Outstending Magazine #3 – Hotel Management School Leeuwarden by HMSL Stenden

5 lessons for resilience from Niek van den Adel Alumni in the Middle East love to innovate, work hard and develop their career quickly Research How can the hospitality industry prepare for the future?

Learning from practice – Design Based Education is all about students solving real-life problems.

Wouter Hensens, Executive Dean in South Africa, sees students gain valuable cultural knowledge and experience.

MEET OUR ALUMNI!

7. Ben Haaksema, Independent Talent Acquisition Manager

17. Iris Koning, Senior HR Manager at PepsiCo 36. Lotte Bergsma, Talent Acquisitions Programme Manager – UK, Ireland & Iceland at Marriott International 41. Björn Olthof, Director Recruitment Hotel Operations & Corporate, Europe, Middle East & Africa at Hilton 45. Lynn Woltjes, Deputy Hotel Director at Nhow Rotterdam

4. Foreword by Academy Director Marco ten Hoor 6, 16. Did you know...? News and facts about HMSL 31. Tricks & tools for talent: This is how HMSL encourages its students 46. 24 hours in New York with Philipp Carsten Brüning

COLOPHON – Outstending is the annual magazine for the alumni and partners of Hotel Management School Leeuwarden.

Concept & Realisation: Marloes Tervoort – MT redactionele content Copy Editor: Marloes Tervoort Translation & Proofreader: Julia Gorodecky Art Director: Martijn Blokland Marketing & Communication: Pascale de Wijs – Likewise Hotel Management School Leeuwarden Communications: Stephanie van Oorschot, Charlotte Knol Contributors: Firma Fluks, Bram Patraeus, Monique Wijbrands, Ronnie Zeemering (ZeemeringMedia) Printer: De Bondt Graﬁmedia Communicatie BV Circulation: 2,500 Contact: Hotel Management School Leeuwarden, Rengerslaan 8–10, 8917 DD Leeuwarden; +31 (0) 88 991 7000 Follow us: @hotelschoolleeuwarden, Hotel Management School Leeuwarden at NHL Stenden

18.

Niek van den Adel

“I prefer to think: What can I learn from this?”

21.

Our research on innovation in the hospitality industry.

37.

Nicole Turnhout-Ammerlaan, Vice President of Operations Western Europe at Aimbridge Hospitality EMEA

“Having the talent isn’t enough. It’s also about what you do with it.”

42.

Alumni in... the Middle East love to innovate, work hard and develop their career quickly.

Talent

The Hotel Management Schools in the Netherlands are renowned for their admission procedure and strict selection of students. But does that mean that candidates have to meet a number of conditions and characteristics, or do we only look at talent? As director of Hotel Management School Leeuwarden (HMSL), I can wholeheartedly confirm that we are moving more and more towards ‘talent scouting’ in the broadest sense of the term. For us, it’s about talent and not about an archetype the ideal hotel school student must meet. The hospitality sector, as well as hospitality jobs outside the sector, can no longer be captured in one form.

Talent has many faces as well as many ways to express itself. So in our process, we select on talent and a broad spectrum of personality traits. Does this therefore mean that anyone can be admitted to HMSL? Well, actually, yes. Provided you have talent and the right motivation, and you meet the necessary entry level. The well-known path to studying at HMSL is still HAVO or VWO. We now offer multiple paths to diplomas through our continuous learning trajectory with all degrees, from associate degree to master’s. We also have a Work & Study programme, in which hospitality talent can continue to climb the ladder with the retention, and even with the help, of a job.

Are we bringing down the exclusivity and quality of the HMSL in doing so? Not at all. The requirements for a diploma remain just as high. We’re simply looking at talent more inclusively, because we believe in it. What’s more, we also believe in lifelong learning and that there are different moments and paths for talent in life.

What specific talent do our students actually possess? Is it leadership, entrepreneurship, knowledge about wine, sustainability or food...? Absolutely. But we can teach our students this knowledge. What really matters – the core talent we’re always looking for – is the ability to make another human being feel welcome. The drive and passion to do that is something we cannot teach our students; it’s a talent that is inherently there. We call it ‘hostmanship’, and all we can do is help our students bring that personal talent to the surface during their studies.

In a world in which AI will reset the entire labour market and no job is entirely secure anymore, I’m convinced that it is precisely this talent that AI will never be able to achieve. Hospitality is, and always will be, people’s work. Work that can only be done by talented human beings. And we cherish that talent and let it grow.

CREATING WHAT’S NEXT

Marco ten Hoor Academy Director

Hotel Management School Leeuwarden at NHL Stenden

Hotello of the Year Award

In January 2024 alumna Iris Koning (cohort 2011) walked away with the prestigious Hotello of the Year Award. After a final one-minute pitch, where the audience could cast their votes, she outshone Melle Schellekens (HTH ’09) and Ramez Ramzy (HTH ’14). Iris, serving as Senior HR Manager at PepsiCo, implemented a mentorship programme aimed at attracting and supporting female talent with a refugee background. Her initiative has since been implemented globally within the company and was honoured with PepsiCo’s Global Diversity, Equity & Inclusion Award in 2023. Now, Iris has added another noteworthy recognition to her achievements.

NXT GM CHALLENGE

The NXT GM Challenge is designed for talented hotellos: a student or recent graduate of one of the Dutch Hotel Management Schools. Thanks to his perseverance and creativity, alumnus Vince Meurders was the ultimate winner. On 1st September, Vince received the hotel keys for NH Schiller and NH Caransa in the heart of Amsterdam, where he will be working as General Manager for one year with top-notch support from experienced industry professionals. Vince follows in the footsteps of our alumna Lynn Woltjes (cohort 2020) who won the challenge the year before.

HOW DO YOU GET GEN Z TO YOUR HOTEL?

from a hospitality expert 5 tips

Gen Z represents a considerable part of the travel market and their share is growing, so it’s important that you adapt to meet this generation’s preferences. But how? Here are ﬁve ways to do so, according to Dr Rodney Westerlaken, senior lecturer and researcher with years of experience living and working in Bali.

1. Make it hyper-personal – A hotel room tailored to the guest’s preferences isn’t futuristic. AI helps hotels provide personalised experiences, even down to having their favourite wine or a family photo in their room.

2. Green, greener, greenest – Gen Z values true sustainability and sees through greenwashing. Hotels must implement real measures, such as investing in the local community and treating staff well, rather than just claiming to be eco-friendly.

3. Smart gadgets – Keycards are becoming obsolete. Gen Z prefers to use their phones for seamless experiences such as mobile check-ins, smart room functions and app-based services.

4. Authenticity above all – Gen Z seeks authentic experiences that connect them with the local community. Hotels should offer meaningful activities – such as beach clean-ups or bird tours with local experts – that benefit the environment and locals.

5. Instagrammable – Accommodations must be visually appealing but not just for the sake of pictures. Running a business sustainably and offering unique, community-supportive activities makes a hotel naturally Instagrammable.

Students and alumni of Hotel Management School Leeuwarden (HMSL) are the ultimate game-changers in the field. How do they view talent development? And how did they develop their own talent?

Ben Haaksema (40)

Graduated in: 2007

Position: Independent Talent

Acquisition Manager

Greatest talent: Asking questions to let the other person discover their talent

“Talent development is a voyage of discovery without a deadline”

After 15 years of working in the recruitment industry, Ben Haaksema has a mission: to make companies aware of the importance of their employees’ well-being. Because placing that at the fore will lead to a sustainable working relationship, a positive business result and maximum room for talent development.

How do you deal with talent and talent development in your work?

“I have 15 years of experience in recruiting good and talented employees for start-ups, large companies and everything in between. During that time, I became increasingly concerned about the well-being of employees. Currently, 1.6 million people in the Netherlands suffer from burnout-related complaints which, as far as I’m concerned, is disgraceful and that’s why I’ve made it my mission to dedicate myself to better ‘workplace well-being’. A high workload delivers good business results in the short-term, but in the long-term it costs a lot of money due to high absenteeism. If, on the other hand, you focus on purpose, happiness and work-life balance, then you have a sustainable strategy in which talents can really develop.”

What, in your opinion, are essential conditions for talent development?

“Talent development starts with an open, learning and stimulating corporate culture. This means that an organisation must take a critical look at how they treat their employees. For example: Do the managers have the right tools to conduct talks? Furthermore, it’s important that a prospective employee critically asks

about the company culture during a job interview. How does the organisation work? What has been arranged to ensure a healthy work-life balance? An employee must also be willing to challenge themselves, to overcome obstacles and to keep going when the going gets tough. Because only then you can develop yourself.”

How did you develop your talent?

“Developing talents is a journey of discovery without a deadline, in which it’s essential to seize opportunities without knowing how they will end. That’s why I like to advise everyone: try it, (don’t be afraid to) stumble, learn from it and move on. When it comes to job interviews, I don’t focus too much on the CV. I prefer to have a conversation to discover who I have in front of me and what someone has learnt from their choices. I pay a lot of attention to behaviour. If someone says something but their body language tells me something else, I keep asking questions. I’ve always had that skill, and I’ve trained it by learning conversation techniques. During an interview I once conducted for a sales position, it turned out that the applicant realised he was much better suited to furniture-making. If I can help someone discover their talents in this way, that makes me extremely happy.”

