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MAHRP Wraps up 2018 activities with powerful HR best practice share session

Maldives Association of Human Resource Professionals (MAHRP) has concluded its series of activities for 2018 with a powerful HR best practice share session. The Great HR Best Practice Share December 2018 edition, which was held at the Faculty of Education Auditorium on December 15, attracted an audience of 70 HR professionals covering eight different sectors and 24 different organisations. The event focused on three different streams of HR: Employee Engagement via Training and Development, Rewards and Recognition, and Employee Wellness.

Adam Naseer, Director Technical Services at the Auditor General’s Office, delivered the keynote on Employee Engagement through Training and Development, during which he emphasised the importance of focusing on the growth mindset of employees, as well as having customised learning and development programmes for all team members. Organisations must spend time and effort in making their employees better through continuous learning programmes that result in employee engagement, he said.Speaking on the topic of Rewards and Recognition, Hassan Saeed, the Resort Manager at Dhigali Maldives, shared the best practices employed by his resort to enhance organisational efficiency and productivity. He highlighted the importance of praising employees, whilst bringing humanity and practicing humility by all levels of managers and team members. At the end of the session, a panel discussion was held on Employee Wellness. 

Moderated by Ahmed Irash, CEO of Nishy Pvt Ltd, the thoughtful discussion featured Ahmed Ibrahim, Head of HR Business Partner at Bank of Maldives, Hussain Shahid, Executive Assistant Manager at Holiday Inn Resort 

MAHRP is the first professional association registered in the Maldives, dedicated to human resources and people development.The association’s mission is to serve the needs of HR professionals by providing the most current and comprehensive resources, and to advance the profession by promoting HR’s essential values, setting professional standards and providing the know-how. It is committed to linking and connecting HR professionals and practitioners locally and oversees through signature events and membership activities.

As part of its aim to develop human resources, MAHRP regularly hosts knowledge share events. The association also organised an exclusive training event in Maldives with world’s leading customer experience consultant Ron Kaufman.

MAHRP’s main focus for 2019 will be identifying key challenges in human capital development and work towards adding value to every aspect of HR throughout the country. This includes a series of activities, including HR knowledge share, best practice share, HR organisational level quizzes, HR convention and debate sessions, as well as inspirational talks with world-class speakers.

Kandooma Maldives, and Aminath Shaly, Cluster HR Director at S Hotels and Resorts. Through practical examples from their respective organisations, they highlighted the important role played by the wellbeing of employees and their state of mind in maximising productivity.

“Our aim is to continue to add value to the HR network. We have a wide range of activities planned for 2019, including some great programmes at different regions of Maldives. Now our focus will be the upcoming National HR Convention and EXPO, which is scheduled for February 24-25 at Dharubaaruge – Male city,” MAHRP President Hussain Afeef, who also serves as the Regional Director of Training, Development and Quality Assurance at LUX* Resorts, said.

 

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Global wage growth hit lowest since 2008 – ILO Global Wage Report 2018/19

Recent reports released by ILO on Global Wage 2018/19 shows global wage growth has been weak while the gender pay gap, at about 20 per cent globally, remains unacceptably high. Global wage growth in 2017 fell to its lowest rate since 2008, far below levels before the global financial crisis, according to a new International Labour Organization (ILO) report.

The Global Wage Report 2018/19  finds that in real terms (adjusted for price inflation) global wage growth declined to 1.8 per cent in 2017 from 2.4 per cent in 2016. The findings are based on data from 136 countries.  In analyzing wage growth, the report finds that in advanced G20 countries real wage growth declined from 0.9 per cent in 2016 to 0.4 per cent in 2017. By contrast, in emerging and developing G20 countries, real wage growth fluctuated between 4.9 per cent in 2016 and 4.3 per cent in 2017.

