horeca skills analysis -...

This project has been funded with support from the European Commission under Lifelong Learning Programme, Leonardo Da Vinci - Multilateral projects for Development of innovation. The content of this document reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

RESPONS

Responsible Skills Alliance for Sustainable Management of Small Hotels and Restaurants

539920-LLP-1-2013-1-BG-LEONARDO-LMP

HORECA SKILLS ANALYSIS

Produced by CIAPE

May 2014


Index

1. The HORECA sector in Europe ....................................................................................... 5

2. The research aims and steps within the RESPONS project .......................................... 21

Target group ................................................................................................................... 22

The questionnaire .......................................................................................................... 23

The national reports ....................................................................................................... 31

3. The HORECA skills analysis .......................................................................................... 33

4. National conclusions ...................................................................................................... 71

5. European conclusions.................................................................................................... 85


Introduction

Responsible Skills Alliance for Sustainable Management of Small Hotels and Restaurants/

RESPONS (№ 539920-LLP-1-2013-1-BG-LEONARDO-LMP) is a project funded with

support from the European Commission under Lifelong Learning Programme, Leonardo

Da Vinci - Multilateral projects for Development of innovation.

RESPONSible Skills Alliance is a response to the challenges in HORECA sector referring

to:

- The increased demand of the tourists to quality, attractiveness and variety of the

touristic services;

- The important role of information and communication technologies in hotels in regards

of search, planning and realization of the travels;

- Finding the right balance between the autonomous development of the destinations,

the protection of their environment and the development of a competitive economic

activity;

- The delivery of safe and high-quality service.

The project pursues the following aims:

- To identify the needs related to skills and qualification requirements for the professions

“hotel manager” and “restaurant manager”;

- To improve and upgrade the specific skills of HORECA managers based on learning

outcomes and help transparency and comparability in the qualifications and the

mobility of learners and workers;

- To support the acquisition of sector skills in tourism and promote cooperation between

education and the world of work;

- To increase cooperation and involvement of employers and social partners;

- To facilitate the provision of work-based non-formal learning;

- To provide easily accessible and high-quality lifelong information.


The partners of the RESPONS project implemented a research aimed at defining:

- Key Knowledge, Skills and Competencies needed in hotel, restaurant (and catering)

industry in order to perform daily tasks in terms of Corporate Social Responsibility and

Safe and Sustainable practices

- Possible incentives that could motivate companies to invest in training.

The present document provides an analysis of the most important skills needed by the

HORECA (Hotel, Restaurant and Catering) sector, as a result of desk and field research

activities implemented by the project partners in the respective countries.

The project partners/ involved countries are the following:

Chamber of Commerce and Industry Dobrich, Bulgaria

PD Project Development Ltd.

Dobrich, Bulgaria

Chamber of Commerce and Industry

Terrassa, Spain

Chamber of Commerce, Industry, Shipping and Agriculture

Constanta, Romania

GIP-FCIP - Academy of Aix-Marseille

Aix-en-Provence, France

Foundation for Promotion of Entrepreneurship

Lodz, Poland

CIAPE – Centro Italiano per l’Apprendimento Permanente

Rome, Italy

EUPROMA

Haar, Germany

Programme Francophone d’hôtelerie et restauration of NBU

Albena, Bulgaria


1. The HORECA sector in Europe

The hospitality sector in Europe is an important contributor to the European economy,

through its impact on employment, growth and tax contributions. It directly employs 10.2m

people in Europe1. Turnover across the hospitality sector is over €1.0tn, equal to

approximately 8.1% of total economic output, with gross value added in the sector (the

contribution it makes to economic growth) of more than €460bn, or 3.7% of GDP.