MEET OUR ALUMNI!

text Firma Fluks

Learning from practice

USING REAL ISSUES FROM THE BUSINESS WORLD

Brian Nijsen, Lecturer & Researcher Hotel Management School Leeuwarden

Andrea FeidnerBeyer, Vice President Talent Management and Acquisition at MHP Hotel AG

Allowing students to solve a reallife problem is what Design Based

Education

is

all about. At MHP Hotel

AG, they now know that this way of teaching can generate fresh ideas. They work together with second-year students from Hotel Management School Leeuwarden – which they

thoroughly enjoy.

Since September 2020, students of Hotel Management School Leeuwarden (HMSL) have been learning, researching and designing in groups on the basis of design challenges that organisations bring in.

Design Based Education (DBE), as this form of education is called, gives students a taste of their future working life. “Students are given a lot of responsibility,” says lecturer Brian Nijsen. “Learning by trying and doing is key.”

Brian supervises four groups of second-year students, two of whom are carrying out a challenge for MHP Hotel AG an independent German hotel investment- and management-platform based in Munich. Currently, it operates 11 hotels in Germany, Austria and Switzerland, from Le Méridien and JW Marriott to the Luxury Collection. The company regularly welcomes students for traineeships and now wants to develop a two-year management trainee programme for recent graduates. “As this is a large assignment, we split it in two,” Brian explains. “One group is making a plan for the Rooms Division, which includes, for example, running the reception, the housekeeping and technical services, and the other group is making a plan for

Monique Wijbrands

Eva Proch, Recruiting Manager at MHP Hotel AG

Group 1

Sietse Sterk

“Instead of desk research and a project plan, we came up with a prototype ﬁrst”

Challenge: Develop a management trainee programme for Rooms Division.

Sietse Sterk, second-year student: “Developing a training course for recently graduated students immediately appealed to us, especially since we get to do it for an international industry partner. The fact that Andrea and Eva travelled from Munich to Leeuwarden to brief us proves how seriously they take the assignment. During the meeting, we learnt a lot about MHP Hotel AG. Normally, we start a challenge with desk research and a project plan, but thanks to all the information the client gave us, we came up with a prototype first. For this, we drew inspiration from our own school system. The fact that practice and theory are intertwined at HMSL appeals to us. The idea behind our programme is that trainees learn a lot in practice and rotate between the different departments. The first year they orient themselves as supervisors, so that they can specialise in their role as a manager in the second year. The collaboration with the client is going well. During the first round of feedback, Andrea and Eva had a lot of comments. That was useful because we were at the beginning of the project, but we also had to get used to it. In a video call, they explained that we should see it as food for thought. This has taught us to communicate better. Now, if there’s something, we start a conversation and clearly share in advance what the purpose of a meeting is. It’s a wise lesson that you don’t learn in the classroom.”

the Food & Beverage department, i.e. the restaurant, bar and room service.”

Looking for a fresh perspective

In mid-February, Andrea Feidner-Beyer and Eva Proch of MHP travelled to Leeuwarden to brief the two student groups. “We’re taking this challenge very seriously, which is why we thought it was important to meet the students in person,” says Andrea. During the meeting, Andrea and Eva got to know the students, told them more about MHP and the assignment, and invited the students to ask questions. “Although, we didn’t go into the questions and answers too deeply, because we don’t want to steer the students in any way,” Andrea explains. “We’re looking for innovative ideas.”

Recruiting employees

Naturally, Andrea and Eva could have developed a trainee programme internally, but by working together with HMSL, their issue is looked at from differ-

ent perspectives, and the generation and target group for which the programme is intended gets to work on it themselves. “For us, this is also a way to recruit future employees or at least make them enthusiastic about the hotel industry,” says Andrea. “Wouldn’t it be great if these students came to work for us after graduating and were part of the programme they developed themselves?”

One assignment, two approaches

Both within the assignment and in its execution, the students are given a lot of freedom. In the execution part of the challenge, the groups go through six steps: from analysing the problem to designing a prototype. The order in which they do this is up to the students themselves. In this case, each group chose a different approach, says Brian. “One group started with literature research, while the other group started by developing a prototype.” Clients Andrea and Eva are positively surprised by the groups’ different approaches. “In the business world, everyone has their own approach, and it’s nice to see this reflected in the students as well,” says Andrea. “The fi rst group immediately sent us the idea of working with modules, which you go through depending on your knowledge, experience and interests. So, no A-to-Z trajectory, but a tailor-made programme instead. It’s an inspiring concept.” Andrea and Eva gave the

HANNEKE

ASSEN:

“It’s motivating for students when something is actually done with their ideas”

GROUNDBREAKING EDUCATION

A new form of education requires research, scientiﬁc evidence and sometimes adjustments. That’s why Hotel Management School Leeuwarden has a Hospitality Education research group that researches Design Based Education (DBE) and its effects and makes recommendations.

Associate professor of Hospitality Education Hanneke Assen leads the group and is also one of its researchers.

“In recent years, we have carried out a lot of research into DBE within HMSL,” she tells us. “In the first instance, to build a good foundation for this renewed form of education and also to discover what works well and where improvement is needed. What is striking about this form of education is that the boundaries between the parties involved are blurred. The student, lecturer and industry partner are in constant contact with each other and need each other to make a project successful. We approach them as ‘partners in learning’.”

The basis of this way of learning is based on ﬁve principles:

1. Self-directed (action-oriented) learning: Students take responsibility for their own actions in interaction with their social environment and the professional field.

2. Collaborative learning: The three parties involved (student, lecturer and professional in the field) work

together and learn from each other.

3. Constructive learning: Students learn by activating prior knowledge and enrich their knowledge through research, theory and reﬂection.

4. Design-oriented learning: Students learn through design processes in which they experiment, evaluate and reﬂect.

5. Contextual learning: Learning takes place in a meaningful context in which students, teachers and professionals work on, and learn from, complex issues.

What does this form of education require from the parties involved?

“An active role. A student who may, during their secondary education, have been used to receiving instructions now has to map out their own route much more. Lecturers impart less, but ask specific questions to stimulate and activate the dialogue between the lecturer, student and professional partner. They also provide knowledge and information when students need it or refer them to the right expert. The professional field partner is in contact with the students and lecturers and provides data that is needed to create a good design within the challenge.”

What recommendations can you make when it comes to the challenges?

“Now that we are entering the fourth year, we’ve discovered that, for the learning process, it’s important the challenge given to the students is challenging and that they can approach the problem from multiple perspectives. Not only from theory and practice, but also from various hospitality disciplines: from marketing to HR. In order to make the most of the students’ creativity, it’s essential that the industry partners and lecturers don’t already have a solution in mind. So that the students cannot be steered unconsciously. Finally, it’s motivating for the students when something is actually done with their ideas.”

How will this form of education develop in the future?

“I can imagine that the boundaries between students, education and the professional field will become even more blurred in the future. That students and lecturers learn and teach fully in practice. It’s important that the professional field and education then move with each other and can let go of traditional views and actions if necessary. I hope that education and the professional field will also be open to students’ creative design ideas, because they’re desperately needed in a world in which changes follow each other faster and faster. To this end, it’s important that education and the professional field integrate even more and that they’re able to reach each other in agility.”

Group 2

Challenge: Developing a management trainee programme for Food & Beverage.

Dian Jansma

“We really delved into the balance between theory and practice”

Dian Jansma, second-year student: “After Andrea and Eva’s visit, we went straight to work on our project plan. We started by researching MHP Hotel AG and analysed, for example, the company’s strengths and areas for improvement. Based on that research, we set to work on the problem statement and our prototype. We really delved into the balance between theory and practice. Digitisation is playing an increasingly important role in the hotel industry and is somewhat more theoretical, while the practical aspect – which includes the development of social skills – also remains extremely important. We’re now investigating how you can offer both components in the best possible way in the programme. To this end, we will soon be interviewing managers of various hotels. We’re curious to know which skills they find important and which they missed when they first started themselves. We’re also investigating whether we can work with levels within the programme. So that people with a different prior education can also follow the programme, and whether those who already have a lot of knowledge can go through the programme faster. This is an important condition for continuing to motivate trainees. In previous semesters, I often struggled in the research part, as I found it difficult to find and analyse sources. This semester, I deliberately put extra time into that and asked Brian for tips – which helped tremendously. I now have a better understanding of how to analyse articles and how to incorporate their content into the questions you want to ask during interviews.”

students feedback straight away, so that they could continue in their design and research process. The input from the second group took longer, but the project plan they recently received made an impression. “The students had done really good field research on MHP and the report contained enlightening insights, which they presented in an extensive SWOT analysis,” says Eva. “It’s a totally different approach, but it has allowed us to look at the company from different angles. And we’ve also learnt from that.”

Immersing in problems

What Brian likes about DBE is that it brings students close to the practice. When he was still a student at HMSL, the educational model was based around ‘problem-based learning’. “We also solved problems, but they were more defi ned,” he says. “On Monday, we were told what the problem was, the rest of the week we got theory lessons from which we could draw upon, and at the end of the week we presented our solution. We had much less freedom to immerse ourselves in the problem.” Brian regularly sees students completely absorbed in the challenge. He encourages that, although it also has a downside. “Students are sometimes so enthusiastic that they come up with all kinds of creative ideas, but forget the theoretical foundations.” He therefore encourages them to look for theory that is in line with the

problem and the solution. With the resources they fi nd, they can request expert sessions from lecturers who specialise in fi nance, marketing or strategic management, for example, and explain the theory. “That simply requires initiative from the students themselves.”

