Friday, October 7, 2016

Human Resources Generalist Job Description

Human Resources Generalist Job Description

Job Title: OnBoarding Generalist
Job Category: Internship
Department/Group: Human Resources
Position Type: Technician
Company: University Consulting
Date posted: 06/13/2014
Reports to: HR Manager
Applications Accepted By:
E-MAIL:
Attention: HR Department

Job Description

ROLE AND RESPONSIBILITIES:

A Human Resources OnBoarding Generalist implements the OnBoarding process to ensure a timely department assignment of new interns. Proper and Timely distribution of the new intern list to department heads and the distribution of the Welcome Letter to new interns. The generalist is responsible for auditing new intern required HR Forms.

ADDITIONAL DUTIES INCLUDE:

● Compare the Professional Information Sheet to OnBoarding Process Access list and Assign New Interns
● Interact with Payroll Department to obtain New Intern ID’s and Passwords
● Interact with Personnel Folder Generalist to receive Personnel Folder Links for New Intern List
● Verify all Accuracy of Data on New Intern List
● Obtain Final Approval of the New Intern List from VP of BP/HR
● Verify Distribution of Welcome letter
● Review Required Electronic HR Form Spreadsheet for Submission and Accuracy
● Add Audit Comments to New Intern List
● Train Incoming Interns on OnBoarding Process
● Development of a Superior Workforce & HR Department
● Assists with the Implementation of Policies and Procedures

PREFERRED SKILLS:

● Strong Communication and Documentation Skills and Multitasking Ability
● Strong Project Management, Time Management, and Organizational Skills
● Proficient in Microsoft Office, Google Drive, and other software
● Knowledgeable in areas of Employment Law and Training Management
● Must be Reliable and Accessible to the Team According to Policy

Reviewed By: Date:

Approved By: Date:

Last Updated By: Consultant Date: 06/13/2014

Please note: Consultant leads may consist of and include senior consultants and lone consultants.

Laws of Success Video by Napoleon Hill


Wise words, from a wise man…

Do you know the Laws of Success?

Well, many have read “The Secret” or you’ve seen the movie… what many fail to realize is that the origin of the Secret comes from the infamous book written by Napoleon Hill called “The Laws of Success.” These laws are life lessons for all… invaluable life lessons! Enjoy the Laws of Success, understand them, live them… and success can be yours.
Here is a free copy if you don’t want to buy the book: Free E-Book: The Laws of Success by Napoleon Hill






Cultural Tourism


What is Cultural Tourism?

In order to try and clarify the meaning of cultural tourism, a conceptual definition was proposed by Richards (1996), based on the way in which tourists consume culture. According to Littrell (1997), culture can be viewed as comprising what people think (attitudes, beliefs, ideas and values), what people do (normative behavior patterns, or way of life) and what people make (artworks, artifacts, cultural products). Culture is therefore composed of processes (the ideas and way of life of people) and the products of those processes (buildings, artifacts, art, customs, and ‘atmosphere’). Looking at
culture in this way, cultural tourism is not just about visiting sites and monuments, which has tended to be the ‘traditional’ view of cultural tourism, but it also involves consuming the way of life of the areas visited. Both of these activities involve the collection of new knowledge and experiences. Cultural tourism can therefore be defined as:

‘The movement of persons to cultural attractions away from their normal place of residence, with the intention to gather new information and experiences to satisfy their cultural needs’ (Richards, 1996).

According to this conceptual definition, cultural tourism covers not just the consumption of the cultural products of the past, but also of contemporary culture or the ‘way of life’ of a people or region. Cultural tourism can therefore be seen as covering both ‘heritage tourism’ (related to artifacts of the past) and ‘arts tourism’ (related to contemporary cultural production).

So, a conceptual definition of cultural tourism may be ‘The movement of persons to cultural attractions away from their normal place of residence, with the intention to gather new information and experiences to satisfy their cultural needs’. Resource based definitions tend to start from the premise that all people visiting cultural attractions are cultural tourists, so cultural tourism can be understood through a consideration of the resources involved. In particular these definitions tend to emphasize the range of different types of cultural attractions. This has the advantage of illustrating the scope and diversity of the cultural tourism product, but often so many different types of attractions are lumped together that it is still difficult to say what cultural tourism is.

The production and consumption of signs and symbols obviously forms an important part of both of these processes of the culturisation of tourism. We might therefore be able to argue that tourism itself has become a culture, or a ‘way of life’ to quote the most frequent usage of the term. If tourism, like other sectors of social life, is becoming more cultural and is itself becoming a form of culture, is it still possible to talk about a distinct form of ‘cultural tourism’? One might argue that all tourism is cultural – and in fact some of the definitions presented later imply this is the case. If so, it is little wonder that cultural tourism appears to have grown.

In terms of demand, one of the most important arguments advanced is that there is an increased interest in culture in society as a whole. This obviously links to the idea of the culturisation of society. Can it be that tourists are not particularly any more interested in culture than they were in the past? One way to look at it is that more tourists are visiting cultural attractions today simply because there are more tourists, not because tourists in general are any more ’culturally interested’. Perhaps a more convincing argument is that levels of ’cultural capital’ or cultural competence have increased in society as education levels have risen. The number of people entering higher education in the world has greatly increased, which may be resulting in the proliferation of cultural tourism.

It seems that the combination of nostalgia for the past, the need to reassert national and local identities and the perceived economic benefits of cultural development have had a dramatic effect on the supply of cultural attractions. This goes without saying, but the local, regional, and national economies of most countries around the world have prospered from tourism, and heritage related tourism is one of the greatest attractors. One reason why cultural tourism in particular is a useful development tool for so many regions is the fact that every place has culture it can develop – unlike the development of beach tourism, which requires at least a coastline. The plentiful supply of cultural objects can also create major funding problems relating to the upkeep of historic structures and cultural venues. The solution to the funding problem may also be seen in the development of cultural tourism.

DuPont Case Study


DuPont Case Study

 
EXECUTIVE SUMMARY

DuPont is a global leader among industrial growth companies and a leader in science and technology. High-performance materials, specialty chemicals, pharmaceuticals and agricultural products are among the markets in which DuPont produces products. DuPont has an estimated family of 2,000 trademarks and branded products. The company also deals with science based solutions in regard to food and nutrition, healthcare, apparel, home and construction, electronics, and transportation.