The sector supports around 16.6m jobs, representing 7.8% of the European workforce or

one in every 13 jobs in Europe. As well as directly employing workers in enterprises

operating in the hospitality sector, those enterprises support, indirectly, the activity in a

broad supply chain, as well as the induced, general economic activity generated by

employees in the sector. For example, the agricultural sector is notable as a significant

contributor of raw materials for the hospitality sector i.e. constituent ingredients in

restaurant food and beverages. As such the hospitality sector has a key role in supporting

not just economic aims but also social objectives through support of rural and regional

1 “The Hospitality .Sector in Europe. An assessment of the economic contribution of the hospitality sector

across 31 countries”, September 2013. A report by Ernst & Young commissioned by The Brewers of Europe

with support from HOTREC.


economies. While the significance of this varies across countries, there are considerable

divides between rural and urban prosperity in a number of European countries and hence

the contribution of hospitality enterprises is notable. Additional sectors that are linked to a

successful and thriving hospitality sector include: transportation, tourism, culture,

construction, and brewing.

Customers of the hospitality sector are, to a large extent, final consumers. As typical

business-to-consumer (B2C) businesses, and with strong competition in the sector

(because the sector services basic human necessities around food, shelter and

socialising), providers are particularly susceptible to developments in the economy that

influence aggregate demand and, more specifically, real changes in price.

At the same time, variable costs such as manpower and raw materials (agricultural

products) are significant cost drivers for the industry. This means costs can significantly

increase or decrease depending on external factors such as weather patterns and the

impact on harvests, as well as shifts in wages, employment taxes and other economic

factors. Furthermore, excise duties and Value Added Tax (VAT) are levied on certain

activities in the sector. Together this means that providers are not in control of all the

elements of their costs.

Overall, the economic responsiveness of the sector (including in the flexibility of the labour

market) means that the sector tends to perform better than the rest of the economy during

times of economic prosperity, but can be more quickly affected than the wider economy,

during down times.

As direct employers, the hospitality sector plays a fundamental role in supporting job

creation across Europe. The sector provides jobs across the skills spectrum: from the

highly qualified, to low-skilled and “breakthrough” jobs for those just entering or reentering

the labour market.

The sector provides many young people with their first employment experience, allowing

them to enter the working world, providing vital experience and training, and opening the


door to future jobs. Similarly the sector helps the unemployed to reintegrate into the

working environment.

In terms of direct support for EU socio-economic aims, the hospitality sector is the largest

employer of migrant labour in Europe. It also offers many groups, who can find labour

market participation difficult (parents, students, rural workers, those with caring

responsibilities) a flexible approach to working that can enable them to take a job whilst

also pursuing other activities or meeting care responsibilities. This enables greater labour

mobility and higher participation, contributing to a more flexible and responsive labour

market that can adjust quickly to changing economic conditions.

---

As with much of Europe, the Bulgarian economy was impacted by the global economic

crisis. Before this period, the country was one of the fastest growing economies in Europe,

with a rapidly expanding tourism industry, supporting wider development of the hospitality

sector.

The growth in Low Cost Carrier airlines in the early 2000’s and then accession to the EU in

2007 significantly increased the number of European tourists, rising from 35% of the total

in 2000 to a peak of 69% in 2009. The sector has increased capacity and employment to

support this wider growth in tourism and foreign investment throughout the period.

In 2010, hotels and restaurants accounted for 37% of the total hospitality sector turnover

each (74% combined), with a further 19% provided by the bar sub-sector. Whilst the period

after 2008 has been challenging from a turnover perspective, the number of enterprises

has grown, with an additional 3,900 enterprises between 2008 and 2010.

Going forward, the wider economic conditions in Europe will prove to be important for the

Bulgarian hospitality sector, due to its dependence upon tourism from the affected

countries. Bulgaria will face increasing competition for international tourists which may


continue to put pressure on operator profitability, especially in the context of rising hotel

VAT rates and tourist taxes.

In Bulgaria the development of modern tourism is characterized by increasing competition

between tourist destinations in the area of quality and prices and with growing variety of

offered tourist services.

The new tourist destinations are developing dynamically compared to the existing markets

and namely, because of the proposal of something new and unknown.