“It’s puzzling that in high-income economies we see slow wage growth alongside a recovery in GDP growth and falling unemployment. And early indications suggest that slow wage growth continues in 2018,” said ILO Director-General Guy Ryder. “Such stagnating wages are an obstacle to economic growth and rising living standards. Countries should explore, with their social partners, ways to achieve socially and economically sustainable wage growth.”

In the last 20 years, average real wages have almost tripled in emerging and developing G20 countries, while in advanced G20 countries they have increased by just 9 per cent, the report shows. But, in many low- and middle-income economies, wage inequality remains high and wages are frequently insufficient to cover the needs of workers and their families.

High gender pay gaps

The report calculates gender pay gaps in innovative and more accurate ways, using data covering some 70 countries and about 80 per cent of wage employees worldwide. It finds that globally women continue to be paid approximately 20 per cent less than men.

The report finds that in high-income countries it is at the high end of the pay scale that the gender pay gap is wider, while in low- and middle-income countries the gender pay gap is wider amongst the lower paid workers.  Using empirical evidence, the report also shows that traditional explanations, such as differences in the levels of education between men and women who work in paid employment, play a limited role in explaining gender pay gaps.

“In many countries women are more highly educated than men but earn lower wages, even when they work in the same occupational categories,” said Rosalia Vazquez-Alvarez, econometrician and wage specialist at the ILO and one of the authors of the report. “The wages of both men and women also tend to be lower in enterprises and occupations with a predominantly female workforce. To reduce gender pay gaps more emphasis therefore needs to be placed on ensuring equal pay for women and men, and on addressing the undervaluation of women’s work,” she said.

Another factor which weighs on the gender wage gap is motherhood. The report shows that mothers tend to have lower wages compared to non-mothers. This may be related to a host of factors, including labour market interruptions, reductions in working time, employment in more family-friendly jobs with lower wages, or stereotypical promotion decisions at enterprise level.

According to the report, a more equitable sharing of family duties between men and women would in many instances lead to women making different occupational choices.  Surprisingly, the evidence shows that even before women reach motherhood, there is already a pay gap. This suggests a need to combat stereotypes and discrimination at the point of entry into the labour market.

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New amendment to immigration law

November 29,2018

A bill has been proposed to a parliament to amend current immigration law of Maldives. Aim of this bill is to regulate illegal immigrant workers, and immigrant workers who change their employment without consent of current employer, and stop expat employees changing their employment within the contract period without knowledge of the employer. As per the amendment, anyone who help them to change their employment or the expat worker who found crossing the employment against the law will face one-year imprisonment or fine between MVR 500,000.00 to MVR 1,000,000.00. The bill was proposed by MP Mr. Moosa Maniku who is also sitting VP of parliament.

Further he says employers are now facing a lot of challenges and incur high cost to execute various projects as workers switch their employment so easily. Moreover, he highlighted the importance of this bill to reduce socio-economic impact of illegal workers. As per the bill, it will be effective from the day it is ratified by the president and published in government gazette.

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MAHRP signs landmark professional support pact with CIPM Sri Lanka

Date: November 26, 2018

Maldives Association of Human Resource Professionals (MAHRP) has signed an agreement for cooperation with the Chartered Institute of Personal Management (CIPM) of Sri Lanka, in a bid to develop the HR professionals network in Maldives.

The Memorandum of Understanding (MoU) was signed at a special gala dinner held at the Water’s Edge in Sri Lankan capital Colombo on November 26. 2018.

Under the agreement, MAHRP and CIPM will share technical expertise in developing and building the HR network in the Maldives, work closely with the HR community in offering programmes through the CIPM Business School, provide opportunities to MAHRP members in achieving various HR related certification programmes, and organise cross exposure activities in the Maldives and Sri Lanka for HR professionals of both the countries.

“Having a professional agreement and understanding between a well-established and reputed human capital management organisation like CIPM would bring a great set of values to MAHRP in its mandate to develop the HR network in the Maldives as well as to MAHRP members,” MAHRP President Hussain Afeef, who also serves as the Regional Director of Training, Development and Quality Assurance at LUX* Resorts, said.