Founded in 1802, the company operates in 70 countries and has 93,000 employees. It’s employees are made up of men and women of many races, cultures, and ethnic backgrounds. According to Charles O. (Chad) Holliday, Jr., the Chairman and CEO, a career at DuPont offers employees an opportunity to a bright professional future.
DuPont holds the “highest standards of performance” in maintaining its philosophy on “business Excellence.” Think Globally and act locally is the strategy of Dupont. Ranked as number 56 in the Fortune 500, and 68 by Hoovers 500, Dupont’s direct market competitors BASF AG, Bayer AG, and Dow Chemical are no match for it’s presence in the market place.

Introduction: The Firm

DuPont, also known as E. I. du Pont de Nemours and Company is a science company with nine business units, “delivering science-based solutions that make a difference in people’s lives in food and nutrition; health care; apparel; home and construction; electronics; and transportation. Founded in 1802, the company operates in 70 countries and has 93,000 employees” (Index Information, 2001). Currently, Charles O. (Chad) Holliday, Jr., 52, is Chairman and CEO in the forefront of this “functional corporate structure with a domestic corporate staff orientation, and an international division” (Keegan, 1999).

“For nearly 200 years, Dupont’s core values have remained constant: commitment to safety, health and the environment; integrity and high ethical standards; and treating people with fairness and respect. DuPont is a global leader among industrial growth companies, and a leader in science and technology in a range of disciplines including high-performance materials, specialty chemicals, pharmaceuticals and agricultural products. DuPont has an unparalleled portfolio of 2,000 trademarks and brands, including many well-known consumer brands” (Product Markets, 2001). In 1990, DuPont and Merck agree to form a joint venture, DuPont-Merck Pharmaceutical Company.

The 4 P’s

Product: In 1804, the gunpowder was first shipped under the DuPont label. Then, in 1931, Freon® refrigerants were introduced, and Neoprene, the first general purpose synthetic rubber was announced. Following, in 1938, the introduction of nylon fiber, Teflon®  fluorocarbons, and Butacite® resin sheeting for safety glass were created. Then in the 1960s, the introduction of Lycra® brand spandex, electronic materials, Nomex® and Kevlar® brand fibers into the United States market was made (Product Markets, 20001).

DuPont produces a family of products and services according to its market segmentation. The different segments in which DuPont conducts business are “Aerospace, Agriculture, Apparel, Automotive, Construction, Packaging, Pharmaceuticals. The company aims to grow in core businesses, such as white pigments, Lycra®, nylon and polyester. At the same time, DuPont is becoming a major player in life sciences and is rapidly building competencies and product positions in biotechnology-derived products in agriculture.” Some of DuPont’s best-known brands are: “DuPont™ Teflon® resins, DuPont™ SilverStone® non-stick finish, DuPont™ Lycra® brand spandex fiber, DuPont™ Stainmaster® stain-resistant carpet, DuPont™ Antron® carpet fiber, DuPont™ Dacron® polyester fiber, DuPont™ Kevlar® brand fiber, DuPont™ Corian® solid surface material, DuPont™ Mylar® polyester films, DuPont™ Tyvek® brand protective material, and DuPont™ CoolMax® and DuPont™ Cordura® textile fibers” (Product Markets, 2001)

Place: “DuPont operates about 135 manufacturing and processing facilities in 70 countries worldwide. With established major market positions in North America and Europe, the company is expanding its presence in Asia Pacific and South America. The following chart displays the target markets in which Dupont does business to make it a Global company (Corporate Markets, 2001):

Price: According to the market segment and target market in which the product is being sold.

Promotion:Think Globally, Act locally.

Mission and Philosophy

“Healthy businesses need healthy communities to thrive. DuPont is committed to improving the quality of life and enhancing the vitality of the communities in which we operate throughout the world by supporting community sustainability efforts. Sustainable communities recognize the interdependence of social progress, economic success and environmental excellence. Through financial contributions and the active volunteer participation of employees, DuPont provides support to programs and non-profit organizations that address one or more components of community sustainability” (Corporate Philanthropy, 2001).

Vision Statement

“We, the people of DuPont, dedicate ourselves daily to the work of improving life on our planet. We have the curiosity to go farther … the imagination to think bigger … the determination to try harder … and the conscience to care more” (Environmental Commitment, 2001).

Management Philosophy

In his inauguration speech into the seat of Chairman and CEO of DuPont, Charles O. (Chad) Holliday, Jr., in an inspirational speech he is quoted saying “our solutions will be bold. We will answer the fundamental needs of the people we live with to ensure harmony, health and prosperity in the world. Our methods will be our obsession. Our singular focus will be to serve humanity with the power of all the sciences available to us. Our tools are our minds. We will encourage unconventional ideas, be daring in our thinking, and courageous in our actions. By sharing our knowledge and learning from each other and the markets we serve, we will solve problems in surprising and magnificent ways. Our success will be ensured. We will be demanding of ourselves and work relentlessly to complete our tasks. Our achievements will create superior profit for our shareholders and ourselves. Our principles are sacred. We will respect nature and living things, work safely, be gracious to one another and our partners, and each day we will leave for home with consciences clear and spirits soaring” (Environmental Commitment, 2001).

DuPont holds the “highest standards of performance” in maintaining its philosophy on “business Excellence.” By “adhering to the highest standards for the safe operation of facilities and the protection of the environment,” DuPont employees, customers and the people of the communities in which it does business will further strengthen Dupont’s corporate culture by means of moral satisfaction (Environmental Commitment, 2001).

Organizational Culture

Today, “DuPont is made up of men and women of many races, cultures, and ethnic backgrounds–people coming together in a mosaic of talent and creativity. They have a deep desire to work at the leading edge of their fields, to develop the technologies of the future, and to pursue excellence. Carefully selected, DuPont develops, and trains employees to help the company maintain its current scientific leadership and to expand that leadership into new areas. DuPont’s worldwide reputation as a good place to work is reflected in thousands of job applications received annually from all over the world, maintaining an earned international recognition for a series of race and gender awareness programs, for its pioneering work/life programs, and for its management of an ethnically and geographically diverse work force” (Corporate Work, 2001).

Strategy Development

“After 198 years of continuous operations, the company has in the past few years achieved one of its greatest transformations – liberating value through productivity and efficiency improvement, while reorganizing to speed decision-making and implementation. The aim now is to create value by at least doubling the rate of revenue growth, while maintaining emphasis on productivity improvement. DuPont’s unique set of competitive advantages derives from its strong core technology platforms, leading market positions, value-added products, brand franchises, global presence and financial strength”(Corporate Strategy, 2001).

Globalization 

The DuPont corporate headquarters are located in Wilmington, Delaware. Worldwide business headquarters are placed close to major customers and market centers – automotive headquarters are in Detroit, the electronics business is headquartered in Tokyo, and the worldwide petroleum operations are in Houston (Radebaugh, 2000). DuPont operates more than 200 manufacturing facilities in more than 40 countries. Currently, approximately a third of the company’s employees work outside the United States. The company has more than 40 research and development and customer service labs in the United States, and more than 35 labs in 11 other countries (Corporate Social, 2001).