The recent years, Bulgarian tourist industry follows a lasting trend of rapid growth. Due to

its natural and historical diversity within a relatively limited area, Bulgaria has a great

potential for development of tourism. Such potential has not only the Black Sea coast and

the mountains, which occupy more than 1/3 of the country, but also the sites included in

the World Heritage List of UNESCO, more than 600 mineral water sources, thousands of

local traditional and cultural attractions; more than 5% of the country has the status of a

protected area (including 3 national and 11 natural parks), 40 000 historical monuments,

160 monasteries, more than 330 museums and galleries, rich traditions of festivals and

holidays, preserved ethnographic heritage, cuisine and quality wines, etc. The country has

officially announced 142 resorts, of which 58 are spa, 56 mountains resorts and 28 sea

resorts.

Besides the considerable support for public structures in the field of tourism in the recent

years, the main actor in the sector are touristic SMEs, which are not bound by state

touristic policy and are not secured by financial resources. Analysis of the Bulgarian

tourism shows that in terms of competitiveness, quality and variety of services and

established destinations in the international market, the Bulgarian tourism is on the

average level compared to developed tourist countries.

---

Similarly to other European countries, France’s economy faced a downturn in 2009 and

has witnessed relatively stagnant growth in output and employment in the subsequent


years. During this period the hospitality sector has continued to grow the number of jobs it

creates, highlighting the crucial role the sector has to play in the French economic

recovery.

The restaurant sub-sector is the largest in France’s hospitality sector, accounting for 53%

of total hospitality sector turnover and 59% of employment.

Employment creation at a national level is slow and consumer confidence remains weak.

Whilst overall consumer spending is expected to fall in the short term, the hospitality sector

has previously demonstrated its ability to deliver growth and employment during tough

economic times.

In France the sector of hotels and catering services employs one million people, 800.000

of whom are paid employees, that is to say more than four times the people in the

automobile industry and more than one and a half time than that of agriculture and agri-

food industries.

With a turnover of more than 50 billion euros, the catering services, under all their forms,

represent 45% of the income of the French tourism sector.

It's a major sector of the French economy, which characterizes itself by its huge diversity.

Diversity by its size. The distribution by size shows the predominance of establishments of

less than 10 employees which constitute nearly nine out of ten enterprises. They employ 4

employees on average per establishment.

Diversity of sectors. Commercial catering, mass catering, fast foods, etc.

Diversity of enterprises.

An evolution of sharp/marked consumption. An evolution that is both qualitative and

quantitative: a French person takes his/her meals more and more outside his/her home,

the consumer modifies progressively his/her habits. He/she wishes more and more to “eat

better, cleverly and responsibly”.


Under the influence of public policies of prevention, the consumers are in the quest of

more and more balanced meals and better quality products.

However, this evolution of consumption is associated with the willingness to maintain an

attractive value for money.

A big number of specificities: drudgery of work, mobility, seasonality, a distribution of

assigned jobs, a high turnover. The meals served at the table represent only 17% of

served meals. Simplified and fast services are better adapted to the current mode of life.

Nowadays, the traditional meal is in part replaced by the consumption of meals distributed

by fast food outlets, and also by alternative food trades (bakeries, deli meats) that deliver a

parallel catering service. It explains the decline of activity of independent catering services

at the benefit more simplified services. By 2020, the tourism industry should encounter a

dynamic growth due to a new demand coming from emerging countries and due to the

aging of the population of developed countries.

New needs of consumption should thus accompany this progress. The demand for novelty

emanates also from the urban and well-off clientele who are in the search of new spaces

of conviviality and new eating experiences.

Concerning the hotels, France is the main tourist destination in the world. The country has

a hospitality sector composed of 19000 establishments of 655 000 rooms. A very

diversified sector of activity, type of hotel wise as well as territorial coverage wise.

The differentiation is made through:

- the localization (city centre, urban outskirts, rural zone…)

- the nature of services (ex : with or without catering services…)

- the period of opening (seasonal or open all year)

- belonging to or not to a hotel chain or group.

The business clientele generally stay for a short period. They represent a relatively stable

part of the activity of independent hotels and an important part of that of the chain hotels,


correlated with general economic activity. During these last years, the enterprises have

lent an increased attention to budgets used for this activity which is reflected in a reduction

of the duration of stay and services.

