Integration booklet Sector Specific Details Hospitality
Integration booklet Sector Specific Details
HOSPITALITY
The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.
Content Introduction
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Challenges for integrating NEETs
8
Recommendations for integrating NEETs
9
Integration of NEETs
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Best practices in Hospitality
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4
Do I wish to acquire a specific skillset and enter the workforce?
r s fo
y wa ath
p
ng rni a e l
?
my life will continue as it currently is!
No
NGO
Yes
Training centre
Social inclusion actors
School
Social protection dept.
seek guidance from community
reference document: integration brochure
Sourcing & indentification phase Integration phase
Appropriate Agency/Association Reference documents: Integration booklets
Acquire employability skills*
*Adaptability for work Respect for authority/rule Motivation Self confidence
social referent/mentor Acquire sector specific employment skills in training centre social referent/mentor
Subsidised job (work experience) short term employer
“on-the-job” “off-the-job” Integration phase
Further education and/or training
At work: Acquire sector specific employment skills
Skilled Competent worker
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Formal apprenticeship
Introduction In Europe the so-called NEETs (Not in Education,
The policies implemented by Member States to
Employment or Training) are considered as one of
ensure a greater participation of young people in
the most problematic groups in the context of you-
education and employment involve a wide range of
th unemployment. Thus, according to Eurostat, in
different initiatives. These policies often intervene at
2011, 7,5 million people aged between 15-24 years
different points along the pathway to employment,
and 6,5 million people aged between 25 and 29
which describes young people’s journey through
years were excluded from the labour market and
formal education and their transition into the labour
education system in Europe. In 2012 the popula-
market and employment.
tion of NEETs reached a level of around 15 million
For many young people, this pathway from educa-
among those aged 15–29 (Eurofound, 2012a).
tion to employment is not straight, and those who
This is an enduring problem at national level. The
become NEET have gone astray somewhere along
NEETS are one of the European priorities in terms
the way. Policies tackling the NEET problem are
of employment and inclusion of young people
therefore either preventative interventions that keep
across Europe.
young people from leaving this pathway or interven-
This Integration Booklet is the result of the close collaboration, co-operation and the sharing of experience between companies and youth training centres during the research phase of this project.
6
Source: Eurofound (2012:108)1
tions that tackle the issue of bringing young people ‘back on track’ to continue their way, develop their
The aim of this Integration Booklet is to provide
skills and participate actively in society.
potential employers and training agency staff with
This booklet will help supportive employers and
general information that will assist them in enabling
career guidance professionals to enable NEETs to
NEETs to gain entry-level employment opportuni-
make informed decisions about future career paths
ties and/or access into the hospitality sector.
and have a better understanding of how, in the
Some of the “best practices” examples given will
future, occupational inclusion in the hospitality and
show how NEETs might be introduced into the hos-
tourism industry can be achieved. This will result in
pitality sector, and thereby encouraged to pursue
optimal benefit for the individual, the employer and
a career path in this labour intensive and people
society.
focussed industry.
7
Challenges
for integrating NEETs
Integrating NEETs may be challenging for several reasons, (educational, behavioural and professional)
• The NEETs generally lack self-esteem, which is
however our research shows that it can be very
necessary in order for them to visualise themselves
rewarding for both the employer and the individual.
as future competent skilled workers;
These challenges may be:
• Mobility issues and transport to and from work
• The NEETs may have a very low level of educa-
may pose practical challenges.
tion and difficulties in understanding and in expressing themselves, which remains a barrier for many applicants; • The NEETs may lack practical work experience; • NEETs may have difficulties in accepting the disciplines and structures of the workplace and may lack motivation; • Offering a NEET a possibility of training and/or employment can unlock the inherent potential within the individual, benefitting the employer, society and the individual;
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Recommendations for integrating NEETs
Considering the above mentioned challenges, and
Sourcing and identification of NEETs
on the basis of the research and interviews conduc-
• Sourcing of NEETs should be done primarily with
ted with relevant stakeholders during the ANEETs
social inclusion actors. Close relationships between
projects, recommendations in order to successfully
companies, training centres and social actors were
source, identify and eventually integrate young
found to be effective. It is important that the needs
NEETs are listed below:
of companies, and upcoming job opportunities, are known to local social actors and training centres. • It is important that companies are involved in the whole process of the recruitment of NEETs, and not only during the integration phase. • Set up both information sessions and guidance centres. An outreach team put in place is useful to drive information sessions that allow the training centres to inform and educate candidates for training. In addition, a guidance centre could be put in place to make available a details of local training initiatives and local job opportunities.