Learning from each other

Brian has seen the groups grow during this challenge. “The nice thing about multidisciplinary collaboration is that everyone has different strengths and weaknesses, and you see students learn from each other,” he says. “It strikes me that they are working together better and better and are dividing the tasks between themselves more efficiently. They’ll benefit from that in the future.” Andrea and Eva also see the students developing. “At the start, they were quite shy, but now they’re motivated and dare to ask us specific questions. This shows how driven they are,” says Andrea. And Eva believes that the fact that this is a real assignment contributes to this. “If one idea or even both ideas are good, we’re very keen to actually implement the programme, and we emphasise that to the students,” she says. And then there’s one other extra motivation, as Andrea explains: “The team that carries out the assignment best gets to stay with us for two nights, in a hotel of their choice.”

“South Africa gives a deeper cultural experience”

On a small campus in the atmospheric South African coastal town of Port Alfred, Dutch students follow their minors together with Zimbabwean and South African students during their Grand Tour. South Africa’s history, culture and landscapes make it more than just a knowledge expedition. “Here you also learn to understand the African story about development, inequality and poverty.”

WOUTER HENSENS ABOUT THE GRAND TOUR IN SOUTH AFRICA

text Marloes Tervoort

Wouter Hensens is certainly not at a loss for words when asked what makes South Africa a unique destination, compared to the other Grand Tour destinations, such as Bali, Thailand and the Caribbean. “South Africa is unique because of its rich mix of cultures and its distinct history with a colonial past, apartheid and a fairly young democracy. Moreover, South Africa is a large country with a variety of landscapes and climate zones, which can almost be compared to the whole of Europe.” This attracts students who are looking for a deeper cultural experience. Every year, about 50-120 students from Hotel Management School Leeuwarden follow one or two modules on campus in the atmospheric coastal town of Port Alfred.

Mix of students

What makes a Grand Tour in South Africa special, says Wouter, is that the hotel school there offers a complete full-time course to the local market. As a result, the student community consists of a mix of students from South Africa, Zimbabwe and the Netherlands. Almost all the students reside on campus, which is a bustling 24-hour community with numerous extracurricular activities. “In addition to that, we have the most minors, no fewer than 14, of all campuses. We also focus on social work, education and social entrepreneurship, with the aim of starting a social movement that revolves around empathising and storytelling. Grand Tour students often combine taking minors with a trip.

The students who choose to come to South Africa have an intrinsic motivation to make a difference in the local community and understand more about African cultures, the country’s developing story, inequality and poverty.”

Life Lessons

Students gain valuable cultural knowledge and experience during their Grand Tour in South Africa. “It’s interesting that we also have a large group of ‘home’ students here,” says Wouter. “When students go abroad, they are confronted with different perspectives and habits. They’re forced to look deeper and reconsider their own assumptions. It’s a learning experience, teaching them patience, courtesy and groupthink rather than individual thinking. They also learn to approach problems in different cultures in a more holistic way and not to press solutions through too quickly. The most important thing is that they realise that the Netherlands is not the standard for the whole world. It opens their minds and makes them more culturally sensitive and open-minded.”

South African hospitality industry

In addition to the cultural aspects, the students are attracted by the South African hospitality industry. “South Africa has a relatively large number of small hotels, guesthouses and lodges,” explains Wouter. “This is partly due to how the industry has grown, from owner-managed properties. If you look at game lodges and the wildlife sector, it’s easy to explain: people see a

About Wouter Hensens: How a temporary stay ended in a permanent residence.

safari as a unique experience, which you have with a small group of people. That doesn’t work in a large-scale concept; it’s a very high-end boutique product. And it’s a beautiful form of hospitality.

“What’s more,” Wouter continues, “the industry here is of course characterised by wine. And, together with Cape Wine Academy, we’ve been offering a minor in wine here since 2009. Up until last year, this was a very tough one-semester programme that led to sommelier level. After the COVID-19 pandemic, the demand subsided somewhat, so we have adapted that minor and are now looking more broadly at wine tourism. Wine estates have more to offer than just selling wine. Think: accommodation, Michelinstarred restaurants, wine cellar tours... That minor is doing very well.”

New developments

In addition, Wouter also sees the changes that are taking place everywhere in South Africa, such as an increasing pace of hotel openings and the development of revenue management. “We have incorporated this into two new minors. Ten years ago, together with a former student who manages hundreds of hotels, we developed a minor in Revenue Management. Six years ago, together with a consultant who wanted to share his experience, we set up the Hotel Opening Management minor. Because we’re a small campus, we can develop these kinds of initiatives relatively quickly.”

Wouter Hensens graduated from Hotel Management School Leeuwarden in 2001. After working in Qatar and Bahrain, he came to South Africa with his wife in 2007 to work on the Hospitality Management course. It was initially only supposed to be for six months, but South Africa has now become their home, and where their children were born. “I have become attached to the people, the climate, the environment and the challenge of making a difference,” he says. South Africans are warm and easy-going, and a smile is always reciprocated. Moreover, there’s a lot to do professionally. The country is still in the process of overcoming its history of apartheid, corruption, poor governance and an ailing economy. Facilitating education is therefore all the more valuable to Wouter. “When I see what our graduates achieve, I know that we’re making a difference. Our Grand Tour students also change when they are here. Africa grabs you and won’t let you go.”

Grand Tour

In the third year of their study programme, students can take minors abroad through the Grand Tour programme. NHL Stenden works with partners in South Africa, Thailand, Bali, Italy, and Aruba. While broadening their knowledge and experience, students also work on their personal development. For more information about the Grand Tour, scan the QR code

STUDENTS TAKE THE STAGE AS STUDENT MODERATORS

As part of Hotel Management School Leeuwarden’s (HMSL) commitment to providing students with practical, hands-on experience, certain selected students are given the opportunity to moderate major events as Student Moderators. Last year, Jean Auguste van Willigen and Noëlle Veldhuis were fortunate enough to be given this honourable task. They moderated a variety of events, including graduation ceremonies, guest lectures, academy days and much more. Noëlle even had the chance to showcase her skills during the Hotel Leaders Network congress at the Beurs van Berlage in February 2024. This role provides a fantastic opportunity for students to enhance their public speaking-, organisational- and leadership skills. This year, students Luuk van Dam and Anneke Roest will take over from Jean Auguste and Noëlle. To ensure they were well-prepared, all four students received specialised training from the Speakers Club, learning all the ins and outs of the presenting profession. This not only prepares them for the future, but also positions them to lead.

ELEVATE

YOUR

HOSPITALITY CAREER: Master International Hospitality & Service Management

Ready to take your career in hospitality to the next level? Our part-time master’s programme in International Hospitality & Service Management is designed for industry professionals, who are eager to elevate their expertise and unlock new opportunities. Gain strategic insights, refi ne your leadership skills and make a lasting impact in the dynamic world of hospitality.

WANT TO FIND OUT MORE?

Discover your fullest potential and ﬁnd out more by scanning the QR code

HMSL secures awards in Barcelona

In March 2024, student Niek Dekker managed to secure fi rst place at the FCSI EAME Student Competition at Hostelco Barcelona. During the competition, he worked on a challenge creating a future-

proof F&B solution for a large campus site, collaborating in mixed teams alongside students from other institutions. We’re proud of what Niek achieved, and what a fantastic experience!

Noëlle Veldhuis, Anneke Roest, Luuk van Dam and Jean Auguste van Willigen

Students and alumni of Hotel Management School Leeuwarden (HMSL) are the ultimate game-changers in the field. How do they view talent development? And how did they develop their own talent?

Iris Koning (34)

Graduated in:

Position: Senior HR Manager at PepsiCo

Greatest talent: Seeing what someone needs

“Develop what you’re already good at”

Iris Koning set up a mentoring programme for talented refugees that is now being introduced worldwide at PepsiCo. This resulted in her receiving the Hotello of the Year Award 2024.

How do you deal with talent and talent development?

“About four years ago, I started up a mentoring programme for refugees from within the HR department. As a company, we’re always looking for new talent and at the same time, new talent that has had to flee from their home country is arriving in our country. To bring these two worlds together, I approached various organisations, such as the international Tent Partnership for Refugees and the Dutch Refugee Talent Hub. This led to a mentoring programme for female status holders, who we link to one of our employees for six months. The employee offers the status holder practical help in drawing up a CV, seeing what jobs they can apply to, helping them integrate into society and also simply meeting up with them regularly for a coffee. It’s during those moments that many women come out of their shells. As a mentor, you’re one of the few Dutch people they know, and therefore you’re a source of information.”

Does participating in the programme increase their chances of getting a job at PepsiCo?

“If a CV is a good fit for our organisation, we’ll certainly look at the possibilities. But we have to be realistic: sometimes the corporate culture is too far removed from what a status holder is used to, or their Dutch language skills aren’t good enough yet.

Everyone has talents, but they only come to the fore if there’s a match with the right organisation. For these women, it’s especially important to learn to trust their skill again. Often, they’ve had setbacks, which means that their self-esteem is low. In that respect, we’re also learning a lot from this programme. All the employees who have been mentors specify that their horizons have broadened as a result. Getting to know these women’s worlds shows us how privileged we are.”

What, in your opinion, are essential conditions for talent development?

