PART 1The integration of IT into daily hotel

operations: Using technology as one aspect of managing staff

Lukas RitzelPrasena

Lukas Ritzel, Swiss, management• Professional Details: Mr. Lukas Ritzel currently is Manager ICT with DCT International Hotel

& Business Management School, responsible for all virtual and collaborative technologies on campus, as well as faculty lecturing on different management topics.

• Mr. Ritzel has been in international management since over 20 years, has done workshops and presentations in 40++ countries in 4++ languages.

• Further; Mr. Ritzel is Cofounder of Change Management consulting company Prasena (www.prasena.com), his company got in 2004 the Purple Cow award of companies who "make a difference" from the FAST company.

• Mr. Ritzel has been working for Accor Asia Pacific as a consultant to the group in the innovative usage of technologies for all their Asia Rim

• Mr. Ritzel is a specialist in Creativity, eLearning, Management of Change, Learning Organizations and Knowledge management . His own teaching site is at http://www.dct.ch/ict/dct.htm.

• Mr. Ritzel is Switzerland chapter President of the Digital Workforce Education Society (www.digibridge.org).

• Mr. Ritzel has been speaker (in real as well as virtual) at many international conferences, some of his best presentations can be seen at Prasena's Virtual_U (http://www.prasena.com/public/virtual_u.html). Google "Lukas Ritzel" for more digital footprints.

• Online CV available at http://www.prasena.com/public/cvlor.htm

From Web1 to 2

The YOU area

Web1.O

The Impact of Consumer Generated Media (CGM)

Campton Place Hotel: hotel class 5 stars

• AAA 4 diamonds (out of 5)• Fodors.com: 3.2 stars (out of 5)• Frommers.com 2 stars (out of 3)• Expedia: 4 ½ stars (out of 5)• Trip Advisor: 4 stars (out of 5)• Orbitz: 5 stars (out of 5)

%

•59•57•19

http://www.vibeagent.com/

http://www.tripadvisor.com/OwnerFeeds

Should your Hotel subsribe to such a RSS / CGM review feed – YES but...

To repeat: history/ transition• Web1.0

– The WWW as we knew it, email, google and your website

• Web2.0– Social feedback – everybody is part– The inclusion and merging of multimedia

content– Mashup google earth and video– Push technologies like RSS

What does that all mean?

• The days of old fashion advertisment is gone• The concept of static information , books,

brochures, articles, even images and simple websites has to be revised

• All such is transferred into kind of interactive knowledge flow. The user chooses himself what he wants to know about any product

• Advertisment becomes information, comparison, experience

The eWay

Samples of innovative eWays from various Hotels and Hotel chains

Pre Arrival Check in

e Concierge

http://www.hyattultimateadventurechallenge.com/index.php

Virtual Concierge

http://www.concierge.philips.com/

Another Mashup Philips and Concierge.com & more

e Folio

e Breaks

Customer Differentiation

• In hospitality today, where your only communication with your customers will often occur over the Internet, it is more important than ever to have a robust eCRM strategy. Learn how to establish mutually beneficial interactive relationships with your customers.

A Crash Course on eCRM

• Know Your Customer• Customer Service • Personalization • More Efficient Marketing • Build Customer Loyalty

Question, did your hotel imply some innovative ICT solutions?

Competencies in HR

How to use the talent of your workforce

.. And who is your workforce?

• “Silent” Generation (born 1930-1945)– Born with the military technologies that were to lead to analog, digital

and virtual technologies

• “Baby-Boom” Generation (born 1945-1960)– Born with the analog and astronautic technologies

• Generation “X” (born 1960-1975)– Born among analog technologies (telephone, TV), witnessed and

participated in the development of digital technologies

• Generation “Y” (born 1975-1990)– Born with the first generation of digital technologies, witnessed and

participated in the development of networked technologies

• … and soon, Generation “e” (born 1990-2005)– Born in the midst of new technologies

Efficient competencies management

Competencies ManagementINVENTORY

Structure

Responsibilities

Costs

UTILIZATION

Objectives

Performance

Costs

Competencies

DEVELOPMENT

People Acquisition Restructuring

People Development Divestments

Costs

CONTROL

Value Costs

Return on Investments

The single most important resources

management challenge in our

knowledge-based, internet driven economy

Questions that HRM should be able to answer – traditional HR cannot!

- What positions do we have in the organization chart, and for what purpose?

- How do these positions relate to each other and what is their relative importance?

- What is each individual employee capable of, and how does it help the organization?

- When and how should we restructure the organization over time?

- Who should we recruit to fulfill tomorrow’s needs, and how?

- How should we develop each of our individual employees over time?

Process Steps

CompetencyCompetencyDictionaryDictionary

Ste

p 1

PositionPositionRequirementsRequirements

Ste

p 2

CompetencyCompetencyEvaluationEvaluation

Ste

p 3

GapGapAnalysisAnalysis

Ste

p 4

Competency Dictionary• Objectives

– Identify and define all the behavioral, functional and technical competencies required for the organization to maintain its unique corporate culture and its competitiveness over time

• Processes– Through working session with

corporate leadership– Identify the main competencies that

are required for the organization to remain unique and competitive

– Classify these competencies in relevant clusters

– Define each competency, and develop a five-level evaluation scale to facilitate evaluations

– Produce the Dictionary

Competency Competency DictionaryDictionary

Ste

p 1

Sample of Competency Dictionary

Follow up part 2 in second presentation

Lukas Ritzellritzel@prasena.comwww.prasena.com