Marketing Development

“DuPont has constantly continued to expand throughout its existence, and by the last half of the 1950s, the company established several subsidiaries in Europe and undertook a large construction program in 10 countries. In the next decade, more than 20 international subsidiaries and joint ventures were formed in Europe, Latin America, and the Asia/Pacific region. A driving force behind the international expansion of DuPont in the last half of the twentieth century has been the recognition that, to grow share in global markets, the company needed to build facilities within those markets to serve local customers” (Radebaugh, 2000).

“In response to growing international competition in the 1970s and 1980s, the company put more emphasis on marketing, and it sought growth through diversification. During the 1980s, DuPont invested more than $10 billion in over 50 acquisitions and joint ventures in its diversification efforts. A major part of this investment was the purchase in 1981 of Conoco, a fully integrated oil, gas, and coal company with operations around the world” (Radebaugh, 2000).

Marketing Strategy:

“As DuPont moves through the last decade of the twentieth century and toward its third century, it emphasizes several areas: competing globally; sharpening its business focus; increasing productivity; committing to safety, health, and environmental excellence; empowering people, capitalizing on its strong corporate and product brand franchises; and continuing to extend its significant science and technological achievements” (Radebaugh, 2000). “The focus on reducing costs and improving productivity is necessary to give the company the flexibility for competitive pricing and to grow market share and earnings” (Corporate Social, 2001).

Political and Legal Stand

“We will build alliances with governments, policy makers, businesses and advocacy groups to develop sound policies, laws, regulations and practices that improve safety, health and the environment” (Corporate Environment Safety, 2001).

Economic Conditions and Trends

Afraid of a hostile take over, in 1995, DuPont bought back “156 million shares from Seagram for $8.8 billion in cash and warrants, and in 1996 repurchased the warrants, thus largely ending the Seagram stake in DuPont that began with the acquisition of Conoco in 1981.” Also, “DuPont and Dow formed a 50-50 joint venture, DuPont Dow Elastomers; the company refocused on discovery research; major discoveries were announced in olefin polymerization to make new forms of polyethylene, in a biological “green” process for the manufacture of a new type of high-performance polyester” (Radebaugh, 2000).

In 1802, DuPont was founded and was capitalized at $36,000 with 18 shares at $2000 each (Radebaugh, 2000). Recently In 2000, DuPont had revenues of $28.3 billion and net income of $2.3 billion. Today, about half of the company’s sales are made outside of the United States.  Exports from the United States are over $5 billion in the year 2,000, making the company one of the largest U.S. exporters. DuPont sees superior profitability and sustainable growth in its leading global competitive positions (Corporate IR, 2001).

Conclusion

Ranked as number 56 in the Fortune 500, and 68 by Hoovers 500, Dupont’s direct market competitors BASF AG, Bayer AG, and Dow Chemical seem as though they can not touch DuPont’s stronghold on global marketing strategies (Hoovers 500, 2001). “DuPont’s actions are specific to each unique region” as it seeks leverage in developing regiocentric tactics (Radebaugh, 2000). The companies’ view of the entire world as a potential market also makes it strive to develop ultimate integrated geocentric strategies. Therefore, DuPont’s management direction defines the true meaning of a global or transnational company (Keegan, 1999).

In conclusion, the DuPont Company celebrates its 200th birthday in the upcoming year 2002. Happy birthday to one of USA’s oldest and strongest companies, I’ll see you in the stock market.

Employee Free Choice Act


Employee Free Choice Act

The Employee Free Choice Act (EFCA) proposes that the employees have free choice and a fair chance to form a union without fear of dismissal. However, the passage of this act could have severe impact in the hospitality industry. Research shows that because of the current economic crisis the act could have negative consequences. The purpose of this paper is to propose a method to address the EFCA, should it become law, in the current economic environment. Also give recommendation regarding to how the topic could affect the management and operation of the organization, alternatives to address the problems without impacting employees’ and employer’s moral, values and believes.

How to Succeed in the Hospitality Field during Economic Crisis without Impacting the Company’s Moral and Value.
The current global economic crisis which, most likely, started sometime between 2006 and 2007 has impacted many industries in the world; however, it has had a profound affect in the hospitality industry. As is the case with many other industries, hotels are struggling during the global economic crisis. “The hotel performance indicators say that global hotel prices dropped 12% last year” (Griffiths & Couper, 2009). Hotels are not only reducing prices to remain competitive, but the industry also has to deal with the Employee Free Choice Act which if approved by the congress will give opportunities to employees to form strong union workforce where higher wages, better benefits and living standards will be seek to everyone. (AFL-CIO , 2009) If the Employee Free Choice Act becomes law, can the hospitality industry succeed during these economic crisis by absorbing the increased cost of higher wages, maintaining quality services for guests and continuing to pay dividends to stockholders without impacting the company’s moral and value? The purpose of this paper is to analyze the affect of the EFCA in addition to the global economic crisis to management and hotel’s operation, also give some recommendation regarding the issue. Accordingly, this paper will address the following topics: What is the EFCA and how it will benefits employees, present data regarding the hotel industry’s current economic situation, and the impact of the act on the quality service, and the implication of the EFCA on hotel operations during the current economy.

The Employee Free Choice Act

The Employee Free Choice Act (EFCA) is a proposed legislation that would ensure workers to have a free choice and a fair chance to form a union without the fear of being fired (American Rights at Work, 2009). The three points proposed by the EFCA are the card check also known as majority sign-up, mandatory arbitration and the increased penalties for employee unfair labor practices.

Human Resources Kit For Dummies


The card check allows the employee instead of employer to decide if they want to be part of a union. The National Labor Relations Board (NLRB) would manage the employees’ decision through elections or according to number of sign-up. Each employee can decide if they want to sign-up which means to be part of a union or not and the NLRB agency would certify the workers as a union. The main difference between an election and sign-up is that when they sing they have an easy and direct path to form a union instead of suffering employer’s persuasion when choosing election.
Mandatory arbitration proposes that a first contract mediation and arbitration is needed because current law does not provide effective remedies against management’s refusal to bargain. Management understands that it can get away with suppressing employees’ collective bargaining rights through bad faith or surface bargaining because there is virtually no legal restriction. The possibility of mediation and arbitration rules will encourage management and employees’ unions to bargain productively on their own. (American Rights at Work. (n.d.).

