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AN ESSENTIAL ELEMENT OF SUSTAINABLE TOURISM

Good Afternoon to my fellow attendees at the 2007 International Tourism. Culture and Education Forum

I am Bill McCallum – Managing Director and join owner of the Pacific International Hotel Management School  in New Zealand.

Tourism remains the world fastest growing industry and the continuing demand by tourists for the ‘best  experience and best service’  is the catalyst for motivation and development of organisations and businesses globally  in response.  It is not merely sufficient or acceptable to provide an ‘average’ product of the plastic genre – market research evidences that there is a tourist demand for platinum experiences with elements of eco tourism and cultural interaction integral components.   Along with these experiences, tourists seek evidence their chosen provider will afford them  the highest  quality service.

The following organisational comment illustrates the hierarchical structure of NZ tourism and education:

Ministry of Tourism                               Ministry of Education

Tourism  Industry Association                     (NZQA New Zealand Qualifications Authority)

NZ Maori Tourism Council                            TEC (Tertiary Education Commission)

RTOS (Regional Tourism Organisations x 30)             Tertiary Providers

Maori RTO’s

Public Institutions (Universities/Polytechnics)

                   Private Training Providers

ITO’s (Industry Training Organisations

Local Government is a crucial player in New Zealand’s steadily growing tourism industry and needs to be adaptive and educational in managing natural and cultural resources, providing core infrastructure, attractions and facilities, and the funding of regional  marketing and visitor information.

RTO’s in playing a leading role in the New Zealand Tourism Sector, act as a bridge between tourism operators, national bodies and local & central government and Maori RTO’s who are the catalyst for the provision of the rich and diverse cultural heritage that can easily be  enjoyed as the beautiful land of Aotearoa is explored.

In responding to the interest in New Zealand as a cultural attraction, tourism education is now recognised as playing an increasingly important role in the Maori community.  The richness of the language and culture has set Aotearoa/New Zealand apart as a major destination and this reputation is constantly enriched by the gentleness, warmth and hospitality of all New Zealanders.

As tourism continues to grow, so too do Maori in the quality and professionalism they bring to Tourism, even more so as young adults train to respond to the demands of the industry.  The traditional values of courtesy and hospitality are enhanced by their professionalism and customer service skills, communication and technology; - and not merely the formerly preconceived notion of Maori Tourism as being ‘Hangi’ and ‘Entertainment’.  The emergence of creativity and authenticity have served to enhance the traditional with contemporary programmes now integral elements of their product.

There is an increasing demand for authenticity:

-  For the year ending December 2000, Maori performances were in the top 15 attractions

    enjoyed by international visitors.

-  There was an increase of 19% in visitors who experienced a Maori performance

-  93% of the inbound tour operators surveyed, sold Maori tourism products.

Nonetheless, the top three barriers identified by both Maori and tourism businesses in general were:

-  Attitudes and professionalism

-  Lack of education

-  Willingness to participate

A study by industry suggested there were a number of attributes that would be desirable in any employee:

-  A warm and friendly personal empathy

-  Effective interpersonal communication/people/sellihg skills

-  Ability and willingness to work effectively and in teams

-  Leadership qualities and potential to assume higher responsibilities

-  Good work ethics

     + Punctuality                       +  Personal organisation

     + Enthusiasm                     +  Time management

     + Reliability                         +  Pride in personal presentation

     + Loyalty                     +  High work standards

     + Commitment                   + Motivation to provide excellent customer service

     + Tact and diplomacy in handling customer relationships and the relevant cultural  

        aspects

The structures outlined and issues identified by the industry in the area of personnel provision demonstrate a demand for defined skill sets required by the Industry and a responsibility placed upon  the educational system to fulfil those demands.

These skill sets have been broken down into four sections of the tourism provision and 12 skill types:

 

Accommodation

Food&Beverage

Transport

Activities&Attractions

Computer/Software

X

 

X

X

Financial Management

X

 

 

 

Management Planning

X

X

 

 

Business Analysis

X

 

 

X

HR/People/Group

Management

X

 

X

X

Quality Control

X

 

 

 

Understanding Cultural Diversity

X

X

X

X

Language Skills

X

X

X

 

Relevant Product Knowledge

X

X

X

 

Selling Up Skills

X

X

X

X

Sustainable Knowledge Awareness

X

 

 

X

Compliance Regards

X

X

X

X

                    

Tourism  has thus become market focussed.  Tourists have matured in their view and focus of expectations and are motivated by their needs.  Changes in travel patterns and market demands have placed operators under constantly increasing pressure to modify their business in response to demands and to enable the incorporation of elements of ‘new’ tourism and the consistent provision of those quality services that will attract and retain.

Growth in tourism indicates that New Zealand will require 17000 plus additional employees by the year 2010; this can be regarded in two defined areas – 4500 new staff and 12750 replacement employees.

While skills within any role are essential, type cast training of tourism specialists is not merely sufficient;  the efficient skilled  attendant with the expertise to undertake duties will not meet the standards.   Industry specialists will only become true professionals when they can display evidence of a complete understanding of what is required – and the catalyst for this is knowledge of product and the ability to apply this to the myriad of circumstances that will inevitably apply in response to each instance.

Further,  what of the manner in which the skills and knowledge are themselves applied?  Undoubtedly the heart of the industry is the medium for utilising and evidencing these learned elements  AND the face of the industry – attitude.

Case Study No 1

The Pacific International Hotel Management School responds to the defined elements of skills knowledge and attitude.  The design of the PIHMS Diploma, Degree and Post Graduate programmes enhances students’ abilities to perform job-related tasks at both operations and management level as well as an understanding of the tourism context in which the industry is situated.   PIHMS students enjoy opportunities for development and growth of both soft and hard skills vital to their professional development  within the total immersion approach of hotel management and experiential learning as well as significant periods of time as a practitioner within the industry while on global Industry Placement.

Case Study No 2

ACCOR International has an international project to introduce indigenous people to hospitality by offering a period of time experiencing the industry and by spending one day in each department of a large modern Hotel.  This,  coupled with an on-site lecture process  afforded them insight into the operations across the Hotel.  Fifteen Maori students were chosen to participate in this programme; the results of which a number were offered permanent positions and three chose to progress to formal industry study.

Education has a critical role to play in the sustainable development of the tourism industry.  It is also faced with a variety of challenges.   Service providers in global destinations must display evidence of knowledge, skills and experience in what they offer and a clear understanding of customer needs.

Executives  and students of the worlds fastest growing industry require the highest level of experiential decision making training available in order to achieve effective outcomes in quality customer experiences.

In conclusion, ladies and gentlemen, one philosophical approach is that to learn, to understand and to experience enables a student to become a good practitioner.

Thank you.

 
 
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