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Integration
of NEETs to the training centres, this will enable centres
It is important that the recruitment of NEETs
to respond to any difficulties encountered.
are made by a qualified and professional
• A key requirement of the person in charge of
person who is familiar with NEETs, and
the process is that he/she should have fore-
their particular circumstances.
sight, ability and flexibility, to be able to identify possible problems as soon as possible, and to
• Monitoring the progress of the NEETs be-
be able to put appropriate corrective actions
fore and during the contract. It is essential to
and the necessary resources in place quickly to
conduct regular evaluations of the individuals’
resolve any issues arising.
progress. During the process, is essential to focus on: motivation, interpersonal skills, technical skills, as well as adequacy between the goals of the company and the candidate’s career expectation. • It is necessary to create real interactive dynamics between the world of business and training centres, so that feedback can be brought
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Best practices
in Hospitality
The entire training process is recorded and verified on the NEETs passport. Indeed the indicative list of employability and employment skills are listed below and should be recorded in the passport: Employability skills
Employment skills
• Food safety and hygiene
• Customer service
• Dealing with the public
• Workplace safety
• Communications
• Food preparation and serving
The detailed flowchart already shown, outlines general best practices as agreed by the ANEETs project.
Examples are shown below to outline current “best practices” across employers in the EU partner countries.
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The Imperial Hotel Located in the heart of Cork city, the four star Imperial Hotel is Corks most centrally located hotel. Part of the Flynn Hotel group, which is family owned and run, the 200 year old Description
building combines the old with the new, having undergone extensive refurbishments. It is situated right on the doorstep of Corks commercial district making it the perfect retreat for the business guest. Young people are recruited locally and are suitably qualified for the particular job in question within the hotel. A key selection consideration that was frequently highlighted during our research was the importance placed by hotel management on the personal apprearance, attire and attitude of the candidate. The demonstration of “good manners” during the interview process was also viewed very favourably.
Methodology
In particular, young candidates who are hired for the more menial jobs in the industry ( e.g., washing dishes in the kitchen) are monitored over time, and if the proper attitude and application are demonstrated, then more challenging work is offered. “They are given a chance” was how this informal assessment process was described. Thus, it is possible for ambitious young workers to progress within the sector, if the appropriate attitude and willingness to work are shown by the young person.
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Working long unsocial hours for minimum pay will not appeal Methodology
to everybody, but, if in doing this, a valuable and transferrable skill-set is acquired, then it might become a more attractive proposition. The Imperial Hotel is an old, well-established and highly respected player in the hospitality sector in Cork city. The hotel
Details of the BP (best practice)
is accutely aware of both (i) its image as a great place to stay, and (ii) its position within the local community and society. While they do not have a formal Social Corporate Responsibility policy, they are very good employers who treat their unionised workforce with respect and dignity. The Imperial Hotel
Contact
South Mall, County Cork, Ireland Tim Herlihy +353 21 4274040
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Youth Train Community Centre Wexford Youth Train’s focus is in preparing young people for Work, Further Training and Education. Experienced and dedicated staff work with young people to build on their strengths and support them to overcome obstacles to their development. Description
The connection to the community, other agencies and local employers is key to the success of the organisation. This centre provides NEETs for 1. Local Hospitality Sector, including hotels 2. Electronics/IT Sectors 3. Local engineering companies.
The first step is to provide training for the workplace for the NEETs. These employability skills are essential in order to make the NEETs attractive for any potential employer. There are 4 mandatory employability skills recognised by Youth Train, namely : • Manual Handling Details of the BP (best practice)
• Workplace Safety • Communications • Functional Mathematics A series of additional employability skills are taught, and these may vary reflecting the expertise of the Training Centre. These may include the following: • Customer Service
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• Teamworking • Basic Information Technology/Computer Literacy • Food Safety This suite of skills are taught over a 12 to 18 month period and a formal qualification is awarded (QQI Level 3 Award).
