functioning.
TASK 3
REFLECTIVE
As per the research activities performed in the report, I have to come to an assumption
that a hotel sector like Hilton Hotel suffers from the team based issues which impacts the
organization's working. Through various action plans and strategies of team build up, the
organization can overcome this problem.
TASK 4
4.1 Evaluating Tools and methods to know the problem in an organization
The most basic problem faced by the hotel sector or any service based industries under-
performing employees. The disengaged employee over the workplace can sap the life from any
business. As in hotel sector, guest satisfaction is the base goal to be achieved by them, but how
can it be achieved if the employee itself is not satisfied by its job. Simply, deploying the
employee is not the solution, as an alternative to figure out how to help floundering employees
reengaged at work would help in the situation.
Through Guest Feedback: The problem of employee under-performing was generated
from the Guest Feedback which recorded a great dissatisfaction level during their visit to
the hotel (Williams, 2005). As the employees/waiters were incapable of attaining
customer's interest by their services resulted failure in the feedback.
Survey: to determine the problems being faced in the hotel sector, the management could
carry out a structured interviews in order to collect primary data and secondary data.
These two methods were appropriate and effective in collecting appropriate data in
accordance with job satisfaction and work performance of the employees in the hotel.
Complaints: the management can also generate an idea about the problems as through a
general summary of the visitors complaints in the hotel and the employees working

during that duration of visitor's visit would generate data which helps in assessing the
basic reason behind the problem of employee dissatisfaction (McArdle and et.al., 2007).
It also creates a list of more problems faced by the guest, in other sector rather than
dissatisfaction through employee's services.
4.2 Strategies to solve the problem
Some of the measures to overcome the situation of employee under-performing or job
dissatisfaction are:
Getting Feedback: Sometimes a nudge in the right direction to the employee makes him
getting back on the track. Communicating with the employee would help in clarifying
the reason of dissatisfaction. Modifying the structure of the person's thinking would help
in modifying the person's approach.
Training: training employees reinforces their sense of value and nature of working and
handling the situation. Though, it costs to the company, but helps the employees in
refocusing to their goals and achievement (Dacre Pool and Sewell, 2007).
Mentoring: a program, like mentoring, integrated with a goal-oriented feedback system
provides an organized structure for developing strong relations within an organization
and is a solid base for employee retention and growth. Basically mentoring a employee
refers to placing that person who has less experience in that area with the person having
more experience in that similar area in order to develop specific competencies, furnish
appropriate feedback and structuring an individual career.
Providing growth opportunities: company should generate workshops to help employees
in increasing their understanding about their careers and enhance goal setting efforts.
Promotion: motivation through promoting and rising the incentives of the employees also
helps in solving the problem of employee dissatisfaction and overcome that situation
(Singh and Singh, 2008).
4.3 Impacts on the business after implementing the Strategy
After applying the appropriate strategy for overcoming the barrier of job dissatisfaction,
the possible impacts on the business would be:

 Attending the guest: the motivation process of the management for the employees would
somehow enhance their potential to overcome the deficiency of customer dissatisfaction.
By attending the guest with positive attitude and services would generate better appraisals
from the guest which will further motivates the employees (Wickramasinghe and Perera,
2010).
 New start-up: promoting the employees would encourage their morale and support them
in setting up a base for the employees to start their process of performing duties and
services to the visitors.
 Handling the task: through proper training and development, employee builds a new
perspective towards handling the task. It generates a wider ability of thinking over
handling the situation among the employee's mind (De Marchi, 2009).
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CONCLUSION
Through this report, it's clear that by applying proper retention strategies an organization
can retain its employees. It’s a fact that in hotel industry, the employment practices followed by
the hotels have a great impact over the productivity of its employees. The needs of employers are
constantly developing which is making the employee's role more responsible against its duties in
the organization.
REFERENCES
Cassidy, S., 2006. Developing employability skills: Peer assessment in higher
education. Education+ Training. 48(7). pp.508517.
Dacre Pool, L. and Sewell, P., 2007. The key to employability: developing a practical model of
graduate employability. Education+ Training. 49(4). pp.277-289.
De Marchi, B., 2009. The risks of communication. Epidemiologia e prevenzione. 34(5-6). pp.
87-90.
Houston, D., 2005. Employability, skills mismatch and spatial mismatch in metropolitan labour
markets. Urban Studies. 42(2). pp.221243.
Joshi, K. D., Sarker, S. and Sarker, S., 2007. Knowledge transfer within information systems
development teams: Examining the role of knowledge source attributes. Decision
Support Systems. 43(2). pp. 322-335.
Martin, L., West, J. and Bill, K., 2008. Incorporating problem-based learning strategies to
develop learner autonomy and employability skills in sports science undergraduates.
Journal of Hospitality, Leisure, Sport and Tourism Education. 7(1). pp.18-30.
Mason, G., Williams, G. and Cranmer, S., 2009. Employability skills initiatives in higher
education: what effects do they have on graduate labour market outcomes?. Education
Economics. 17(1). pp.130.
McArdle, S., and et.al., 2007. Employability during unemployment: Adaptability, career identity
and human and social capital. Journal of vocational behavior. 71(2). pp.247-264.
Raybould, J. and Sheedy, V., 2005. Are graduates equipped with the right skills in the
employability stakes?. Industrial and commercial training. 37(5). pp.259263.
Saunders, V. and Zuzel, K., 2010. Evaluating employability skills: Employer and student
perceptions. Bioscience Education. 15(1). pp.115.

Sheldon, P. and Thornthwaite, L., 2005. Employability skills and vocational education and
training policy in Australia: An analysis of employer association agendas. Asia Pacific
Journal of Human Resources. 43(3). pp.404425.
Singh, G.K.G. and Singh, S.K.G., 2008. Malaysian graduates’ employability skills. UNITAR e
Journal. 4(1). pp.1545.
Stoner, G. and Milner, M., 2010. Embedding generic employability skills in an accounting
degree: development and impediments. Accounting Education: an international
journal. 19(12). pp.123138.
Wickramasinghe, V. and Perera, L., 2010. Graduates', university lecturers' and employers'
perceptions towards employability skills. Education+ Training. 52(3). pp.226244.
Williams, C., 2005. The discursive construction of the ‘competent’learnerworker: from key
competencies to ‘employability skills’1. Studies in Continuing Education. 27(1). pp.33
49.
Wilton, N., 2011. Do employability skills really matter in the UK graduate labour market? The
case of business and management graduates. Work, Employment and Society. 25(1).
pp.85-100.

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