The third and final proposition of the EFCA is to increase penalties for unfair labor practice. According to an influential article written by Fanelli (2008) at the Employee Relation Law Journal explain that penalties under the bill would include back pay plus “2 times that amount as liquidated damages.” In addition, employers found to have willfully or repeatedly violated the statute would be liable for a civil penalty of up to $20,000 for each separate violation. (p. 15)

Industries in the twenty-first century have become massive and the shareholders interest prevails over fragile employees. Since the era of industrialization till actual era of globalization the interest of individual employees has been keep aside. The interest for power and the selfishness of the capitalist world sometimes take away the well-being of small individuals. The main purpose of the EFCA is, in theory, to fight for the employee’s right and by doing so “The EFCA would benefit employees by allowing them to bargain for better benefits, improving living standards, wages and working conditions by restoring workers’ freedom to choose for them whether to join a union. (Employee Free Choice Act, 2009).

Introduction to the Hospitality Industry

Hotel Industry’s Current Economic Situation
On the other hand, in the era of technology and globalization, where all continents are connected by the same platform, jobs have been sent oversees and outsourcing has become part of companies’ everyday activity. The chemical industry increased its profit by almost twelve times in the past five year just by adhering to the strategy of internationalization and acquiring overseas businesses (ReyJianxin, p. H2, 2009) This also led to a worldwide economic recession, where difficulties and tougher challenges have taken place. Some companies have declared bankruptcy; others are struggling to break even. The unemployment rate has risen to 9.5% in the past two years. Some analysts are forecasting double-digit unemployment in 2010. The hospitality industry has been heavily affected by the economic crisis. Michael Vessel from Job market outlook for 2009, explains that with the current economic situation many firms in the hospitality industry have indicated that they may be facing some tough choices in the year ahead. Now that most consumers are left with less discretionary spending money, the landscape in the hospitality sector is likely to undergo both short-term and long-term shifts. He also indicates that the, the overall rate of planned 2009 hiring in the hospitality industry has dwindled to a mere 5%, ranking at the very bottom of all of the industries listed in a recent USA Today survey. In other words, hospitality industry jobs are going to be harder to come by in the year ahead (Vessel, 2009).

It’s important to understand that some products and services such as food, transportation, and health care are crucial to human society. The population cannot survive without it; however, people can survive without leisure trips and corporations can use online conference system to conduct business in this difficult times; therefore the demand for hospitality service, when the economy is not doing well, can be considered one of most affected. Therefore, hotels in this current economic situation are struggling and facing many challenges in other to keep their business running. An article written by Pristin in the New York Times shows that Manhattan’s discounted rates are proving a great deal for visitors but are taking a huge bite out of hotel revenue. Revenue per available room, the standard industry measure, has fallen by one-third, Smith Travel and PKF data show. Industry specialists say that a decline in room rates results in a correspondingly larger drop in profits because hotels have so many fixed costs. As they cope with lower revenue, hotel operators are trying different strategies for holding down costs. Hersha Hospitality Group, which owns or manages 10 hotels in New York under the brands of Hampton Inn and Candlewood Suites, no longer places newspapers outside the door and now offers breakfast from 7 a.m. to 9:30 a.m., instead of 6 a.m. to 10:30 a.m., said Neil Shah, the president. “We’re doing things on the margin to keep down costs,” he said. (2009, August 19). Hotel owners have to find ways to trim expenses without alienating customers, said Ms.Brown, whose company also owns or manages hotels in Manhattan. Quality of service has, already, been reduced in order to pay for fixed costs in the hospitality industry. It is clear that not only services, but also employee’s hours has been reduced. This research indicates that in the current economic situation, that if the Employee Free Choice Act becomes law, most likely that the hospitality industry won’t be able to absorb the increased cost of higher wages maintains quality services for guests and continues to pay the same amount of dividends to stockholders. Another article retrieved from Pho CusWright market research and industry intelligence informs that the travel industry is reeling from the economic recession, but few segments are as challenged as corporate travel. Amid double-digit declines in traveler demand and revenue, the corporate travel landscape is undergoing a major realignment. Corporations are pulling back across the board and all players – from airlines to hotels to travel management companies – are under pressure. (2009, July 31)

To reduce loss and survive further, hotels are trying new strategies to keep operating during this recession. In the article “Pricing levers for the hotel industry in the current downturn” The author present some important information about the current economy and relevant point about what to do in order to avoid RevPar decrease. A strategy offered by the author is to be found through a better use of pricing, as untapped opportunities remain in rate optimization, customer loyalty schemes and bundling. As the economic crisis worsens, the hotel industry is in for hard times, as occupancy and investment drop. So, is hotel industry able to keep operating, generating profitability if the EFCA is approved? Or remain running the business without impact their moral and values? Is outsourcing of services such as housekeeping an option to be considered? Will outsourcing impact the company’s value?

Mandelbaum, R. (2009, August 21) the author offers some statistic data about operation cost and revenue in the hospitality industry. He also deals with the intensity and extent of the continuing economic downturn, further expense cuts will not be enough to offset the anticipated declines in revenue in 2009. Forecasts of a double-digit decline in room’s revenue per available room (RevPAR) during 2009 are troubling enough. However, for the lenders, owners, and managers of U.S. hotels, the real concern is the impact on profitability. While the fall-off in lodging performance was not as great last year as it will be in 2009, an analysis of the 2008 data could prove instructive as a guide to how U.S. hotel managers will react this year as business levels continue to deteriorate.

Implication of the EFCA on Hotel Operations during the Current Economy.

Even thought all employees has the right to fight for better wages and for their well being it is important to be aware of the consequences that this act can have during this global financial crisis. The act, if approved, can impact employees and companies in a negative way, because employees can loss jobs, chances of outsource jobs can be higher in order to reduce cost, and part time may be preferable instead of full time jobs. According to Epstein, RichardA.Epstein in his book The Case Against the Employee Free Choice Act, he explains that:

“The likely consequence of EFCA will be to retard the formation of small businesses, as fledgling entrepreneurs will reassess their prospects of success to take into account the danger of derailment at an early stage in the process. In the long‐term the EFCA will reduce the rate of firm formation, and thus deprive the economy of a central driver of new job creation and technology growth. Large firms face a different set of difficulties. Like their smaller compatriots, they will face the heavy costs of meeting simultaneous multiple threats of unionization. Since they operate through far‐flung, geographically dispersed divisions, they face the risk of inconsistent arbitral decrees that will impede the development of firm wide practices. Given the uncertain scope of these decrees, it is quite possible that restrictions designed to preserve job security within a unit will limit the ability of the firm to reorganize no unit employees who are closely connected with them. In addition, the prospect of multiple union arbitrations covering different locations could result in inconsistent first contracts under a system that offers no clear avenues for appeal or clarification” (p.10-11, 2009).