“I often see that employees try to develop skills that they aren’t good at and forget to be proud of what they already are good at. It’s helpful to be aware of areas that need improvement but when it comes to talent development, you need to work on what you’re already good at. Because that’s what makes you unique. My talent is that I see what others need. I listen carefully, try to see what someone needs and see how I can connect. That’s how I approached the setting up of the mentoring programme. I knocked on a lot of doors to build excitement, listened when things were difficult and looked again and again at what was needed. The fact that it has been a success is ultimately thanks to all the colleagues who enthusiastically participated.”

MEET OUR ALUMNI!

text Firma Fluks

5

What do you need to become truly successful in the hospitality industry? As far as Niek van den Adel is concerned, it’s resilience. It’s his greatest talent, especially since a motorcycle accident left him with a spinal cord injury. Niek shares the five factors that make him so positive in life.

lessons

Surround yourself with energising people

“I was lucky enough to meet the love of my life at the lowest point of my life. Kim was my occupational therapist; I met her after my motorcycle accident in 2010 and we’re now husband and wife. I can tolerate having a spinal cord injury and hellish nerve pains, because she is by my side. At home we often say: ‘All you need is a spoonful of love’. After all, you’re more resilient together than alone. This also applies in the workplace; people need to connect with each other, especially if you work in a team. So make friends at work and do things with each other outside of working hours. It’s important to have fun at work and it should be a place where you can be yourself. Kim and I now have three daughters aged nine and seven, and in the summer of 2024 we went on a trip around the world together. We wanted to show the girls something of the world and travel in a jeep along the west coast of Australia as well as go to Bali and Sri Lanka. The jeep was in no way wheelchair-friendly but I

looked forward to the fact that we would be self-reliant and that my children would experience what that is like. It’s during those uncomfortable moments that you learn what resilience is.”

Work

on meaning

“I’m stating the obvious here but, above all else, do what you like. That’s what gives you energy. After my studies, I was a consultant for a while and during that period I was solely involved in project management. I don’t like that kind of work at all and that’s why it took a lot of energy out of me. An important phrase to remember is: You can only have meaning in your work if your work gives you meaning too. So, ask yourself if your work gives you meaning. Are you only answering emails and making lists? I don’t do that kind of thing anymore and outsource that work. I either automate or no longer do the things that cost me too much

energy. Think carefully about this and make a start on it.”

Look around you and be amazed

“How do you look at the world? Of course there are pandemics, wars and famine, but do you also see that the sun is shining? For most hotellos, that positive outlook is already in their DNA, but positivity is also something that can be trained and developed. It’s important to learn how to evoke positive emotions because when you can do that, you’re able to cope with change better. If you want to realise this, the most important thing is that you learn to be amazed. And anyone can do it. Take a road sign that you drive past, as an example. Think about who made it and how it was devised. When I think about that, I also picture the people driving around in cars who clean the signs and report it if something is wrong. Isn’t it fantastic that we live in a country where this happens? The power of wonder starts with taking a good look around you.”

“It’s during those uncomfortable moments that you learn what resilience is”

Learn to deal with change

“If you’re young and currently studying, you probably see that everyone around you is happy and has a great life. On social media, it’s often all you see, while the actual amount of people suffering from depression and/or burnout has never been higher. The world is changing, and things are developing faster than ever. So you have to fi nd a healthy way to deal with that. I could have thought after my accident: Why has this happened to me? But I prefer to think: What can I learn from this? Of course, it’s a terrible thing to experience, but I’ve really made the effort to accept this situation. Learning to cope with change is also a kind of muscle that you can train. There are strategies that teach you to look at things differently. This requires reflection and a lot of looking back at your behaviour and reactions. Because why do you react the way you do at times? For example, if you have to deal with a high workload for three months, it’s logical that your resilience decreases. That’s why you must look at yourself critically and with compassion at moments like that. And you don’t have

to do it alone. There are plenty of people who can help you with that. I spend a lot of money on coaching. Over the past three years, I’ve had a lot of guidance in tapering off pain medication. I now take 90% less pills, but still have the same pain; I’m simply able to deal with that pain better now.”

Take care of your body

“If you sleep well, are fit and eat a healthy diet, you relax more easily and that makes you a lot more resilient. You’re already three-nil

Who is this resilient man?

ahead. Sleeping is a difficult issue for me personally, because I’m often in a lot of pain. Training and exercise help me to feel better. I regularly cycle a hundred kilometres on my handcycle; it recharges both my body and my mind. For me, cycling is it, but for someone else it can be something completely different. I also meditate a lot, usually doing breathing exercises for 30 minutes. Some people think it’s great that I can do that, but it isn’t that special. It’s just a way for me to deal with what I have to deal with.”

Niek van den Adel graduated from HMSL in 2005. In 2013 – three years after a motorbike accident, in which he suffered a spinal cord injury – Niek won the Hotello of the Year Award. As a speaker, writer and entrepreneur, Niek shares his experiences and insights on resilience, customer centricity, leadership and dealing with change. His company Team Heartbeats provides training, seminars and workshops to make organisations more resilient. niekvandenadel.nl

If you would like to follow Niek and his family as they travelled around the world, you can do so via: youtube.com/niekvandenadel

IAN YEOMAN, PROFESSOR OF DISRUPTION, INNOVATION AND NEW PHENOMENA, HMSL:

“Doing research is exploring without boundaries, being open to new ideas and having the space to fail”

in hospitality RESEARCH

The Academy of International Hospitality Research (AIHR) examines how the hospitality industry can prepare for the future and become a game-changer for a better future for all. Three research groups study how sustainability can be increased in the hospitality sector, where the future of the hospitality industry lies, and what shifts there are in the field of hospitality and the perceptions of it. Here, we meet the professors of the three research groups.

Associate Professor Research Group: Hospitality Education

“Hospitality education plays a crucial role in supporting students to become hospitality professionals in this dynamic sector. We want to promote meaningful learning by applying theoretical knowledge in the hospitality industry. Innovative educational concepts, such as Design Based Education, are a good example of this. The three main lines of research of our research group are long-term effects and implications, boundary crossing, and community of learners in hospitality education.”

1ST CANDIDATES START THEIR PD

DBE

DESIGN BASED EDUCATION FOR HIGHER-ORDER THINKING SKILLS

EMPLOYEES AS CHANGEMAKERS

In May 2023, the Professional Doctorate (PD) programme was launched in the Netherlands. This is a great opportunity for Hotel Management School Leeuwarden to expand its educational portfolio by introducing the PD programme (level 8), thus complementing our existing associate degree (level 5), bachelor’s degree (level 6), and master’s degree (level 7). Multiple PD candidates in the ﬁ elds of Maritime, and Leisure, Tourism & Hospitality have been welcomed at our University of Applied Sciences.

JOURNAL

Research in Hospitality Management is a peer-reviewed full Open Access journal published by the Academy of International Hospitality Research (AIHR). It features articles that make an original contribution to the understanding of hospitality and to the theory and practice of international hospitality management.

READ THE JOURNALS AND FIND OUT MORE ABOUT OUR ACADEMY OF INTERNATIONAL HOSPITALITY RESEARCH AT: CREATINGWHATSNEXT.COM/RESEARCH

‘Healthy food for people and the planet in Hotels’ is a joint study carried out by Wageningen University & Research, the Sustainability Research Group of HMSL and other notable partners from both industry and academia. The aim of the study was to investigate how relatively small interventions can help people make healthy food choices. One of the most important results turned out to be: informing and inspiring employees is crucial in being able to take action. If employees see the beneﬁt of healthy and sustainable food, this will have a major impact on the implementation of a healthier and more sustainable policy. Inspiration sessions, cooking workshops and knowledge transfer turned out to be the best ways to contribute to employee insight and engagement.

MORE INFO CAN BE FOUND AT:

To what extent does Design Based Education cultivate the higher-order thinking skills among graduate students? Our 2024 study showed that, compared to our previous study in 2022, higherorder thinking skills increased on average, with students shifting from action-oriented to meaningoriented reﬂection.

CIRCULAR ECONOMY

for the small entrepreneur

It’s not just the larger companies that are interested in the circular economy; small catering and accommodation companies also want speciﬁc guidance and support in order to be able to develop and contribute to it. In Friesland – a region with a vital hospitality sector comprising numerous small catering and accommodation companies – a core group of Frisian hospitality entrepreneurs, together with the Sustainability in Hospitality and Tourism research group, has investigated how they can best achieve the transition to a circular economy with regards to plastic, water and organic waste.

TO FIND OUT MORE, GO TO:

“A robot chef receiving a Michelin star? It’s quite possible”

IAN YEOMAN

Dr Ian Yeoman leads the Disruption, Innovation and New Phenomena research group at Hotel Management School Leeuwarden. What does the research group do? And how disruptive will the future be? “Learning a language while you sleep, I can see that happening.”

You’re Professor of Disruption, Innovation and New Phenomena. Not everyone will immediately understand what this means. Can you explain?

“We live in a time when so much innovation and change are coming together that it will be disruptive and lead to new phenomena. Technological developments, AI, climate change, demographic developments: we’re experiencing a transformation to a different time. I look at all these areas and, within the hospitality industry, investigate what future scenarios there are and with what consequences. Together with an entire team, we write and communicate about our ﬁndings. I see it as my role to really understand what changes are coming and make sure the industry is aware of them. This also means that we bring education and research together, and embed our knowledge in the programme’s curriculum.”