“We signed this MoU at a historic time as the institute transforms from the Institute of Personnel Management (IPM) to the Chartered Institute of Personal Management (ICIPM). We congratulate CIPM on their achievement.”

CIPM President Dhammikka Fernando commented: “We are delighted to sign this professional agreement with the first well-established HR professionals association in the Maldives. We have over 60 years of experience in managing human capital development and excellence throughout Sri Lanka and we intend to share, collaborate and support MAHRP in various aspects. Maldives is one of our closest neighbours, and we are pleased that MAHRP chose us as their first international collaborator.”

One of the first activities supported by CIPM include the upcoming National HR Convention and EXPO by MAHRP.

During the event, to be held from February 24-25 at the main convention centre of Dharubaaruge in capital Male, CIPM will act as an endorsing partner. The institute will support MAHRP in various technical aspects of the National HR Convention and EXPO, which is slated to be “the HR Event of the Year”.

MAHRP is the first professional association registered in the Maldives, dedicated to human resources and people development.

The association’s mission is to serve the needs of HR professionals by providing the most current and comprehensive resources, and to advance the profession by promoting HR’s essential values, setting professional standards and providing the know-how. It is committed to linking and connecting HR professionals and practitioners locally and oversees through signature events and membership activities.

As part of its aim to develop human resources, MAHRP regularly hosts knowledge share events. The association also organised an exclusive training event in Maldives with world’s leading customer experience consultant Ron Kaufman.

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HR Digitalization and Innovation share

A session on HR digitalization & Innovation has successfully concluded on Saturday, November 24, 2018 at MNU Business School Auditorium. Aim of this session is to showcase local HR solutions readily available in the market. “There are very good local HR software, however there is no platforms for them to showcase their products. We are very proud to be the first professional Association taking the initiative of connecting HR practitioners, companies across the industries and HR software developers in one platform. It helps for them to build relationship among themselves, and explore local products. This is the first of its kind in Maldives” said MAHRP president Hussain Afeef.

During this event four HR solutions were presented which includes FahiKeplar by Link Serve, RAS by Leniakea, and HR Maldives eHRMS. During the event, Ali Adam – Human Resource Manager of Universal Enterprises presented a case study on adopting customized HR Solution to a company for effective use.

MAHRP is the first professional association registered in the Maldives, dedicated to human resources and people development. The association’s mission is to serve the needs of HR professionals by providing the most current and comprehensive resources, and to advance the profession by promoting HR’s essential values, setting professional standards and providing the know-how. It is committed to linking and connecting HR professionals and practitioners locally and oversees through signature events and membership activities.

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International Conference on Social Research and Innovation (ICSRI)

Four members of Maldives Association of Human Resource Profession MAHRP participated in 2018 annual research conference called the International Conference on Social Research and Innovation (ICSRI) organized by the Institute of Research and Innovation of Villa College. The two days conference from 18 – 19 November 2018 was held at the Villa College QI campus.

Panelists include Fazna Mansoor – Senior Manager Organisation Development – Ooredoo Maldives, Ahmed Ibrahim – Head of HR Business Partner – Bank of Maldives,  Hussain Shahid – Executive Assistant Manager – Holiday Inn Kandooma Resort and Hassan Saeed – Resort Manager – Dhigali Maldives. The session was moderated by Ibrahim Moosa- Director of Human Resources – Villa Group. The topic of the panel was “the Role of HR as a Business Partner and How to bring it ALIVE!; focusing on how HR leaders can walk the talk of the concept of HR Business Partner, adding value to Team Members and Organisation”.  All the panelists have shared their professional thought-provoking experience, and answered various questions posed by the participants.

HR practitioners and higher education students to share their knowledge on Social Research and Innovation. The main theme for the third ICSRI is ‘Awakening the Intellect: Inspiring Innovation’.  MAHRP signed an MOU with Villa college on 10th April 2018 to collaborate on various aspects of HR Professional development including collaborative research, helping researchers to collect data through MAHRP network, and encourage HR Professionals to engage and contribute to research community.