Dropping of room prices is one financial implication that hotel operations are dealing with. Research shows that dropping in prices can have negative impact in the hotel standard, Moral and Values. Price reduction in the long run can lead luxury and business class market hotel to a downhill spiral causing an industry wide demand for lower room rates. According to NadjaBrandt “The average daily room rates at the most luxurious hotels around the world dropped 16 percent to $245.13, the Tennessee- based hotel-data company estimates. Prices for mid-range hotels fell about 13 percent to $87.12. Also “Some luxury hotels have to be subsidized for part of the year to meet all the expenses associated with a high star rating, according to Harry Nobles, the founder of Nobles Hospitality Consulting “A vast amount of these hotels don’t generate all the money they would need to operate on a five-star level,” This lead us to believe that in order to keep their business running some hotel is going over their values and high standard rate and most likely are not ethically keeping their standard.

In another article that White, M wrote to The New York Times says that “As the recession unfolds, a growing number of budget-minded business travelers are shifting to lower-price hotels, whether by choice or because their bosses are telling them to. He said companies were taking a varied approach to the switch. Some are requiring it, others strongly encouraging it and others trying to set an example by having even top executives book more modest accommodations.
The main difference from full service hotel where customers were the checking in was welcoming and efficient. “There was never a line. They’d be expecting you, greet you by name.” Hop scotching to different hotels in search of low rates now means staying at places where his information is not already in the computer system. They also have to process your credit card and clients have to fill out all those forms. Processes that use to take 10 minutes now can be up to half an hour. This changes are not only unfavorable to customers but also to five star hotels that has to reduce their price to keep attracting their customers which has been shifting to low rate one. When company value is to deliver the best service and they worked hard to get to this level, is dropping of price and dropping of standard a good strategy to remain competitive? When the company’s mission is to delivery to their customers the best service, but they are not being profitable enough to deliver it, How to maintain their value, keep their moral and stay in the market?

Peter C. Yesawich, chairman and chief executive at Ypartnership, a travel marketing and research company, a quarter of the nearly 800 business travelers surveyed this year indicated that they were booking less expensive hotels. If companies are booking less expensive hotels, that induce luxury hotel to do the same. As we can see in this research with the high standard comes higher fixed cost. This down price can affect hotels that will have to reduce cost and lower their standard.
In addition, White, M. says that the trading down has been occurring on all levels: top executives who may have previously stayed at luxury hotels are staying at full-service hotels, while middle managers who used to stay at those properties are now switching to limited-service hotels. Data from Smith Travel Research shows that hotel room rates dropped by an average of 8.1 percent in the first four months of the year, compared with the same period in 2008, with rates at luxury hotels falling by 13.9 percent and rates at select-service hotels declining 8.3 percent. Select-service hotels are also holding their own in occupancy. Occupancy rates are expected to fall across all hotel levels in 2009 because of the recession’s impact on business and leisure travel. However, RobertMandelbaum, director of research information services at the consulting firm PKF Hospitality Research, said select-service hotels would end the year with less of a drop than most other brands. While overall occupancy is expected to drop by 5.6 percent and luxury hotel occupancy by 8.3 percent, select-service occupancy is projected to end the year with a much smaller 3.7 percent decline. This relative robustness could prove to be a double-edged sword in the coming months, though. Hotel investors and developers are increasingly flocking to these types of properties because the select-service hotels are viewed as a relatively safe haven during a time of overall distress for the industry. “The impact of all of this new supply is a really bloody market-share war,” he said. “The operators of these hotels are trying really hard to achieve or keep market share, and they’re doing that by lowering prices.” While this is bad news for hotel operators, it is a silver lining for road warriors and corporate travel managers trying to hold the line on lodging expenses in a tough economy. (White, 2009)

Recommendation

Although shareholders, in most of the cases, are looking to increase their profit margin and they want to reduce cost to remain competitive. If the Employee Free Choice Act becomes law, the hospitality industry, which is already struggling to survive in this economic crisis, will not be able to absorb the increased cost of higher wages, maintaining quality services for guests and continuing to pay dividends to stockholders without impacting the company’s moral and values. The management and hotel’s operation has a lot of work to do to maintain the quality service and trying to reduce the consequences of these changes in the companies’ moral and value. In addition to that, management has to deal with the financial and social implication of this crisis without impacting their standard and believe. Nonetheless, there are other alternatives and better restructuring opportunities that companies can use in order to maintain employee’s satisfaction and give them better living, work condition and succeed in the hospitality field during economic crisis. Also, after all this research, a good recommendation to solve the problem is to reduce stockholders’ dividend until the market rebounds. Then a good planning strategy should be developed and implemented by involving the right people on it. A committee of specialist consultants should be hired in order to minimize the consequences of the EFCA, and the dropped prices; while keeping companies’ standard value and believes. The goals and objectives need to be specific and the hotel needs to be able to achieve it. The management needs to think the ideas through to make sure that the goal can be achieved. A time frame for the project needs to be set up in order to see the progress of the company and to see it is been effective. All the management and employees should be rewarded once the goal is achieved so employees will contribute to an effort in such a way that they look forward to be rewarded for the effort.

One of the most important actions is the due diligence process. The hotel business during this economic downturn need to: investigate and evaluate a business opportunity. Investigation though all relevant aspects of the past, present, and predictable future of the business. A lot of homework needs to be done in order to find the ideal solution to all these events (EFCA, economic crisis, hotel low rates). The hotels need to “thinking things through” in order to find an effective solution. Before lowering the rates of luxury hotels room hospitality industry needs to identify potential “deal killer” defects in the target and avoid a bad business transaction that can affect the hotel business for decades to come. If the economy rise and hotels drop their prices, customers most likely will be adapted to saving money with luxury hotels and will bargain in order to keep reducing cost for the companies. Management of hotel need to combine information such as: financial statements, business plans and other documents and review them. In addition, interviews and site visits are conducted in order to find out what can be changed without effect the hotel value and the company’s moral. Research should be conducted with external sources — including customers, suppliers, industry experts, trade organizations, market research firms, and others. It is impossible to learn everything about a business and the time frame for an economic crisis but it is important to learn enough such that the hotel can lower your risks to the appropriate level and make good, informed business decisions. We know that the market operate as an invisible hand and even a well-run due diligence program cannot guarantee that a business transaction will be successful. It can only improve the odds. Risk cannot be totally eliminated through due diligence and success can never be guaranteed; however, it a good way to analyze some of the hotel current situation. (Due Diligence, 2009).