Details of the BP (best practice)
It is now desirable to expose NEETs to a real life work experience. The Centres have, over a long time, developed a close working relationship with local enterprises and real effort is made to “match” the preferences, and emerging skills, of the NEETs with the practical needs of local employers. This leads to work-based job placement. Upon completion of the work placement, NEETs are encouraged to reflect on what they have learnt during the experience and to review their personal preferences for further skills development. This process is actively supported by their career guidance team. Decisions made at this point will determine what specific employment skills are needed to enable the NEETs to pursue their chosen career in the industry sector of their choice. The acquisition of these skills may be a combination of “on-the-job” and “off-the-job” training and will ultimately lead to the NEETs becoming a fully competent and skilled work in their chosen field. At this stage, further training and/or educational opportunities may arise, and for the first times in their lives, the former NEET has real options available to them further advance their careers.
Contact
Youth Train Community Training Centre Whitemill Industrial Estate. Wexford, Ireland Paul O Brien, Manager +353 53 9124060 youthtrainctcwexford@gmail.com
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Formation Emploi Tremplin (FOR.E.T.) FOR.E.T. (Training Job Springboard) is a Brussels-based private “not-forprofit” company specialised in the catering professions (cook and clerk) and hotels professions (housekeeping). The organisation is running a pedagogical restaurant and is providing catering and cleaning services to youth Description
hostels in Brussels run by the non-profit organisation “SLEEP WELL”. Its priority is to foster low-skilled people inclusion in the job market, (with a specific focus on the unemployed, those with little schooling and young jobseekers) via vocational training. This method involves a written test and a personal interview. FOR.E.T. uses a work-based learning methodology (“Méthode d’apprentissage par le travail”). Professional practice is a priority. Vocational training is provided in the real context of a work situation, in contact with customers who go to the restaurant and to the educational Hostel “SLEEP WELL”. By doing so, the programme participants acquire direct practical skills and “know-how” which then provides a basis for more theoretical learning. In addition, trainees must perform maximum 152 hours in a company.
Methodology
• Housekeeping training: 2 days of theoretical modules (English, Dutch, introduction of the sector, communication and professional theory) and 3 days of practice in the youth hostel. • Assistant cook and clerks training: 640 hours of training where 4/5 is dedicated to professional practice in the pedagogical restaurant which is open 4 days per week at lunch time and 1/5 is dedicated to theoretical modules such as communication and employment law.
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• Assistant cook training via the career bridging programme: It follows the Methodology
same methodology described above, the only difference being that trainees have a working contract and the theoretical module (80 hours scheduled by the contract) is organised when there are gaps in the work timetable. • Number of young people integrating the training: 34 of which 4 Programmes of career transition (“Programmes de transition professionnelle”) • Number of tutors/trainers: 3 • Number of NEETs integrating the training: +/-30%.
Details of the BP (best practice)
• Programme (main features): Recruitment, individual motivation interviews, training, individual assessments with clarification of the professional project, training, 6-month assistance in putting to employment. The programme lasts 5 to 24 months. • Added value of working with NEETs: Meet the needs of companies while respecting the individuality of vulnerable youth. Formation Emploi Tremplin (FOR.E.T.) asbl Bd de la 2ème Armée Britannique, 27, 1190 Bruxelles.
Contact
http://www.asblforet.be/ Maggy Iglesias, Manager +32 2 34 38 945 maggy.iglesias@skynet.be
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FUNOC Since 1977, FUNOC - Formation pour l’Université Ouverte de Charleroi (Training – Open University - Charleroi) has developed a series of training schemes for young and low-skilled adults and with little education in the Charleroi area. Each Description
year within FUNOC, more than a thousand people have the opportunity to train and qualify. FUNOC develops actions to attract the attention of NEETs in the disadvantaged areas of Charleroi, by working both on culture, painting and street art at the same time. • Professional rehabilitation: all training aims to give people greater chances to find or regain employment. • Reintegration into skills training: FUNOC acts as a “bridge” between those who want skills training and training centres that require certain prerequisites.
Methodology
• The self-confidence recovery and “re-socialisation” to find a new dignity, and the strength to explore new learning pathways. • “Social rating”: An expected outcome is to enable participants to acquire skills to act and participate in society as full citizens. A better understanding of economic, social and cultural mechanisms enable them to make responsible choices.