How is this addressed with regards to HMSL’s international reputation and collaborations?

“HMSL is Europe’s largest – and best – hotel school. The fact that students learn according to Design Based Education, for example, ﬁts really well here: exploring without boundaries, being open to new ideas, having the space to fail. Because before you celebrate success, you have to fail, or at least experience the complexity of problems. In our research, we collaborate internationally and exchange knowledge.”

Can you give us a sneak peek into what kind of ‘new phenomena’ await us in hospitality in the (near) future?

“There’s so much, but here are just a few examples. Robots cleaning hotel rooms may not come as a surprise, but how about a robot chef getting a Michelin star? That’s a possibility, as the development of robotics in

the kitchen is booming, and staff shortages are high. It’s a double-edged sword. Another example is that you could learn the basics of a language while sleeping via brain-computer interfaces. It sounds scary, but the technology for this is out there, I can really see it happening. What’s also interesting is the inﬂuence of climate change on tourism. Here, you have to think of destinations that are getting warmer, which means they are either no longer interesting to visit, or they are actually becoming of interest. Cuisines are also changing due to climate change. If California is no longer producing good wine because global warming is causing a poor grape harvest, this will have quite an impact on food tourism. Local production is changing. That makes other places attractive. Linked to this, there’s a generation that’s not solely economically driven in its entrepreneurship but wants to do business in a socially responsible way. Then there’s the demographic shift, in which by 2050 there’ll be less people working than not working. What are the needs of these older non-workers? These are all incredibly interesting questions and topics.”

All these ‘disruptive’ developments also raise the question: Should everything be possible?

Are you also looking at that?

“Certainly. In the hospitality industry, you have to ask yourself: What do we mean by hospitality? With technology, you take away hostmanship and the concept of service, or at least: you make it less human. What impact does technology have on people? And the relationship between the guest and the host?”

And? What’s the answer?

“We don’t have to be afraid. Our industry is extremely resilient and adaptive. I believe in humanity and look to the future with conﬁdence.”

3 questions to the

The hospitality sector is in an interesting position when it comes to sustainability. The industry consumes significant amounts of energy, resources and materials, but it is also one of the largest employers worldwide and, being in direct contact with guests, is highly inﬂuential. Dr Elena Cavagnaro, leader of the research group ‘Sustainability in Hospitality and Tourism’, explains.

IT’S SAID THAT 65% OF THE MEASURES NEEDED TO PROMOTE SUSTAINABILITY DEPEND ON BEHAVIOURAL CHANGE. WHAT BEHAVIOURAL CHANGES ARE INVOLVED?

“Behavioural change is influenced by several factors, such as personal values and norms, abilities, opportunities and motivation. A lot of changes don’t happen because people aren’t used to doing things differently or they believe that the usual way is best. For example, there was a student who worked in a high-class restaurant and noticed that a lot of water was wasted when cleaning the fish under running water. The tap was on continuously. A technical solution was found to turn the water off in between, but not before the chef and kitchen staff were convinced that this would not affect the preparation and quality of the fish. Or look at Hotel Jakarta in

Amsterdam, where substantial investments have been made in sustainable heating and cooling systems for the rooms. As the cooling system needs some time to get started in the summer, guests often open their window, causing the system to stop working. Good communication solved the problem. My research group looks at these kinds of practical issues and gives advice. It takes effort to make the desired behaviour as easy as possible. It’s not a case of ‘one size fits all’.”

The hospitality industry is a hugely materialintensive industry

SINCE 2019, THE ‘SUSTAINABILITY IN HOSPITALITY AND TOURISM’ RESEARCH GROUP HAS HAD A LINE OF RESEARCH AND PROJECTS ON CIRCULAR ECONOMY IN HOSPITALITY AND TOURISM. WHAT HAS CHANGED SINCE IT STARTED?

way that the materials used can be reintroduced into ,

“A circular economy aims to design products in such a way that the materials used can be reintroduced into the production cycle without loss of quality, or thrown away without any negative impact on the natural environment. When we started our line of research in 2019, there was little interest in the topic. But the hospitality industry is a hugely material-intensive industry and I’ve noticed that people don’t realise how much material is wasted. For example, on average, hotels and restaurants renew their furniture

the expert

DR ELENA CAVAGNARO, Leader of the research group ‘Sustainability

in Hospitality and Toursim’

“The possibilities are endless. Fortunately, we see that more and more companies and organisations are embracing sustainability. If it’s not driven by an intrinsic desire to create value beyond proﬁt, then it’s driven by legislation, customer demand or pressure from investors. From a behavioural perspective, the sector can help change the norm, for example by showing that plant-based food is just as tasty as animal-based food. Companies can increase their workforce capacity by training them on sustainability practices. The new generation of employees considers it an important theme. And of course, educational institutions also have their responsibility, because we’re training the next generation of hosts.”

and interiors every seven years. So our role is ﬁ rstly about creating awareness. We create that through various collaborations with industry, students and colleague universities. Both within the Friesland region, as well as internationally. And fortunately, awareness has increased.”

HOW CAN HOSPITALITY AND TOURISM CONTRIBUTE TO THE IMPORTANCE OF SUSTAINABILITY AMONG EMPLOYEES AND GUESTS?

THE FUTURE OF JOBS IN HOSPITALITY

Lecturer and researcher Georges

El Hajal has extensive experience and knowledge in the field of Human Resources (HR) and Learning & Development (L&D). In his PhD, ‘The Future of Hospitality Jobs’, he researches future-proof jobs, the impact of AI on hospitality jobs, the inﬂuence of hospitality education programmes, and what the hospitality industry can do to attract and retain talent.

The research in Georges’ PhD focuses on the Friesland region, but he believes that its conclusions and recommendations will also provide useful insights for further aﬁeld. “Friesland has certain characteristics that Amsterdam, for example, doesn’t have, so the recommendations from the study may vary. However, there are also general conclusions to be drawn that are just as applicable in other regions,” he explains.

This is evident in the first of his four studies, Gen Z Talent Management: Hospitality Industry Insights, which shows that Generation Z – who value flexibility, work-life balance and technology integration in the workplace – find it essential that the industry creates an adaptable and engaging work environment. “This is not something that is limited to the borders of Friesland,” says Georges.

GEORGES EL HAJAL:

FRISIAN MENTALITY

The driving force behind Friesland as a research setting is Gastvrij Fryslân, a collaboration of entrepreneurs, education institutes and authorities, aimed at strengthening the hospitality sector in Friesland. They received a research proposal from Georges indirectly at the same time that they happened to be looking for someone who would want to carry out some research for the region. “It all came together so beautifully,” says Georges, who has an outspoken love for Friesland. The peace, space, hospitality, friendliness and sense of togetherness make it the perfect place for him to live and work. “The Frisian mentality ﬁts so well with the hospitality industry. People here make you feel so welcome and are proud of their identity and region. As a foreigner, I’ve experienced this quite strongly. I’ve always felt very welcome here.”

TALENT MANAGEMENT STRATEGIES

“Companies have to make an effort to attract the younger generation”

effort to attract the younger generation as employees. Flexibility is an important value for Gen Z, who can choose where they want to work due to the large staff shortages. When it comes to the use of AI, Georges has discovered, among other things, that it produces a lot of efﬁ ciency and that it’s cost-saving, but also that it cannot fully replace humans. In addition, it seems that if people know more about AI and how it can be used, they are also more open to applying it. Results for the other two studies are not yet available to be shared.

WANT TO KNOW MORE ABOUT OUR RESEARCH?

For more information about our Academy of International Hospitality Research (AIHR), SCAN THE QR CODE.

In addition to the research on Gen Z, Georges’ second study in his PhD focuses on the future role of AI in the industry, and his third on the effect of hospitality education programmes. His fourth theme, which is still in development, will address the challenges and needs of entrepreneurs and companies when it comes to attracting talent. Ultimately, all of the studies’ conclusions will be incorporated into a conceptual model and a regionally adapted framework for talent management strategies. Furthermore, the studies will provide a vision for a supportive approach for the hospitality industry to prepare for future jobs and how to equip the current workforce with the skills for the future.

FLEXIBILITY AND EFFICIENCY

One of the most important conclusions from the Gen Z research is that companies have to make an

ABOUT GEORGES EL HAJAL

Georges El Hajal grew up in Lebanon, where he studied Hospitality Management and made a career in the field of Human Resources. He worked alternately in Lebanon, the United Arab Emirates, Iraq and Qatar, where he came across the Hotel Management School Leeuwarden campus in 2006. After Georges came to the Netherlands for a while in 2006 to study for his master’s degree, he returned there in 2017 as a lecturer at HMSL. In 2019, he joined the Hospitality Education research group. Georges is therefore involved in academic research and contributes to the renewal of the programme’s curriculum to ensure that students are wellprepared for the changing needs within the hospitality industry.

text Marloes Tervoort image Ries Bosch | unsplash (landscape)

COMMERCIAL FRIENDSHIP

Friendly service in the hospitality industry offers a competitive advantage. This article by alumnus Sake Jan Velthuis, PhD candidate at the Sustainability in Hospitality and Tourism research group, explores how host-guest interactions can lead to commercial friendship, which is beneﬁcial for marketing. It presents a new conceptual framework and research methods for better hospitality design.