Communication between management and employee are the secret for run a good business. Develop an action plan to improve employee’s satisfaction, motivate employees, treat them fairly, recognize their work and give some good benefits, use some strategic program to built employee recognition and so on. The same way companies do survey to see customer’s satisfaction the companies should also do some surveys to identify employee’s satisfaction. Productivity surveys and case studies indicate that increased worker motivation and satisfaction can increase worker output. Progressive, innovative managers now achieve productivity gains with human resource management techniques that go beyond pay incentives. The essence of employee motivation and effectiveness is the manner in which they are managed. A direct relationship exists between effective management and modern human resource management. If the company provide a work environment where employees can work as a team and they recognize how important there are for the company that will simultaneously achieve achieves company goals and employees’ satisfaction
The management success is judged by their skill, knowledge in recognizing, assessing issues that concern employees and by their ability to resolve these concerns with employee’s help. Employees are always happy and get high quality job performance if management gives them opportunity. A flexible benefit is two-fold. Not only does the benefit satisfy some employee’s specific need but it also communicates your concern to meet these needs, creating the kind of work environment that contributes to increased employee productivity. (Zeromilion, n.d)

You must recognize the productivity problem and the needs of your employees so that you can tailor the benefit to meet the situation. For many, if not most, companies’ adoption of quality of work life and flexible benefits management techniques can dramatically change how things are done. It is difficult and risky to make these changes; however, such changes may be not only necessary but also the difference between companies that are competitive and companies that aren’t. Experience shows that with proper consultation, planning, training, and implementation the innovative human resource management concept is becoming the standard for effective management. (Zero Million, n.d.) That is a good strategy to eliminate unionization of employees that most likely will increase cost to the company.

One of the main concerns of luxury hotels when dropping prices is the effect that it will have in the future when the economy start to improve. When will the hotels be able to raise prices to a pre-recession level? In a long term how would this short term action impact the hotel industry? To answers those question a good recommendation is to do a feasibility analysis. It is important to verify the enterprise is viable before you spend the time into doing a full-blown business plan. The information gathered and the time spent on the Feasibility Analysis will be directly useful in the future, because some plan and action can be doable in a short term but the consequences on the long run may not be the one expected.
In difficult times people and companies learn to readapt their lives and start doing things in a different way. Is time for the hospitality industry to start doing thing different, team work is one of the best ways to solve problems and to find solutions; therefore I recommend that management involve employees within the company. The ADKAR which is a goal-oriented change management model that allows change management teams to focus their activities on specific business results (ChangeManagementLearningCenter, 2009) is a good strategy to get employees involved and to let them understand the impact of the current economic crisis in addition to the EFCA. For instance, is important to let employees aware of the need for change in the company. Explain to them the implications of the EFCA in their jobs and the risk of job losses because of the low RevPar and the high cost to keep the hotel. Explain the action taken such as reducing room prices and if the EFCA becomes law this may direct hotels to cut jobs and most likely will retard development by the company. most Probably employees would have the desire to participate and support the change, however management need to give employees the knowledge of how to change (and how will the change looks like), then employees will have the ability to implement the change on a day-to-day basis. The action plan which not only deals with improving the hotel revpar will also focus on employee satisfaction in order to eliminate the unionization. This action plan need to be reinforcement in regular basis to make sure the change is in place. Then management needs to inform employees about the current economic situation and explain the action plan that the hotel will be using to deal with the issue. Employee needs to be aware of the challenges and be negative consequences that the act can have on their jobs. In addition, some luxury services can be cut down in order to reduce operational cost, as example sited above in the article “Manhattan’s discounted rates.” However, those action plans will not prevent unionization and the best way to deal with it according to Pepperman on his article “What can we do to combat unionization” is to develop an action plan is to improve employees satisfaction and avoid unionization some recommendation that Pepperman propose in his action plans that I consider valid are:

Gauge employee attitudes through surveys and feedback sessions so that unions cannot take advantage of employee discontent. Employee surveys should become a “pattern and practice” at the company and should be done on an annual basis. Employee surveys will let management know how employees feels about a host of important factors, such as pay, benefits, supervisors, general work environment issues, fair treatment (or lack thereof), appreciation levels, and even whether the bathrooms are clean.

Create and implement a strategic program to build employee recognition and identification with management, this can be as simple as company jackets, t-shirts, hats, or even a company softball or bowling team. Camaraderie and high morale are extremely important in any workplace and will serve to obviate employee desires to have their expectations met by a union. In addition, employee “work-teams” that good-naturedly compete with each other at the workplace to achieve prescribed goals to be highly effective in creating a loyal team/company identity.

Conclusion:

In a capitalist world where the global unification becomes more relevant to the business world it’s important to consider the necessities of human-being as an individual. Employees as a group are also chasing good work conditions, opportunities, and a better life. Because employees are not strong enough, they have to be tough to fight for their rights against corporations. Team work and government laws, and union together can make the difference. Employees are right for looking in their behalf and work as a team to find solution. On the other hand, corporation style has changed, society has demanded more and the way people use to do business in the past is not the same in today world. To remain competitive and to survive in this economy, shareholders need to take higher risk, be ahead of the market which demands investment in technology, development, safety competitiveness, cost reduction and many other challenges that shareholders need to be responsible for. Corporation has also to think about their most valuable asset which is the employee. Nevertheless, with the current economic crisis if the Employee Free Choice Act becomes law, hospitality industry, which is already in downturn, will not be able to absorb the increased cost of higher wages, maintain quality services for guests and continue to pay dividends to stockholders. Not only that but also the effect of lowering room rates and the RevPar decline needs to be deeply considered and analyzed in order to find the answer for a long term bases. When company value is to deliver the best service and they worked hard to get to this level, dropping of price and dropping of standard is not the right strategy to remain competitive, it can solve the problem in a short term but at the same time it will be generating a long term negative impact. When the company’s mission is to delivery to their customers the best service, but they are not being profitable enough to deliver it, the best way to maintain their value, keep their moral and stay in the market is to work with employees as a team, keeping employees motivated and with positive thought and attitudes in order to deliver good services and find the best solution to the problem. That would be the right approach to succeed in the hospitality field during this economic crisis without impacting the company’s moral and value and keep employees satisfaction at the same time.