Nowadays, the individual clientele favours short stays and weekends. The choices are

often made at the last moment and the development of customer loyalty for this group

remains unfulfilled. The foreign or local competition (ex: holiday cottages) is more and

more present on this segment of activity.

The clientele is currently located in a market that is expanding geographically, which leads

to a great sensitivity to climatic, meteorological, economic and political phenomena. All

these influences can prove to be favourable or unfavourable to the demand of hotel

business in France. It's the subject of abrupt shifts that are hard to predict.

Independent hotels are deeply affected by these modes of consumption.

The hotel classification has been reformed in December 2009. It is voluntary for the

establishments and defines numerous and new criteria and a new procedure for the tourist

hotels. The criteria rely on the facilities of the establishment, the services provided to

clients, accessibility and sustainable development. The previous classification was taken

off in July 2012.

---

The German economy has experienced relatively modest growth in the last 10 years. The

hospitality sector has become increasingly important to the German economic recovery,

growing, in nominal terms, at more than twice the rate of the economy as a whole.

The following keywords (identified through desk research) briefly describe the priorities

and trends of the hospitality sector in Germany:

- digitalization is a mega trend in German HORECA2 sector;

2 http://www.dwif.de/news-events/news/item/digitalisierung-tourismus.html - Consulted on March, 25

th, 2014

http://www.dwif.de/news-events/news/item/digitalisierung-tourismus.html


- competitive restraints are increased demands from customers on one hand and high

price sensitivity on the other hand;

- Sustainability, responsibility for our descendants and resources, environmental

awareness – are trends that are on the rise in Germany. Conscious consumption and

responsibility for a sustainable use of our environment and ecological resources are not

contradictory anymore.

- Fresh and regional products are highly appreciated by most guests. Hotels that are

taking these aspects into account are very well prepared for the future.

For what concerns the German gastronomy, the following overall trends3 should be

highlighted:

- Regional Cuisine and regional products;

- Feel-good- atmosphere (design of restaurants: cool is out – cosy is in);

- Open-air gastronomy (like beer gardens or beach bars);

- System gastronomy (still expanding sector);

- Take-away and Home Delivery (biggest trend in open-air gastronomy);

- Coffee specialties and sweets (no German city can be imagined without coffee bars

anymore, still high expansion rates).

On the other side, overall trends in the hotel business4 are:

- Vacations in Germany (unbroken trend – vacations “at home”);

- Health (wellness and health are mega trends that are picked up by hotels as well to

offer it to their customers);

- Budget Hotels/ Hostels;

- City trips (short trips: to see as much as possible in a short time, cheap airlines are

supporting this trend).

3 http://www.dehoga-bundesverband.de/daten-fakten-trends/trends-und-rankings/ - Consulted on March, 25

th, 2014

4 http://www.dehoga-bundesverband.de/daten-fakten-trends/trends-und-rankings/ - Consulted on March, 25

th, 2014

http://www.dehoga-bundesverband.de/daten-fakten-trends/trends-und-rankings/

http://www.dehoga-bundesverband.de/daten-fakten-trends/trends-und-rankings/


The industry and service sector in Germany is characterized by the dual VET system. This

means that for almost all professions trainees attend vocational school for the theoretical

part of the training and for the practical part of the training they usually work in their

training company. The same VET procedures apply for the hospitality sector.

Dominant actors in the sector are restaurants and hotels. Their employees are usually very

well trained and can develop an international career and reputation in the field, because

their VET training is already very professional and there a variety of further/ advanced

training options available in Germany.

---

Economic instability in Italy and the wider Eurozone has had a negative impact upon

medium term growth prospects, with a continued lack of confidence for both consumers

and business. The need for a deeper and broader tax base as a result of the financial

crisis has placed a greater burden on business and consumers, and acts as a key barrier

to growth in the short term for the hospitality sector.

Italy is an established global tourist destination as well as having a domestic culture

heavily influenced by eating and entertaining outside of the home. The hospitality sector

grew by 29% between 2000 and 2009, from a turnover perspective, representing a

successful period for an already mature market. The final year of the period however saw

a decline across the sector, with around 46 bars and 23 hotels closing down every week.