READ THE FULL STUDY AT:

PREDICT THE FUTURE

WONDERING WHAT THE FUTURE WILL BRING?

PRIZEWINNING PAPER

The Hospitality Education research group at HMSL received a Best Paper Award from the Council for Hospitality Management Education (CHME) during its 2024 conference, which took place in May 2024 at Leeds Beckett University in Leeds, UK. Authored by Dr Marte Rinck de Boer, Macmillion Fernandes, Mandy Wen, Dr Hanneke Assen and Inga Mons, the awarded paper describes the ongoing research and curriculum design project, ‘Living the Learning Principles’. This project integrates research with hospitality programme design and implementation to deliver high-quality education.

HTIT-EN (Hospitality, Tourism, Innovation & Technology Experts Network) unites five leading academies in hospitality and tourism with the goal of conducting research on emerging technologies that will create impactful scenarios and shape the future of hospitality and tourism. The motivation for the project stems from the social importance of the sector and its ongoing influence on our daily lives. By harnessing technology and innovation, the network will not only address sector-specific issues, but also extend the positive societal impact to related, human-centric service sectors. The project is led by Professor Alexander Schmidt of Hotelschool The Hague, and the network’s other partners include Hotel Management School Maastricht, Breda University of Applied Sciences, Saxion University of Applied Sciences and HMSL. In 2025, Professor Ian Yeoman will be leading a disruptive scenario project using sciencefiction scenarios with a focus on transformative and creative ideas about the future.

WANT TO KNOW MORE ABOUT SCENARIO PLANNING? READ THE INTERVIEW WITH IAN YEOMAN ON PAGE 24.

Albert Postma, Stefan Hartman and Ian Yeoman, all three of whom are afﬁliated with HMSL, co-wrote Scenario Planning and Tourism Futures: Theory Building, Methodologies and Case Studies A practical guide for scenario planning to make sense of the future of tourism, it provides an overview of the theoretical development of scenario planning, describes the method of scenario planning and places it in the context of strategic foresight. A variety of case studies on scenario planning and future scenarios are also presented, demonstrating how scenario planning is used and deployed.

YOU CAN ORDER OR DOWNLOAD THE BOOK AT:

Tricks & tools for talent

Talent is there to be discovered and developed. This is how we address it at Hotel Management School Leeuwarden (HMSL), and how we encourage our students to get the best out of themselves.

SPEAK UP

At HMSL, selected students have the opportunity to host major events as Student Moderators. One of the lucky ones, our cover model Noëlle Veldhuis, even got the chance to demonstrate her skills during the Hotel Leaders Network conference at the Beurs van Berlage in February 2024. The role of moderator provides a fantastic opportunity to improve public speaking-, organisational- and leadership-skills. It doesn’t just prepare students for the future; it gives them a head start.

JOIN THE COMPETITION

HMSL encourages students to participate in prestigious national and international competitions. We’re proud that we win awards on a regular basis. We see entering competitions as an opportunity for students to build a professional network, develop confidence and skills, enhance their CV and tap into their capacity for innovation and creativity.

DARE TO BE DIFFERENT

If you know where your specific interests lie, then naturally it’s nice to specialise in them. That way, you become good at what you like, and you also stand out from the crowd. That’s why we offer students the opportunity to add certain specific subjects to their studies through training. These courses result in official certificates, which help boost their CV.

FIND YOUR WAY

Those who have insight into themselves are often able to work together more effectively and better respond to the needs and expectations of others. Which is pretty handy when you work in the hospitality industry. One inspirational tool that HMSL uses is MapsTell. With a world map in hand, students learn how to use their own behavioural characteristics and step into someone else’s world.

text Firma Fluks

Lotte Bergsma (28)

Graduated in: 2017

Position: Talent Acquisitions

Programme Manager – UK, Ireland & Iceland – Marriott International Greatest talent: Sharing her optimism

Students and alumni of Hotel Management School Leeuwarden (HMSL) are the ultimate game-changers in the field. How do they view talent development? And how did they develop their own talent?

“Success is something you

can make yourself”

Based in London, Lotte Bergsma works on recruiting talent, and then offers them a programme that starts their careers in the best possible way. The success of this depends mainly on the participants themselves. “You get out what you put in.”

How do you get involved in talent development?

“My role is a combination of talent acquisition and talent development. So I make sure that career starters know what possibilities there are in the hotel world, I help individuals entering their first job, and I guide them to the next step. For example, for graduates with a college or master’s degree, we have the Voyage programme, which lasts 12 to 18 months. This allows us to offer extra guidance, so that career starters can develop themselves. Whether it’s a success depends on the participants. We expect them to be proactive. I, like many of my colleagues, am always ready to help but that first step and that first conversation must come from the talent themself. I see that those students who do this often move on successfully within the organisation. The more they put into it, the more they get out of it.”

What, in your opinion, are essential conditions for talent development?

“In addition to that proactive attitude, it’s very important to understand that you are part of a team in which everyone has different qualities. During a

selection procedure, we make sure that talents can put themselves in another person’s shoes. To learn as much as possible, I advise everyone to say yes to everything at the beginning of their career. This is how you get involved in a variety of projects and departments and learn the most. Others also get to know you, which allows you to build a network that will be of great use to you later on.”

What is your talent?

“I see myself as someone with a positive outlook on the world and I’m good at sharing that optimism. During the projects and internships at HMSL, I found that I enjoyed working with people the most. That’s why I chose HR and now I’m based in London. What I always want to tell students is that if someone is successful, it doesn’t mean that they haven’t encountered challenges. It’s no different for me. I really enjoy my work, but I came here because I also endured difficult situations. The start of your career isn’t always easy but remember that it’s precisely those difficult moments that take you further and that you learn the most from.”

MEET OUR ALUMNI!

NICOLE TURNHOUT-AMMERLAAN, VICE PRESIDENT OF OPERATIONS WESTERN EUROPE AT AIMBRIDGE HOSPITALITY EMEA

“Keep investing in your skills”

Those who are willing to invest in themselves can quickly develop a career in the hospitality industry. That’s certainly something Nicole Turnhout-Ammerlaan believes. She strives to free up as much time as possible for employee talent development and, in order to continue to develop herself, she regularly tries to learn something new.

text Firma Fluks images Bram Patraeus

What does talent mean to you?

“I believe that talent is something that you naturally have. But having the talent isn’t enough. It’s also about what you do with it and how you develop it. Employers play an important role in this.”

What talents are needed in the hospitality industry?

“The hospitality industry is all about the ability to create exceptional experiences. Hospitality is derived from the Latin word hospes, which means ‘guest’, ‘visitor’ and ‘stranger’. For decades, people have been bringing guests, visitors and strangers in to take care of them. The core of hospitality is therefore the interaction between people. A true hotello is characterised by a well-developed empathy and is a social animal. Hotellos have a problem-solving attitude and a ‘glass half full’ perspective on things. They are genuinely interested in people and involve others in the solution process. Because one of the most important lessons that I regularly remind myself and my colleagues of – and that I certainly learnt at hotel school – is that you may go faster alone but that, together, you will go much further. If you have these talents, you can contribute to unique experiences, which is essential for attracting and retaining guests. Having the right personnel is what makes the difference between competing hotels that have similar amenities.”

How do you ensure that talent management is kept a priority at Aimbridge?

“We know that talent management is essential for success, and my colleagues and I constantly remind each other how important it is to keep it high on the agenda. At the same time, our industry is sensitive to economic change, which sometimes makes it challenging to consistently invest in getting the right talent on board and to retain that talent. If, in a tight labour market, you hire someone too quickly under pressure and therefore haven’t taken the right steps in the hiring process – such as talent assessment, for example – then there’s a chance that it will turn out to be a mismatch and that will have an impact on several aspects. Or if you don’t give the right guidance, you can be sure that that employee will feel less appreciated and may leave quickly. A lot of things are constantly changing in the world, so we have to be flexible. But in all cases, making time for people is very rewarding. To ensure the focus on talent management, we work with a performance cycle, in which attention is paid to the influx of talent, but also to development and outflow. The latter may sound a bit strange, but even

when you say goodbye to each other, you could meet each other again, as a guest or as an employee. Paying attention to the development of talents is the most fun phase for me. There’s nothing better than making someone happy with a promotion or seeing someone’s confidence grow by giving the talent the right coaching and resources, so that the talent comes into its

"There's nothing better than making someone happy by giving the right coaching"

own even better. With the right attention and guidance, an employee can really spread their wings.”

How does the performance cycle work in practice?

“To recruit talent, we use the Recruit Genie tool, which helps to select the best candidates without

prejudice. As a result, the recruitment process is faster and more efficient. We support existing employees with Litmos, an online learning platform with more than 2,500 workshops and courses that employees can follow. As an employee, you can choose in which areas you want to develop yourself further. It’s the task of the managers to guide employees in this

and to create space for it, so that they feel supported in that need.”

How do you see talent management in the future?

“In this industry, talent management will always play a crucial role; in good times as well as in times of crisis. The need for talented, loyal and developing staff remains. The hotel industry is not for everyone, but if it suits you, you’re in the right place in our branch of the sector. You can be sure that your job will not be taken over by robots, because our profession needs human empathy. Of course, robots can take over certain tasks, but that actually gives us more time to spend with our staff and guests. This offers opportunities to focus on what really matters.”