Thursday, October 6, 2016

Redesign of the Real Estate Transaction Process


Redesign of the Real Estate Transaction Process

Real Estate Transaction Process and Proposal for Redesign

It is true that, when involved in a real estate transaction all parties involved want it to go successfully from contract to closing; the catch is how much effort are they willing to contribute? There are obstacles that could prevent a real estate transaction from closing and that are why it is important to have an effective process in order to know how to overcome those obstacles. Real Estate Agents are independent contractors and do not get paid if they do not have real estate transactions that close. To be a Realtor, a member of the National Association of Realtors, there is a code of ethics that must be followed and Realtors have a duty of servicing their customers, both buyers and sellers. There are problems in the current real estate transaction process because some of the steps get skipped or there are low-quality standards of effort. Sometimes, there are transactions that cannot close because of factors Realtors cannot control, but there are few of those. Realtors have a duty to their sellers and buyers. It is extremely important for the Realtor to qualify their buyers and sellers of any real estate transaction, this prevents surprises and the possibility of the real estate transaction not closing. The time between contract and closing can be busy or slow depending on the contract dynamic.

Another key to a successful closing, is that the buyer’s Realtor is “driving,” in charge and aware what has been done and what needs to be done to make the transaction close! The proposal to redesign the current real estate transaction process adds steps to the process and is more detailed than the current process. It is true, the Buyer’s Realtor will have time involved in the transaction and wants it to close; therefore, being in charge to make sure all “checkpoints” are completed help prevent surprises at closing. It is very important that from the seller or buyer’s view that the Realtor made the job seem easy, even though it took a great effort to make the deal happen. A real estate transaction is one of the biggest, emotional, anxious, or fearful times of a buyer or seller and it is important to sustain the Realtor “name” and maintain the Realtor code of ethics.

The Current Real Estate Transaction Process

Generally, the current Real Estate transaction process begins with a potential buyer contacting a Real Estate Agent, also known as a Realtor. Then, the Realtor schedules an appointment to meet the buyer to grasp his/her desires. The Realtor performs a search and identifies properties in within the Buyer’s criteria. Then, the Buyer selects properties from the search and the Realtor will begin schedule showing times for the properties. The Buyer identifies a property he/she wants to purchase; therefore, the Realtor and Buyer have a discussion and negotiate what the Buyer’s terms are to present an offer. The Agent writes and delivers the contract and the offer is either accepted or rejected. If the offer is accepted, the Buyer puts an Earnest Money Deposit. If the Buyer is in need of a loan to purchase the property, he needs to contact a financial institution or a bank.

The due diligence period begins and this is when the buyer finds out about financing, reports, and other inspections on property. The Buyer finds out if he/she is approved for the loan. If he/she is not approved then the transaction is dead because of the contingency on “buyer getting financing.” If the Buyer is approved for the loan then the Title Company begins the Title Search on the property to warrant that they are not problems in chain of title. After the time delay of the appraisals and inspections are complete, and Buyer accepts the results, then the Title Company can being to prepare the closing documents. When the closing documents are ready, the Buyer and Seller sign them and this is where title and funds are transferred.

The first problem with the current process is if the Realtor did not properly qualify the Buyer by first determining what the Buyer could purchase based on their income, credit scoring, pre-qualified for a loan, or if they have any money to pay for inspections and other closing costs. If the Buyers are not pre-qualified for a loan, then how can they be sure they can purchase properties that the Realtor identifies? If the Buyer does not have any funds to pay for the title insurance, survey, home inspection, termite inspection, down payment, or any other fees and expenses that may generate as the Buyer’s closing costs, how can they purchase a property? These are all concerns and questions that are dealt with in the Realtor’s initial and first meeting with the potential Buyer. The Realtor is not to assume it is a perfect world and believe that the potential Buyers are aware of all of the aspects involved in a Real Estate Transaction.

Second, when the Realtor is writing up a contract for the potential Buyer to make an offer, it can get very complicated. The problems begin with is the Buyer aware what real property is part of the purchase and what real property is not part of the purchase. In addition, if the potential Buyer has to get financing, the contract will state that the Real Estate Transaction is “contingent” on Buyer getting “specified” financing. If the Buyer cannot get the financing then the transaction is dead because that was one of the contingencies; this is an example of a part of the “terms” in a contract. The Realtor has a duty to make sure all terms are as the Buyer specifies.

For example, if the potential Buyer submitted a $250K offer for a single family residential house and wanted to the kitchen appliances included in the sale, when the Real Estate Transaction closed and they move in, only two appliances are there, the built-in convection oven and the dishwasher. They were under the impression that they were also getting the refrigerator and microwave. There are other terms that the buyer and Realtor need to discuss other than the price of the offer. In Florida, there is a big controversy if Realtors should be able to write contracts versus attorneys writing the contracts to protect the Buyers and Sellers by being able to interpret the contract and advise them. Each year, thousands of real estate transaction experience high emotionalism, frustration, anxiety, threats of lawsuits, actual lawsuits, and substantial legal fees because of problems with contracts, agreements of sale.

Finally, complications can occur from the results of a home inspection, termite inspection, survey, appraisals, or any other type of contingency of the contract. In the beginning, the contract needs to state what the Buyer and Seller agree to pay for and how much, if there are repairs to be made.

Alternative Methods

An alternative method to using a Realtor in a real estate transaction is a Buyer discovering a “For Sale by Owner” property. The Buyer and Seller usually negotiate themselves in lieu of saving money but this can be a disaster if the Buyer or Seller is not experienced in a real estate transaction. In addition, a Seller selling their property “For Sale by Owner” may have a lawyer that is handling the contract and real estate transaction. The majority of sellers will choose to use a Realtor because they are paying for a service and do not have to worry with a “For Sale by Owner” transaction and be on top and in charge of everything. It is to the seller’s benefit to use a Realtor because of the Multiple Listing Service System that Realtors input all properties listed by a Real Estate Broker, therefore more potential Buyers because there is more people who know that it is for sale. Sometimes, Sellers already have a buyer when they are ready to sell and may execute the transaction themselves or request a lawyer or realtor to write up the contract and the Seller and Buyer are responsible for all activities to make the actual transfer of ownership, with the help of a Title Company.

Interestingly, Sellers that sell their homes as “For Sale By Owner” have to market the property, qualify their own Buyers, and be very time flexible, and be knowledgeable in all subjects to get through to a successful closing. Sellers that are experience in real estate transactions can market “For Sale by Owner” and be successful but for the majority the best way is to choose a Real Estate Broker to market, advertise and sell the property. In some cases, attorneys do get involved because some transactions are way over the ability of the Realtor. When a situation does come up where an attorney is needed, the Realtor will notify the seller or buyer. In most cases, the need for an attorney is up discussed up front.