In Italy, HORECA companies play an important role in the national economy, as Italy is

one of the most visited countries in the world. According to the last statistical data, in Italy

there are 33.728 hotels5 and 123.500 similar structures (e.g. B&B, guest houses, farm

houses, etc…)6, for a total amount of 1,1 million rooms.

According to Unioncamere and to the National Institute for Touristic Researches, the

HORECA sector has been strongly hit by the crisis during the last years; only from June

5 http://www.federalberghi.it/index.aspx

6 http://www.federicominghi.it/2013/12/10/non-rimane-che-imparare-larte-dellaccoglienza/

http://www.federalberghi.it/index.aspx

http://www.federicominghi.it/2013/12/10/non-rimane-che-imparare-larte-dellaccoglienza/


2013 a small recovery has started, thanks to the increase of touristic flows, both foreign (+

4.2%) and domestic (+1.0 %)7, and to the emerging interest for ecological tourism8.

In 2013, revenues for hotels increased on average by 3.5%; among all structures, 4 stars

hotels presented the best performances (+ 4.6%); this is mainly due to the pricing control

policy they have applied. The positive trend has continued also in the first months of 2014;

at the end of April, hotels occupational rate reached the percentage of 58.19, thanks to the

growth in the occupational rate (+ 4.3%)10 of the structures located in the main historic and

artistic cities.

The recovery of the sector is confirmed also by the increase in the occupational rate in

HORECA industries and by the creation of new HORECA companies. According to

Federalberghi, the HORECA sector employs 957.878 people, 53.5% of them are women

and 53.5% are seasonal workers11, who increased by 2.300 units in 201312. Among the

women, 88,8% have a permanent contract, most of the time a part-time one13; however

only 33.8% of them occupy a managerial position. Regarding entrepreneurship, according

to the data of the Osservatorio dell’imprenditoria femminile of Unioncamere, between

September 2012 and September 2013, 3.611 new HORECA companies14 were

established in Italy; many of them are managed by women.

The quality of the HORECA sector is assured by the following factors: education and

training of the HORECA workers, cleanness and quality of the structures, collaboration

with intermediaries and offers linked to the visitors’ tastes15.

7http://www.federalberghi.it/content/SiteAssets/Lists/Slider%20superiore/EditForm/Il%20barometro%20del%20settore%2

0I%20trimestre.pdf 8 http://www.economia.rai.it/articoli/turismo-boom-del-settore-ecologico-e-alberghiero-in-crescita/24838/default.aspx

9 http://www.alberghiconfindustria.it/Prj/Hom.asp

10 http://www.meteoweb.eu/2014/05/turismo-e-occupazione-in-italia-bene-il-comparto-alberghiero-di-lusso-e-delle-citta-

darte/287556/ 11

http://www.imprenditoriafemminile.camcom.it/P42A1162C318S2/Parte-il-Giro-d-Italia-2013--imprenditrici-in-pista-per-parlare-di-turismo.htm 12

http://www.unioncamere.gov.it/P42A2149C189S123/Excelsior--IV-trimestre-2013--Turismo-e-alimentare-ridanno-slancio-all-occupazione.htm 13

http://www.astoi.com/press/news/314-luglio-2013/11915-donne-e-turismo-nasce-losservatorio-sulloccupazione.html 14

http://www.imprenditoriafemminile.camcom.it/Risultati-ricerca/P46O1/turismo 15

http://archivio.denaro.it/VisArticolo.aspx?IdArt=521634&KeyW=

http://www.federalberghi.it/content/SiteAssets/Lists/Slider%20superiore/EditForm/Il%20barometro%20del%20settore%20I%20trimestre.pdf

http://www.federalberghi.it/content/SiteAssets/Lists/Slider%20superiore/EditForm/Il%20barometro%20del%20settore%20I%20trimestre.pdf

http://www.economia.rai.it/articoli/turismo-boom-del-settore-ecologico-e-alberghiero-in-crescita/24838/default.aspx

http://www.alberghiconfindustria.it/Prj/Hom.asp

http://www.meteoweb.eu/2014/05/turismo-e-occupazione-in-italia-bene-il-comparto-alberghiero-di-lusso-e-delle-citta-darte/287556/