What role does education play in talent development?

“A very important one, especially in discovering talent during the course and developing it further. For example, by linking a certain talent to a suitable internship. A successful internship depends on the good chemistry between the intern, the placement and the people in that place. Although I strongly believe in self-reliance and the importance that students think for themselves about what they want, the hotel school can play a facilitating role. To avoid disappointment from both sides, it’s important that the hotel school offers the right match. At Aimbridge, for example, there’s an internship that is anything but average, in which a talent can see how

Who is Nicole Turnhout-Ammerlaan?

hotel management works at the top level. That’s not suitable for everyone. You have to have strong analytical skills and a decent basic knowledge in the field of hotel operations, and also have enough confidence to dare enter into discussions with general managers while, at the same time, be able to remain diplomatic and deal with confidential matters.”

How do you work on your own talents?

“When it comes to personal development, you shouldn’t be too critical”

“I’m a firm believer in lifelong learning. And setting priorities is crucial in this respect, because ‘not having time’ often means that you won’t place the importance it deserves on it. I try to learn something new every five years. I realise that having boundless energy does not apply to everyone, yet I’m convinced that you can make conscious choices. If you’re a caregiver, or you have young children, then studying a university course with compulsory timetabled lectures may not be an option, but an online course that can be followed while on the train, for example, may be possible. To keep developing myself, I have a strategic plan in my head. My wish is to give knowledge and skills back to society and to the people around me. To be able to do that, I now need to invest in knowledge. That’s why I did a master’s degree five years ago, which led to my current position. And after the COVID-19 pandemic, I wanted to treat myself to a whole new skill, so I gifted myself some piano lessons and I work on honing my skills in that, because it’s a way of continuing to challenge my mind and support my mental well-being. When it comes to personal development, you shouldn’t be too critical. Find something that’s feasible for you at that moment in time. I’ve managed to discover that there’s a right time for everything.”

Nicole Turnhout-Ammerlaan graduated from Hotel Management School Maastricht in 2000. She worked for several international hotel chains and then obtained a master’s degree in International Hospitality & Service Management at Hotel Management School Leeuwarden (HMSL) in 2019. Since 2020, she has been Vice President of Operations Western Europe at Aimbridge Hospitality EMEA, a role in which she leads the team that supports 15 franchised hotels from well-known brands such as Hilton, IHG, Accor and Marriott. Together with her colleagues, she coaches and stimulates the General Managers and their teams to deliver excellent performance. She is also a member of HMSL’s Advisory Board and serves on the Advisory Board of Hotel Leaders Network.

Do you have any advice for young talents who are just starting their careers?

“Keep investing in your network and your skills. You can develop a career quickly in the hospitality industry, but only if you are willing to invest in yourself and can handle change well. Growing to the top has similarities with the life of a top athlete. It takes discipline, dedication and hard work to be able to perform at your best. It’s trial and error but it’s all worth it. So keep challenging yourself and develop your skills, then you can make great strides and enjoy a wonderful career.”

Students and alumni of Hotel Management School Leeuwarden (HMSL) are the ultimate game-changers in the field. How do they view talent development? And how did they develop their own talent?

Björn Olthof (46)

Graduated in: 2000

Position: Director Recruitment, Hotel Operations & Corporate, Europe, Middle East & Africa at Hilton

Greatest talent: Connecting people and helping them in their development

“Slow

down to speed up”

Over the next five years, Hilton will open more than 3,300 new hotels worldwide, which will require a lot of new talent. With a range of recruitment and coaching programmes, Björn Olthof ensures that these talents feel fully confident in themselves, so that they can keep growing.

You’ve been with Hilton for 17 years now. What are the developments in the ﬁeld of talent management?

“Not much has changed actually. Technology and AI are taking over many tasks, but they will never replace human contact. Hospitality and how you treat people will always make the difference in our industry. And more and more is being asked of the talent needed for this. Because things are getting tougher around the world and divisions are increasing. I’m responsible for hiring personnel for hotels in 70 countries, so you have to deal with a lot of backgrounds, opinions and preferences from both guests and employees. Nevertheless, we want to make sure that everyone feels at home with us. Which is something we work very hard on. And with success, because last year we were named World’s Best Workplace by Fortune and Great Place To Work. That also contributes to talent development, because only when you feel at home somewhere can you truly flourish.”

What, in your opinion, are essential conditions for talent development?

“To take your time. The current batch of students would like to move up the ladder as fast as possible.

This is fed by how society works: everything has to be done quickly and is ‘available on demand’. But if you really want to develop your talent and build a great career, it takes time. That’s why, at Hilton, we have coaching programmes, in which career starters have a position for at least 18 months before they progress, so that they can understand all the aspects of that role. If you go through such a programme as a graduate, you really have a solid foundation and you can still be a director before the age of 30. We call it: Slow down to speed up.”

How would you describe your talent?

“I’m good at connecting people and helping them further in their development. I ask the coachees I supervise a lot of questions in order to guide them in the best possible way. The answers they give are sometimes surprising and I learn from them myself. Being able to connect people has given me a large network and has been decisive for my career. For example, after my studies, I had the opportunity to work in an HR position in a five-star hotel during UEFA Euro 2000. I had no experience in that, but I went for it. Thanks to that position, I got to know a lot of people in the hotel world which eventually led me to this role.”

MEET OUR ALUMNI!

The Middle East

Eben Nel, Lecturer and Account Manager at HMSL

If you fancy working or doing an internship in Dubai, Abu Dhabi or Qatar, you should. That’s what alumni Tom, Simone, Igor and Stephanie say. Especially if you love to innovate and work hard, and want to develop your career quickly.

Seventeen students from Hotel Management School Leeuwarden (HMSL) are currently doing internships at seven different companies in Dubai and Abu Dhabi. Eben Nel is the HMSL account manager for this region. He always finds work experience abroad special, but the United Arab Emirates (UAE) is truly unique and incomparable. Eben notices that there’s an increasing demand from

students and organisations for internships in the UAE. “This year, the internships have doubled compared to last year, and we hope to double them again next year.”

Notable students

Staff shortages in the UAE are severe, which is why companies are recruiting numerous interns and employees. And that opens up a world of opportunities. Eben explains that students and interns from

text Firma Fluks images Unsplash

“The United Arab Emirates feels like my second home”

Igor Szuhoveckij (25) is Head of Sales at Miral Desinations on Yas Island in Abu Dhabi. He graduated from HMSL in 2019. He did an internship in Abu Dhabi and was immediately offered a job.

“They weren’t so keen at HMSL that I wanted to do an internship in the United Arab Emirates (UAE). I was one of the first students to do an internship here. I think they were especially wary, because it’s quite normal here to work six days a week, with extra hours. I also tell anyone who’s considering working here: it’s harder than in the Netherlands or any other European country. A good work-life balance is more difficult here. On the other hand, you’ll be richly rewarded for your hard work, have loads of opportunities and be able to advance your career quickly. In Europe, as an intern, you often only get limited responsibilities, but as an intern in the UAE, those boundaries aren’t there, and management simply sees you as a fully-fledged employee.”

Staying after your internship

“I’m glad I was able to intern at the Hilton Group and then be involved in the opening of three Hilton hotels on Yas Island. That’s a unique experience in this industry. Now I work at Miral Group, which owns four major theme parks: Ferrari World Abu Dhabi, Warner Brothers Abu Dhabi, Yas Waterworld and SeaWorld. Miral Destinations is the trade and promotional arm for Yas Island and Saadiyat Island. I’m from Ukraine and when I started at HMSL at the age of 17, the Netherlands quickly felt like my second home. But after six years in the UAE, that has changed and now this feels like my second home.”

HMSL are often assessed positively. “I get feedback that our students have original ideas and that their contributions are very useful to the team.”

Still, Eben believes that an adventure in the Middle East is not for everyone. “If your manager asks you to work overtime, it’s not really a request. You have to be quite flexible and self-confident. The work culture is really different and very dynam-

Pitching and executing

“I work a lot, but it’s a conscious choice”

Simone Lugies (26) is Assistant Director HR at Conrad Abu Dhabi Etihad Towers. She graduated from HMSL in 2020. During her Grand Tour to Thailand and Qatar, the seed for foreign adventure in the Middle East was planted.

“HMSL advised me to apply for an administrative position if I wanted to go to the Middle East. The workload here is a lot higher than in the Netherlands and, in such a position, is still somewhat manageable. I’m glad I listened to that advice because I really enjoy my job. Most of my team live in-house. We organise that for them, as well as their food and health insurance. I treat my team members as I would treat guests at the hotel. Because of my studies at HMSL, I know how the hotel world works and what my colleagues need to be able to do their job well.”

Consciously choosing a career

“If you’re going to work in Abu Dhabi, you have to be really dedicated to your job. If you are, you can develop a career here really quickly. I work a lot, but it’s a conscious choice. Abu Dhabi is also a great city to live in. It’s very safe, I feel at home and everything you can think of is available here.”

ic. You work long hours, and dealing with many different cultures is an important part of your job. You might just end up with a supervisor from India and team leader from Japan.”

All alumni working in the UAE agree that the pace of change is super-fast. And if you work there, you’re part of that development. The lines of communication are

short, and you can get things done quickly. In European countries, it may take months for a change to be implemented, but in the UAE, you pitch an idea one day and it happens the next. “If all this appeals to you, then go and work here for one or two years,” says Eben. “It’s very good for your career. Almost all the hotels are highly reputable. The service is excellent and you get opportunities that you wouldn’t get as often in the Netherlands.”