The New Real Estate Transaction Process

In redesigning the real estate transaction process, it too begins with a potential Buyer contacting a Real Estate Then, the Realtor schedules an appointment to meet and properly qualify the Buyer to see his/her desires and abilities. The Realtor performs a search and identifies properties in which the Buyer desires and is pre-qualified to purchase. At this time, Buyer will have provided a pre-approval qualification letter from their lender to present when with the Buyer’s purchase offers. Then, the Buyer selects the properties he/she is interested in from the list identified properties provided by the agent. The Realtor begins schedule showing times for those properties. The Buyer identifies a property he/she wants to purchase; therefore, the Realtor begins to do research on the property to make sure it suits the Buyer’s needs. For example, the question of current zoning, is there city sewer, city water? Some of this is done after the parcel is under contract and the results are not as the Buyer assumed. When the research is complete and the Buyer approves, then the Realtor performs a Comparative Market Analysis to see the sold comps that are similar in that area, to come up with a fair market offer. After negotiating all contingencies that need to be met and what the Buyer’s estimated closing costs will be the Realtor writes up the offer. Then, the offer is to be delivered and presented. The offer will be either rejected or accepted. If it is rejected and the sellers did not counter offer, then the real estate transaction is dead! If the offer is accepted, the Buyer gives an Earnest Money Deposit to the Title Company or Attorney who will be performing the closing. The Title Company or attorney begins the Title Search on the property to warrant that they are no problems in chain of title. IN addition, the Buyer stays in close contact with his lender, if he/she is purchasing property with a loan.

The contract states that there is a due diligence period begins at the effective date and is a specific amount of days to meet all contingencies. Customarily, but terms can be negotiated, the Buyer’s closing costs are Title Insurance, Home Inspection, Termite Inspection, Bank-related charges (if there is a loan), pro-rated share of taxes, homeowner’s insurance (if applies to property), survey, and deed recording fee. If the Buyer doesn’t meet all contingencies before the due diligence date is up or before closing date, there will have to be an extension of the contract, so, the contract will not be dead. If for some reason, the bank does not approve a report from an inspection or the property does not appraise, transaction is dead because of the contingency on “Buyer getting financing”, home appraising, or another stipulation required by a lender. If all contingencies are met and the lender approves all reports from inspections, surveys, and appraisals. Homeowner’s insurance should be in place if the Buyer is purchasing a home.

After the time delay of the appraisals, inspections, and survey(s) are complete, and Buyer accepts the results, then the Title Company can being to prepare the closing documents. The Title Company has to be in contact the lender, inspectors, surveyors, appraiser, or any the expense that will be disbursed at closing. Buyer has a final walk-through before closing to approve of the condition of the home, there may have had to be repairs from the results of the termite or home inspection. Upon approval from the Buyer, then they move to closing. When the Buyer and Seller sign the closing documents transfer of title and funds are transferred.

The key is to have no surprises near closing or at closing. For example, if the Realtor was not informing their Buyer about Homeowner’s Insurance and the day before closing it is realized, to make this transaction happen, hopefully an extension can be done. A lender will not lend money to a Buyer purchasing a home without homeowner’s insurance and to make things more intense, there is a hurricane coming and is in the “box” when all insurance companies seize to write any policies. That is a problem! With the new redesigned real estate transaction process, it will reduce the surprises at closing and transactions that fall through by requiring the Realtor to be on top of everything, it is so important! Deadlines, inspections, lenders, escrow officers, and clients are the “Big 4 Transaction Trip-Ups”.

A Buyer who is well-informed, well-prepared and represented by a skillful Real Estate Agent has a much better chance of achieving their goal of property ownership. It is important to understand that purchasing a property is a step-by-step process that should begin with you selecting a Realtor who will expertly guide you through the entire process. This new process will encourage and hopefully require Realtors to be more detail-oriented and utilize all tools available to prevent a closing from being dead. Realtors want deals to go through and the new process reflects that.

Challenges and Opportunities
If the new redesigned real estate transaction process is accepted there will be challenges and opportunities. First, some Realtors that have survived by using their own process that may not include taking charge and “doing it yourself to get the job done attitude,” will still continue to do their own thing until it is the required thing to do and not just the “ethical” thing to do. Amazingly, most Realtors do not use the tools that they pay annually to use. The education and training in the Real Estate Business is phenomenal! It enhances skills and ability to discover factors early in the transaction that could be potential problems later or at closing. The National Association of Realtors have guides, toolkits, articles, and much more that helps enhance Realtor skills and abilities to get to a successful closing. Annually, members of NAR pay dues and that is a service offered by the Association to assist and motivate Realtors to provide their customers with the highest level of service. In addition, Realtors have a local Association in which they live, they hold education courses in all areas of the Real Estate Business and help Realtors where they feel they may be lacking or know where they can improve.
Surely, more training or increasing the continuing education requirements so that there is more to do than a multiple choice questioned assessment every two years, at renewal time. Truthfully, the Realtors that are motivated do take advantage of what is offered to them and that is why only 5% of the Realtors earn over 75% of the commissions, in the United States. It is an opportunity to step-up and have a competitive advantage over competitors. It will be a challenge for the Realtors that lag behind and an opportunity for the Realtors that are self-motivated and willing to stay on top of their industry.

Restaurant Service Skills


Restaurant Service Skills

What skills and knowledge would you have to teach a restaurant service employee so that they would measure up to the suggested customer service best practices?



The article that I chose was the article called, “A Chef At War…” This article is about the childhood obesity. This is a big problem all over the world, expecially in North America. The children are not eating what they should to be healthy and happy. This chef Daly is trying to break the epidemic, and get the children eating healthy.
Being a mom of a boy, I understand how important it is that my son get a good food and to get all the vegetables and fruits that his body needs. It is hard when your child is a picky eater and will only eat things that he or she likes. I have a cousin that would only eat mashed potatoes and peanut butter sandwiches. I am lucky that right now my son is not a picky eater, well I can’t say that because he will eat vegetables and fruits over meats, he will eat meat but he will eat the vegetables and fruits first and then eat the meat.
The knowledge I can push to restaurant service employees is to make the children menu at their restaurant have more vegetables and fruits on their menu. I know that if children have more of a selection of fruits and vegetables on the menus they will eat it more. But that is not the only thing that has to change. The parents of the children need to make sure that their children are eating the healthy things even though they don’t like it. Once this change happens it will benefit themselves and then eventually their children. Once we have healthy children now we will in the future.
This article, “A Chef At War…” is showing that someone does care about the childhood obesity problem. Chef Daly is making changes and saving lives, in his movement to change the eating habits of children. Having parents try to not make fast food a daily routine,  and eating more at home at the kitchen table. This will not only make healthy kids but happy kids because they feel loved and cared about.
Eating healthy at home will make children eat healthy at restaurants.

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