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MAHRP concludes Great HR Best Practice

Maldives Association of Human Resource Professionals (MAHRP) has concluded a very successful HR Best Practice Share session on 27th October 2017. The session was held at Maldives National University Auditorium, Faculty of Education. “Total 87 people attended for the event representing 37 companies and 5 industries” said Mr. Hussain Afeef – The President of MAHRP. The presenters of this invent include Neil Short House – Founder & Chief Executive at Shorthouse Hospitality. He shared his personal experience and his secrets in getting the best fit for the company, and how he handles recruitment for various companies. He highlighted the importance of checking the employment background of the candidates. Furthermore, he stressed how companies could use personal connections, and professional networks to get suitable candidates faster.

Mr. Mohamed Ashraf – Learning & Development Manager of Bank of Maldives presented on performance management system. He shared how the national bank of Maldives capitalize technology in Managing employee’s performance. Furthermore, he discussed various ways by which a company could increase employee engagement through performance management, and how to set KPI properly, and how to set meaningful objectives for business.  Mr. Ashraf is a certified KPI professional from KPI institute of Singapore, and he is a certified L&D professional too. He has worked in Maldives Airport Company Limited for 17 years, and Dhiraagu- the largest telecom company, and now works in Bank of Maldives

Ibrahim Fayaz, Senior Manager for Customer Installations and Cable Networks at telecom giant Dhiraagu, presented on the topic of employee engagement and key achievements of Dhiraagu in the area of creating brand ambassadors through employee engagement. He shared very successful and result oriented techniques that he uses at Dhiraagu. Moreover, he emphasized participants to evaluate employee engagement methods, and approaches whether it will increase the positive impact. Warmly received event was concluded with Q&A session moderated by MAHRP Present Mr. Hussain Afeef.

MAHRP is the first professional association registered in the Maldives, dedicated to human resources and people development. The association’s mission is to serve the needs of HR professionals by providing the most current and comprehensive resources, and to advance the profession by promoting HR’s essential values, setting professional standards and providing the know-how. It is committed to linking and connecting HR professionals and practitioners locally and oversees through signature events and membership activities.

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EMPLOYMENT ACT: Foreseeable changes in the near future

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By: Fathmath Hana Yoosuf
22 October 2018

Prior to the Employment Act 2/2008, there has been absolutely no legislation or regulation enacted on employment in the Maldives except the regulation established and administered by the President’s Office in June 1994. This regulation was historically the first document that enforced a contract of service to be signed between the employer and the employee and defined the rights and obligations between the parties. However, the regulation was the key reference for government or public service appointments only.  A legal framework for the private sector governing the employment relationship was also drafted and enacted later during the same year. These regulations were amended from time to time and remained in force until adoption of the Employment Act 2/2008 in 2008.

Over the past ten years, there hasn’t been any significant or a major revision to the Employment Act although minor amendments were made few times. The question to ask is should this ten year old law be given a major overhaul or should it be kept as it is? In fact, a major overhaul of employment law is overdue. The constitution is no longer fit for purpose in Modern day Maldives. There are many categories of employment from permanent contract, temporary contract and contract for flexible work arrangements to employees working in factories, and in different industries. The current law provides full protection only to employees in the first category.

The dynamics of the Maldives workforce has changed in the past decade and this has transformed the way people work. What was once genuinely welcomed by employers and employees has changed due to the impact of demographic, socio-economic, technical and political influence and particularly due to changes in the labour market. Issues of work/life balance have become more important in Maldives in recent years, with employees paying more attention to “quality of life” such as parental leave, flexible working hours, high quality child care facility, minimum wage, occupational health and safety, health insurance, equal employment opportunity and the like. The provision of medical leave and other leave entitlements now looks much more like exploitation, made all too easy by.