http://www.meteoweb.eu/2014/05/turismo-e-occupazione-in-italia-bene-il-comparto-alberghiero-di-lusso-e-delle-citta-darte/287556/

http://www.imprenditoriafemminile.camcom.it/P42A1162C318S2/Parte-il-Giro-d-Italia-2013--imprenditrici-in-pista-per-parlare-di-turismo.htm

http://www.imprenditoriafemminile.camcom.it/P42A1162C318S2/Parte-il-Giro-d-Italia-2013--imprenditrici-in-pista-per-parlare-di-turismo.htm

http://www.unioncamere.gov.it/P42A2149C189S123/Excelsior--IV-trimestre-2013--Turismo-e-alimentare-ridanno-slancio-all-occupazione.htm

http://www.unioncamere.gov.it/P42A2149C189S123/Excelsior--IV-trimestre-2013--Turismo-e-alimentare-ridanno-slancio-all-occupazione.htm

http://www.astoi.com/press/news/314-luglio-2013/11915-donne-e-turismo-nasce-losservatorio-sulloccupazione.html

http://www.imprenditoriafemminile.camcom.it/Risultati-ricerca/P46O1/turismo

http://archivio.denaro.it/VisArticolo.aspx?IdArt=521634&KeyW


However, although these positive features, there are still many weaknesses. In particular,

the sector is fragmented and most of the HORECA companies have difficulties to take

advantage of economies of scale and to deal with the processes toward social and

environmental sustainability and digitalization.

Regarding the latter aspect, it is obvious that, during the last years, social media changed

tourism in general, needs and expectations of the travellers and, as a consequence, the

marketing strategies of HORECA industries should change as well16.

In the last 6 months in Italy, 7.2 million people have bought at least one travel product

online and 3 million people have booked an hotel through internet. Regarding mobile

devices, in Italy 20 million people use smart-phones; two on three Italians have a travel

app on their tablets and/or smart phones and 50% of Italian managers use mobile devices

to book travels. Besides that, smart-phones are also used to search for restaurants and to

read travel reviews17.

Stakeholders believe that, in order to foster the HORECA sector, policy-makers and BIOs

should help companies, providing them with funds for requalification and digitalization.

Moreover, HORECA managers should be able to create on-line offers which give value to

the “made in Italy” and promote the Italian territory, food, wine, crafts, tradition and

excellences.

---

The Polish economy performed strongly between 2000 and 2010, growing at an average

annual rate of 7.3%, with its recovery from the economic downturn being one of the

strongest in Europe (14% in 2010).

The hospitality sector experienced 8.4% nominal growth per annum in turnover between

2002 and 2010, with particular expansion between 2004 and 2008 (of 21% per annum) to

16

http://www.pianetahotel.it/smartphone-booking-e-travel-industry-il-punto-di-amadeus-italia/0,1254,86_ART_4870,00.html 17

http://www.corrierecomunicazioni.it/it-world/27850_turismo-si-apre-l-era-del-20.htm

http://www.pianetahotel.it/smartphone-booking-e-travel-industry-il-punto-di-amadeus-italia/0,1254,86_ART_4870,00.html

http://www.pianetahotel.it/smartphone-booking-e-travel-industry-il-punto-di-amadeus-italia/0,1254,86_ART_4870,00.html

http://www.corrierecomunicazioni.it/it-world/27850_turismo-si-apre-l-era-del-20.htm


reach a peak of €6.7bn, before falling by 19% in 2009. Whilst the Polish economy as a

whole recovered at 14% in 2010 the hospitality sector grew by only 5% to finish the period

at €5.7bn.

Tourism is one of the fastest developing industries in the Polish economy. Statistics shows

it grows continuously when it comes to the number of tourists and the turnover. In 2013 the

share of tourism in the GDP amounted to 5-6% and income from tourism exceeded PLN

100 bn. Income from visiting tourists reached PLN 39.8 bn (increase by 11.5 % compared

to the income in 2012). The number of foreign tourists visiting Poland increased by almost

7% (15.8 m). More than 34% of tourists have visited Poland five times and more. Average

spending of a tourist while her/his stay in Poland was USD 401 per person and USD 76

per day. The share of food expenses was 14.9%, while accommodation accounted for

13% (according to Active Group report for the Ministry of Sport and Tourism).