“You really work in the high-end here”

Tom Kooij (33), who graduated from HMSL in 2013, is Director Food & Beverage at the Mandarin Oriental Group. He’s currently in the process of establishing a new hotel: Mandarin Oriental Downtown in Dubai.

“What’s so great about the Middle East is that there was nothing here 60 years ago. People here have become rich because of the oil and, with that, they have built a modern society within just 50 years. In the Netherlands, ‘rich’ is a negative word, but here it has something powerful about it and everyone benefits from it. When you work here, you’re part of that society that’s still being built on. Great new things are appearing all the time, and it’s progressive and innovative. Nothing is too big, too expensive or too luxurious: you can’t beat it. You really work in the high-end of the hospitality world here.”

Via South Africa and Hong Kong

“After three-and-a-half years at Emirates Palace Mandarin Oriental in Abu Dhabi, I’m now in Dubai, where we’ll be opening a new hotel at the end of 2024. My area of expertise is F&B and I also specialise in setting up new restaurants, renovations, concept development and rebranding. I used to work in Hong Kong. For a long time, that was the place where everyone went to become successful. Now it’s Dubai. This area is really experiencing a boom. I’m glad that I took the step to go abroad during my studies. In my third year at HMSL, I went to South Africa and in my fourth, I wanted to do an internship at the highest level. That worked out well, because I ended up in chef Richard Ekkebus’ restaurant in Hong Kong, which was part of the Mandarin Oriental Group. It’s through that job that I found myself here.”

“The different cultures really appeal to me”

Stefanie Maria Kolks (34) is Head of Real Stafﬁng in Dubai. Real Stafﬁng is part of SThree, a leading recruitment company. She graduated from HMSL in 2011.

“At HMSL, I did cruise management as a minor, because I had always wanted to work on a cruise ship when I was a kid. And that’s what I did for seven years after I graduated. Then, I started working as a recruiter for SThree in Amsterdam. I was promoted to other positions and also started a master’s degree in business administration. My manager knew that I wanted to go abroad again one day. I like the Netherlands, but there’s so much more to discover in the world, and I’d like to see and experience more of it.”

Making a difference

“I was given the opportunity to set up Real Staffing in Dubai. It was a great step for my career, and one that I would not have been able to make in the Netherlands. It felt right from the start, because this is such a nice place to live and work. You meet people here with all kinds of different backgrounds and cultures, and that really appeals to me. There’s a relaxed atmosphere here, and everyone is really nice. The other day I left my new iPhone in a taxi and the driver brought it back to me. The only thing I miss is nature. Dubai has a lovely beach, but it’s quite urban. Although I wouldn’t be surprised if they suddenly build a beautiful park or forest soon. I would recommend working here because it’s good for your career and you can really make a difference here. The bar is set high, so you have to be ambitious and always be willing to go the extra mile.”

Students and alumni of Hotel Management School Leeuwarden (HMSL) are the ultimate game-changers in the field. How do they view talent development? And how did they develop their own talent?

Lynn Woltjes (31)

Graduated in: 2020

Position: Deputy Hotel Director at Nhow Rotterdam

Greatest talent: Connecting, reﬂ ecting and empathy

“It’s

great to help others discover their talent”

Winning the NXT GM Challenge in 2023 landed Lynn Woltjes a job as General Manager at two four-star hotels for a year. In that role, she enabled others to discover their talents.

Last year, you won the NXT GM Challenge. What talent do you need for that?

“The challenge consisted of several rounds with pitches, presentations, vlogs, physical training and an online campaign. During the whole process I felt, ‘This suits me and I’m going for it’, which is something I had never experienced before. I was partly aware of my talents. Although, I never linked that to a job as general manager. Then, when I had that role, I saw that seeking connection, reflection and empathic skills are the talents that I really needed as a manager.”

In what way were you involved in the talent development of others?

“During individual talks, I asked my team members what drives them, and we continuously discussed how they can develop themselves and what opportunities there were. Sometimes the conclusion of a discussion was that someone thrives better in a different department. But that’s the beauty of working for a large company: there are always other locations or positions where a talent comes into its own. I think it’s great to fi nd out together what someone’s talents are. It’s lovely to be able to help; especially if that person doesn’t know what they want. However, I couldn’t

focus on talent development all the time. Sometimes things just have to happen, because it fits within the company’s strategy. However, if the intrinsic motivation for a task is missing, you immediately see that it doesn’t work as well as when you work from your talents.”

How did you develop your own talent?

“By constantly looking at who I am, what I want and what path I am following. This reflection is partly in me but it was also encouraged during my course during conversations with my academic adviser, project groups and practical internships. I think it would be a good idea to pay even more attention to talent development during the course. For example, with a seminar that focuses on the question: What are my strenghts? Those are the tasks that you do with ease and that make you incredibly happy. I see a lot of young people around me who do not know yet what their talent is and then start doing something because society expects it of them. That can be quite a lonely feeling. It is very valuable to be able to play a coaching role in guiding young people, and to be able to identify together their key strengths and support to develop them. In my new role at Nhow Rotterdam, I will also work on this with great passion and pleasure.”

MEET OUR ALUMNI!

24 HOURS New WITH PHILIPP CARSTEN

ABOUT PHILIPP BRÜNING

Philipp Carsten Brüning (28) is a fourth-year student at Hotel Management School Leeuwarden. He grew up in Münster, Germany, and had a desire to explore the world from an early age. After high school, he travelled to Australia, where he enjoyed meeting people from all over the world, which swayed him to continue his studies in English. In Germany, this is only available at expensive private schools, which is why Philipp chose to study abroad.

In July 2023, he started his internship in New York, as an international ﬂoor manager at Peak restaurant. He also has two offers for work for when he graduates, either in London or Toronto. “I’m still not sure which one it’ll be. I’m going to travel for a while after my studies before I take the plunge.”

New York really is the city that never sleeps, says German Philipp Carsten Brüning, who is doing an internship there and writing his final thesis. “It doesn’t matter what time you leave the house, there’s always something going on.” These are Philipp’s tips for 24 hours in New York.

9.30AM: COFFEE AT PRET A MANGER

“I start every day with a coffee from Pret A Manger. As it’s a chain, you’ll find branches all over the city. When I arrived in New York in July, it was incredibly hot here, so I ordered myself a cold brew. I liked it so much that I never switched back to hot coffee.”

10AM: STROLL ACROSS THE BROOKLYN BRIDGE

“With my coffee in hand, I like to walk across the Brooklyn Bridge, which connects Brooklyn – where I live – with Manhattan. From the bridge, you have a breathtaking view of the New York skyline and the Statue of Liberty.”

text Firma Fluks map Adobe Stock

York

CARSTEN BRÜNING

11.30AM: SHOPPING IN SOHO AND LUNCH IN CHINATOWN

“SoHo is the place to shop. It’s where you’ll find all the well-known brands: from H&M to Louis Vuitton. I love Little Italy, a small district where you feel like you’re in Italy. Due to the low-rise buildings, the architecture is completely different from the rest of the city. I like to have lunch in Chinatown, which is nearby. My team recently had dinner at Eight Tables by George Chen. It’s really delicious, but pricey. The numerous eateries that display roasted ducks in their windows are a cheaper option.”

1:30PM: VISIT LITTLE ISLAND

“There’s been a futuristic island in the middle of Manhattan since May 2021. Little Island is a park on stilts in the Hudson River. If you like trees and plants, you’ll love it here.”

2.30PM: SWEET TREATS AT CHELSEA MARKET

“New York is a foodie’s dream. The city offers the best of the best of every cuisine you can think of. Chelsea Market is a food hall with dishes from all over the world. And they even have German bratwurst. Heaven! Magnolia Bakery is my favourite place. They have cakes, pies and cookies, and everything is delicious.”

4PM: WALK THE HIGH LINE

“Running through West Manhattan, the High Line is a former elevated train track that was transformed several years ago into a public park and greenway. As you walk along it, you pass between the skyscrapers in the heart of the city as well as many works of art along the way.”

7PM: WATCH THE SUNSET AT EDGE

“Edge is a sky deck on the 100th ﬂoor of the 30 Hudson Yards skyscraper, and it’s a great place in the city to watch the sunset. I’m there almost every day, because I’m doing an internship at Peak, the restaurant one ﬂoor above. If you have a drink at Peak and spend $40 dollars per person, you can visit Edge for free.”

8PM: SUSHI AND ESPRESSO MARTINIS

11.30PM: COCKTAILS AND DANCING AT PEAKABOO

“On Friday and Saturday nights, Peak is transformed into a nightclub with a different theme each week. The music ranges from live performances to house. Sip on a cocktail and enjoy the view over the city.”

“Hudson Yards is home to BondST Restaurant, which you’ll find on the fifth ﬂoor. It’s the best sushi restaurant in town. Everything is tasty, but the spicy crispy shrimp and tuna tartare are truly fantastic.”

JOIN OUR ALUMNI COMMUNITY

Curious about what your former classmates are doing now?

Our Alumni Platform seeks to connect our alumni, students and industry partners. Sign up for the community, connect with fellow alumni and stay up to date about news, events and career opportunities.

Join now via creatingwhatsnext.com or scan the QR code.