The Presidential Election of 2018 took place recently in the country. The newly elected President Mr. Ibrahim Mohamed Solih has promised during the campaign to revise the legislations on parental leave and introduction of a minimum wage as a way of regulating and improving the life of the labor force. Let’s look on the impact of introduction of a minimum wage and revision of parental leave.

One final thought about minimum wage. What could be the Maldives first minimum wage rate; a rate between MVR18/hour to 25/hour or above? Can small business survive with a rate above MVR25/hour? When the state own retirement pension scheme was established and enacted, lot of companies including state owned companies  reduced the amount of base pay by splitting it into two and allocating one half of the base pay as an allowance, all to cut cost on the amount the employer has to pay for retirement pension. This reduced the base pay to as low as MVR2000.00 for some employees. Will the introduction of a minimum wage force these employers to revise salary again? Another change foreseeable to the law in the near future is the provision on parental leave. Paid maternity leave from 60 days to 6 months, each time a female employee gives birth and one month paternity leave to male employees when the wife gives birth.

Under the section 43 and 46 of Employment Act 2/2008 of Maldives, all female employees are entitled to 60 consecutive days of paid maternity leave every time they give birth. In addition, female employees are also entitled to 28 days of additional maternity leave and 1 year no pay maternity leave upon expiration of the 60 days of paid maternity leave, should a circumstance aris

The proposal as suggested by the President Elect is more favorable to the female employees than the current national statutory protection. This will be a very constructive amendment since it will allow female employees more time to recover from child birth as well as time for nurturing.  According to Maldives housing and population census 2014-Statistical Release: iv Employment, women comprised 47.6 percent of the total Maldives labour force. This was a 6.2 percent growth when compared to 2006. Women are projected to account for 53 percent of the increase in total labor force growth by 2020. Since women form a considerable proportion of labour force at present, the benefits of a continuous career should not be denied from them upon child birth.

We find maternity protection and parental leave entitlements in almost every country. The common and central feature is that it allows employees to leave their workplace for a limited time around childbirth and to return to their job afterwards. However, the provisions vary from country to country.  The Table below shows comparison of maternity leave among different countries in Asia.

If the paid maternity leave is amended from 60 days to 6 months (180+ days) Maldives will become among the few countries with the most generous maternity leave provision. Many other countries around the world also provide paternity leave. However, fewer countries in the region have statutory paternity leave provision. Instead of dedicated paternity leave, these countries offer general emergency leave or family leave, which can be used by fathers at the time of childbirth.

Parental leave protection and other work–family measures are essential to promoting the health and well-being of mothers to ensure a core future generation, and to achieve gender equality and advancement at work for both women and men.  Of course, to achieve greater female labour force participation rates, it will require more than mere reforms to maternity benefits. Other measures could include high quality child care facilities along with flexible work time.

Extended maternity and paternity leave is an adjustment not just for employees, but for employers as well. It requires extra planning and would have to make staffing adjustments which result in added workload on other team members, may have to deal with productivity issues and cover the cost of temporary replacements.

The labour market has undergone a fundamental shift from traditional employment to a dynamic work force. This new era is fuelled by the shifting demographics, rapid technological change, greater individual choices and the global economy among others. The Internet, smart phones, tablet, and mobile cloud computing allows people to link as independent nodes across boundaries which make it possible for work to take place anywhere in the world.  Flexible work arrangement in a manner that benefits both employee and employer are more in demand by today’s generation specially by working mothers and could benefit the aging work force too.

Outdated arrangements for work and an outdated employment law will hurt economic growth. It is high time we confront the reality. Innovative and flexible solutions are key to meeting the challenges of the changing work force. Failing to change could even result in a talent shortage.

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MAHRP to host second ‘The great HR best practice share’ session on Oct 27.

Back by popular demand, Maldives Association of Human Resource Professionals (MAHRP) is to host a second session in the series, The Great HR Best Practice Share.

The event will be held on October 27 at the Maldives National University’s Faculty of Education Auditorium, which is located on Ameenee Magu. The session will take place from 10.30am to 12.30pm.

