H S I chief executive Steve Hanrahan’s February column on degree training strategies for hospitality provoked a response from universities offering degree courses.
Hanrahan wrote: “We argued , however, in our submission to the Government, that the focus does not need to be too concentrated at degree level as many in our industry are adequately trained and skilled following completion of National Certificates and Diplomas at Level 4 and 5,” he wrote.
Executives from Lincoln and AUT universities respond.
27 March 2010
Dear Chauncy,
We write in response to the article ‘Revised training directions' (Steve Hanrahan, CEO of the Hospitality Standards Institute, in Hospitality, February 2010, page 40) and set out to support some of his commentary, but also, to disagree with some of his claims.
Both Lincoln University and AUT University agree with and fully support the concept of industry training; just as we support off-the-job training as provided by various institutions and universities. There is ample evidence to demonstrate that job retention, satisfaction, productivity and ultimately business profitability are linked to training and education both on and off the job. However, we disagree with Mr Hanrahan’s claims that the government focus does not need to be too concentrated at degree(s) level (Levels 7-10), on the basis that many (supervisors and managers) are adequately trained following completion of a certificate or diploma set at Level 4 or 5.
The debate about industry training versus degree level education is somewhat unproductive; the New Zealand tourism and hospitality industry needs both, yet Mr Hanrahan suggests that one is more important than the other, and degree level education may not be necessary. Such a public announcement can only reduce the industry’s appeal as an industry of career choice where training and education is important for all position levels. Training and education are important for the New Zealand tourism industry for well established reasons. However, training (that is, developing skills at a specific level of competency), is different to education, which is more associated with critical thinking skills that broaden and develop the mind. One is not more important than the other, but the two demand different weightings at different levels, and are arguably both necessary for advancement of the individual and the industry.
Mr Harahan’s view that the Government’s focus does not need to be ‘too concentrated’ at degree level (as many in the industry are apparently adequately trained and skilled following completion of National Certificates and Diplomas at Level 4 and 5), is remarkably short-sighted. A Level 5 Diploma may be sufficient for supervisory roles, but ‘management’ as part of business leadership, requires more education and knowledge than technical and operational skills provide if a business is to be strategically driven forward. We accept that management of a small standalone restaurant is quite different to that of a major hotel, but let us not sell the needs of management short just because some manage less complex operations than others.
The tourism and hospitality industry is well known for high employee turnover, low pay and its significant use of contingent labour – all facts that do not help stimulate the concept of a professional career in the mind of those looking for one. Mr Hanrahan suggests that a Level 5 Diploma is all one needs to supervise and manage, providing no encouragement to strive beyond a Level 5 Diploma and into higher level undergraduate and postgraduate or executive development courses, whose graduates are proven to make a significant difference to business growth and sustainability. It is at this level of education (as opposed to ‘training’) that we are able to address strategic issues such as advanced marketing, finance, human resource management, sustainability, strategy, etc.
We disagree with Mr Hanrahan’s comment: “… that many higher level programmes are not structured appropriately for those already in employment.” Lincoln University and AUT University offer degree courses on a part-time basis (albeit primarily scheduled during the day), and online study for distance students or those in full employment. Numerous other industries support their employees in part-time study at undergraduate level - what makes our industry so different? Both universities also offer postgraduate / executive education, delivered in a flexible learning mode, designed specifically for those in employment.
Research shows that the average hospitality manager stays in the industry for nine years; perhaps managers leave the industry because they are not offered higher level education that helps them grow as managers, thereby adding value to the industry. It is short-sighted to suggest that aspiring and future managers need no more than a Level 5 qualification.
If the hospitality industry wants inspirational supervisors and managers who can achieve a high level of technical, scholastic and research ability across a range of organisational disciplines that are complex and variable, who can analyse, interrupt and evaluate data and make appropriate responses and apply this in planning and resourcing, who can manage within broad areas with complete accountability for achieving outcomes, then this is well beyond a Level 5 Diploma. Indeed, this is the profile of a Level 7 graduate – that is, the holder of an undergraduate degree (see the NZQA Framework Levels). In addition, both Lincoln University and AUT University degree graduates are developed to be sound researchers and critical thinkers who are not afraid to ask the hard questions. They are educated not to make rash decisions on insufficient information, and have a desire to continue with their learning.
Both Lincoln University and AUT University have a commitment to work with the hospitality industry and the Hospitality Standards Institute to ensure that there is a seamless path of career training and education for every employee engaged in the industry. Together such organisations can provide the industry with the skill and education it needs to be the industry and career of choice.
Regards
Dr Anthony Brien, FIH
PhD, MSc Hospitality Mgmt, LCGI, PostGradDip Tchg
Senior Lecturer in Business and Hotel Management
Lincoln University
Dr Jill Poulston,
PhD, MHosp, BA, Dip Tchg
Head of Department, Hospitality
AUT University
Steve Hanrahan, Chief Executive HSI responds,
Our 2010 industry employment profile shows there are nearly 27,000 managers and supervisors in the industry. 17,000 (65%) of these managers and supervisors either have no qualification, or school/lower-level programmes as their highest qualification.
From what I hear and see in industry studying towards a degree is not a goal of many already employed due to the costs and time involved. However developing their skills to a higher level is a goal. The graduate profile of a Level Five (Diploma) learner includes competencies in areas such as operational and people management, facility utilisation, control systems, organisational direction and strategy, and quality management. These skills will enable graduates to progress their career in hospitality and be trained in areas relevant to employer needs.
I don’t disagree that aspiring to a degree is a good goal for some either in the industry, or planning to enter the industry. However I am concerned that if the commitment of public tertiary funds for hospitality training is focused on degrees then we may have issues with having a suitably qualified workforce at sub-degree level.