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• Number of young people integrating training : 1500 (about 20 % are NEETs) • Number of tutors/trainers: Trainers, integration officers, guides for employment (20) • Number of NEETs integrating the training: 30 Details of the BP (best practice)
• Programme (main features): Awareness raising, information, and guidance, classroom workshops, works on school-construction sites, traineeships. The programme lasts 12 weeks (3 sessions per year) • Added value of working with NEETs: Social and professional integration, making the link, enabling young people to re-evaluate their environment. F.U.N.O.C, Avenue des Alliés, 19 6000, Charleroi, Belgique
Contact
www.funoc.be Joëlle Van Gasse (Director) +32 497 03 90 82 j.vangasse@funoc.be
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Hotel Museu Llegendes De Girona “We don’t sell rooms, we offer emotions!” This is how the Hotel Museu Llegendes de Girona advertises itself. In his stately house, according to tradition, lived Saint Narcís, Bishop, Martyr, Saint and chief of Girona, between 304-307aC. Mark Zuckerberg and Priscilla Chan, the Roca brothers from “El Celler de Can Roca” (best restaurant in the world 2013, 14), recently stayed at the Hotel. Description
The more than 100 plates, busts, marble details of the artist Gerard Roca, transforms the HOTEL into an authentic museum. Each room has the name of a legend. The hotel introduces their clients to 42 magical stories and legends of Girona, in 9 languages, in addition of Braille. The hotel location could not be better, it is situated in the Historic Town near the Cathedral and the “Call Jueu”, the Jewish quarter. From the very first day new employees have a guide/tutor to take them through the process; there is permanent contact between the trainee and the managing team in order to get
Methodology
real and constant feedback and to not overlook any detail. The friendly environment allows them to integrate, feel welcomed and valued. Our method is assay-error oriented as we want them to know on their own where there was a mistake or a bad result and analyse why and how to improve the process.
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The Hotel management proposes a couple of short term objectives, and then evaluates the results. They value the positive feedback of newcomers. They allow them to engage in activities they feel more comfortable at the initial stages so quickly gain confidence. The new comers have a permanent contact with experienced workers who have a high level of responsibilities. Details of the BP (best practice)
Protocol is very important in the hospitality sector. Behaviour with the clients, corporative image, company’s culture and philosophy, are key pillars of their training. The Hotel Llegendes is looking for motivated persons who are prepared to work in a top class hospitality environment. The selection of the newcomers is important. Communication and language skills are also seen as an important asset in the selection of workers. HOTEL MUSEU LLEGENDES DE GIRONA Portal de la Barca, 4, 17004 Girona - Spain
Contact
www.llegendeshotel.com Anna Mallart VallmajĂł +34 972220905 info@llegendeshotel.com
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SODEXO (Belgium) Sodexo Belgium is a branch of the Sodexo group, world leader in ‘Quality of Life Service’ such as on-site services (for example, preparation and delivery of ready meals for schools, rest home, university and companies). The company operates on 1,200 sites across Belgium. Sodexo is a corporate citizen that wishes to share with its emDescription
ployees and customers the same social values. The company has been acting for 15 years to facilitate professional re-insertion and improving living conditions for vulnerable population: long-term unemployed, low-skill jobseekers, with a specific focus on young people. Sodexo mainly trains young people for the 5 following jobs: assistant cook, room clerks, sales staff, technicians, administrative officers and technicians. Sodexo has close contact with training centres. The young trainee is selected in the training centre depending on the company needs. A meeting on site is organised between the trainee, the tutor and a member of the HR department.
Methodology
The company has a training policy which can be described as follow: • Sodexo site commanders are trained in terms of management team, communication, cultural diversity awareness. • A supervisor is designated for each apprentice. The supervisor selection is made taking into consideration in function of his
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professional experience as well as his pedagogical competencies. • Sodexo training policy allows the young person to acquire Methodology
new competences, essential to his or her professional development. Indeed, the company has an internal mobility policy and company tends to hire an apprentice upon completion of his or her training. • Number of young people integrating the training: 220 classical traineeships, 50 traineeships for young people with disabilities, 14 apprentices, 2 transition contracts (“contrats en transition”). • Number of tutors/trainers: 1 coordinator, 2 coaches and 1 tutor per trainee.
Details of the BP (best practice)
• Number of NEETs integrating into the training: n.a. • Programme: the main steps are trainee integration, appointment of the tutor, and monitoring of the training plan provided by the school or training centre. The programme can last up to 3 years, according to the contracts and agreements provided by training organisations. • Added value of working with NEETs: shows Sodexo as a corporate citizen with the objectives of sustainable development. Sodexo , Boulevard de la plaine 15, 1050 Brussels, Belgium http://be.sodexo.com
Contact
Christiane Dethier (HR Business partner) +32 499 565872 christiane.dethier@sodexo.com
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www.aneets.eu Graphic Design: Mireia Puigderrajols info@mireiapuigderrajols.cat
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