“We are pleased to bring the second forum on this topic of HR Best Practice Share. We believe success secrets and stories should be always shared and it will add value to the nation, HR community and overall human capital development,” MAHRP President Hussain Afeef, who also serves as the Regional Director of Training, Development and Quality Assurance at LUX* Resorts, said.

Speakers for the upcoming event are from some of the best local organisations.

Ibrahim Fayaz, Senior Manager for Customer Installations and Cable Networks at telecom giant Dhiraagu, will give a presentation on the topic of employee engagement and key achievements of Dhiraagu in the area of creating brand ambassadors through employee engagement. Mohamed Ashraf, Learning and Development Manager at the Bank of Maldives (BML), will speak about performance management and how the process works at the bank, which has been recognised as an employer of choice.

Neil Shorthouse, Founder and CEO of Shorthouse Hospitality International, will also join the local experts. The industry veteran will present concepts and case studies of the best recruitment practice one can follow in the Maldives environment.

The Great HR Best Practice Share series is a special knowledge sharing forum where participating organisations will present their great HR practices in various aspect of human resources management. The October session is aimed at sharing best practices in performance management, recruitment and employee engagement.

“We believe that this new segment of HR Best Practice Share and other sessions by MAHRP would further enhance the level of HR awareness amongst the Maldives business leaders, HR network and professionals, and will lead to pathways in taking various actions to add value to bring the best out of their people,” Afeef added.

MAHRP is the first professional association registered in the Maldives, dedicated to human resources and people development.

The association’s mission is to serve the needs of HR professionals by providing the most current and comprehensive resources, and to advance the profession by promoting HR’s essential values, setting professional standards and providing the know-how. It is committed to linking and connecting HR professionals and practitioners locally and oversees through signature events and membership activities.

As part of its aim to develop human resources, MAHRP regularly hosts knowledge share events. The association also organised an exclusive training event in Maldives with world’s leading customer experience consultant Ron Kaufman.

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HRM philosophy in Maldives resorts is in need of a paradigm shift

Human Resource Management (HRM) is one of the key support functions for any hospitality operation and organizations will find themselves adding and sometimes subtracting value to/from the organization by how the HRM function is driven. Trust me, I was in HR for a long time. I have seen how conventional thinking slowly became ineffective and insufficient. A lot has changed since I first started in HR. Here, I like to share some of my thoughts that I feel will make the HRM process more efficient and most importantly more effective in today’s competitive environment. Some of it has worked very well for me. I am not implying that these will solve or even fix (short term) many of the complex challenges we have in the industry today, I am saying they might be helpful in addressing some.

Accept reality – high turnover is here to stay

Facts and numbers speak for themselves. Ads for vacancies come out every day and some of these ads repeat themselves for long periods of time. We do not have enough newcomers and existing labor to fill even the immediate vacancies in the industry. We are currently looking at more than 6000 employees for resorts due to open in the next 6 to 12 months. This is already becoming a daunting task for HR teams. The pool is not enough for everyone. Find alternatives.

Don’t waste time, energy and money (and break yourself) to change reality when perception is the real issue. In the society in general and in the smaller island communities in particular, tourism is still not considered as a viable career. Nothing substantial has been done over the past 46 years to change this perception, tourism is still seen as lesser form of employment by the masses.

Discard old paradigms

One of the key guiding mantras for HR for a long time had been retention. Retain more people for longer. This sometimes makes managements bend over backwards until they fall but never achieve this objective. I have seen resorts where retention became an issue when people decide to stay for too long. Truth is, there is no perfect formula and there is no sweet spot as to how long managements should aim to retain people for. My argument is – also my advice to employees – if someone is stuck in the same position for more than 2 years and if there is no suitable role for that person to move up or at least sideways, look for new pastures, find something new before that person burns out.

All employers are not created equal

Differentiate yourself from the competition. We are all chasing the same waiter, butler or island host. Sometimes this is easier said than done. If you are not in Male’ atoll, look around the atoll community, look for any potential that you can tap into. Some resorts are parts of well-known brands and some resorts can command higher ADR thus resulting in higher monthly service charge depending on the occupancy. Some resorts have smaller teams of less than 150 team members and some on the other hand may have larger teams in excess of 500 team members. Sometimes there may be more regular ferries to one (probably the largest population center) island in the atoll. There are strengths you can leverage off, if you are a small independent brand. You must also remember that all employees are NOT created equal – instead of looking for superstars for their individual brilliance, consider people for the contribution they can make to the existing team.

Train and retrain teams to overcome biases and assumptions

Find algorithms that will work for your organization. Recruitment, selection and performance management requires more structure and more effort to eliminate ‘noise’ in the system that cloud a manager’s judgement. More often than not, essential processes like recruitment gets implicitly sabotaged by pre-conceived notions, stereotypical thinking, heuristics, assumptions and biases. HR must take the lead in training their own teams and other HoDs to make sure that they are aware of any such potential pitfalls. As much as possible, base all decisions, especially people related decisions on data and facts rather than assumptions. Look inwards, have sessions for reflection on your performance aimed at continuous improvement.

Pay more attention to engagement

Engagement will come in all shapes and forms. For some, anything that gives them a purpose will be motivation/drive enough to wake up and go to work every day. I have always used varying combinations of training, development and recreational activities for the team to achieve this. There is no silver bullet solution and there is no optimum combination – everything depends on the specific conditions of the resort, size of the team and facilities available. Don’t waste time, energy and money (and break yourself) to change reality when perception is the real issue. I have used up to 40 different training titles and of all these, I found IT (just basic computer usage, specific programs like Social Media, Photoshop, Office Applications) for the everyday user generated the most excitement! Look for activities that large groups of people can interact together, concentrate on those but do not neglect the minorities. I am starting a new strategy where I am grouping everyone by their hobbies and facilitating clubs for music, art, environmental stewardship and so on.

Efficiency is not always the same as effectiveness

Take a long hard look at your processes and procedures, think of them as vehicles that take you to your KPIs or ultimate objectives. What vehicle you choose, what vehicle will be most effective will depend on the destination itself. In Maldives you can always think of the sea transport analogy. I remember a time when resorts further away from Male’ had subjected their guests to long and grueling sea journeys. Those days are long gone – and so should some of your processes and procedures. Do these procedures add any value to your teams of operations? If not, just scrap them, or review them if you need to keep them. I am sure a lot of HR managers will find processes like yearly performance appraisals just create more paperwork and headache than anything else.

Tap into the free power source – social media

If we can get all our 100 or 200 team members work as ambassadors for us on social media that is a lot of social power! They will keep their peers/social group engaged in what is happening at the resort. This in turn creates a lot of goodwill in that social circle. Allow and encourage team members to share fun team activities on social media for maximum exposure. Publicity is always good and just like word of mouth is the best form of advertising to attract new customers, it is as good – if not a better – medium to attract new employees.

If you want to get that competitive edge over your neighbors, don’t depend on one or two initiatives – find five to ten that will each give you just few percentage points of an edge over your current situation. Find your strategic fit. I have in one of my previous blog posts, highlighted the importance of striking a balance between being people-centric or process-centric in your HRM. Some resorts can afford to be people-centric but some cannot. It is therefore important for each management to determine which approach will add most value to their HRM function. Instead of looking for the perfect, best groomed, most meritorious candidate, look for the most enthusiastic, look beyond the first impression, dig deeper and find that candidate who will fill that blank spot on your team jigsaw.

About the Author

Mr. Hassan Saeed
Resort Manager, Dhigali Maldives
Hassan Saeed is a prominent local hotelier with 25+ years of experience. He has an MBA and BA (hons) in Hospitality and Tourism Management. He has worked many local and international hotel chains in various operational and management roles in resorts. He is a guest lecturer to FHTS of Maldives National University and other colleges in Maldives.

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