In the opinion of the Ministry of Sport and Tourism, the rate of growth of visits of foreign

tourists to Poland in 2014 may reach 3-4% compared to 2013. Continuous efforts to

improve the quality of service and to quickly respond to changing customers’ preferences

are preconditions for Poland’s gaining importance as an attractive tourism destination.

Poland’s restaurants market has not reached the level of development of many

comparable countries, leaving plenty of room for growth and expansion. In the long term,

the outlook for the Polish gastronomy market is very promising due to the economic

growth and the gap between Poland and developed countries (e.g. Germany) in terms of

household spending on hotels and restaurants – 2.4% and 5.2% respectively. The

restaurant segment (Re) has by far the largest share in sales on the HoReCa market in

Poland. It comprises the total sales of restaurants, pizzerias, fast food bars, cafes and

drink bars. In 2012 it accounted for 80% of the value of the entire market. In 2013 HoReCa

market noted slow growth and expansion to PLN 23bn. The strongest performance was

shown by catering companies. (HoReCa market in Poland 2013, 2014, PMR Ltd.)

The intensity with which Poles use hotel and restaurant services results from the customs

and level of income. Although 69% of Poles eat out from time to time, that is usually linked


to visits paid to family or friends. (Trendy w zwyczajach żywieniowych Polaków 2012

[Trends in Poles’ food-related customs], IPSOS). An average spending on a meal at a

gastronomy facility is PLN 30 per month per Pole, 15.65 PLN/dish (2012, wyborcza.biz),

i.e., ¼ of how much a German spends on average. Catering services are used more often

by men than women, the most frequently such services are used by people at the age of

15-29. More than half of rural inhabitants do not eat out. The lifestyle and food-related

habits of Poles gradually change. The number of consumers for whom eating out is an

everyday routine is increasing (31% according to the survey conducted in January 2014 by

the PMR Ltd.).

Restaurant and hotel services in the Polish statistics are represented in the Polish

Classification of Economic Activities (PKD) PKD 2007 (section „Accommodation and

catering services”).

The number of people employed in businesses that offer accommodation and restaurant

services in Poland amounted to 246,408 in 2012; their share in the total population

working in the national economy represented 1.7%. (in the Lodz Region the numbers were

12, 984 and 1.4%, respectively). A slight increase was recorded comparing to previous

years.

Out of the total number of 3, 975, 334 economic operators registered in Poland (2012),

there were 124, 765 entities in the section „Accommodation and catering services” (30,

887 in accommodation services and 93, 878 in catering). In the Lodz Region among 234,

079 economic operators there were 5, 813 businesses which offered accommodation and

catering services (271 hotels, 3, 196 restaurants and other gastronomy facilities, 544

catering businesses). (Statistical Office in Lodz, Local Databank of GUS [Central Statistical

Office)

Lodz Region is little saturated with restaurants and bars. Their number per 100 km2 is 3.1,

while the average for Poland is 4.4.


The HoReCa market, also in Poland, is sensitive to the economic situation – it provides the

kind of services which customers can easily give up or replace with cheaper ones. Hence

even higher importance of the quality of service offered at reasonable prices.

---

The Romanian economy had the largest nominal average annual growth rate in GDP in

Europe (12.5%) following particularly strong growth between 2004 and 2008 (23%).

However this is tempered by high rates of inflation in the country over the period. The

Romanian economy entered into recession in 2009 with a fall of 15% in GDP (nominal).

The Euro-crisis and government austerity measures have dampened demand in some of

Romania’s key export markets and reduced domestic incomes.

Globally, tourism is one of the sectors with the greatest expansion, whereas Romania

relies on tourism for international openness and economic development, by far more, as

tourism generates a significant number of jobs in other sectors such as transports,

entertainment and other services.

In Romania, tourism is considered a priority development sector, focusing on natural

landscapes, as well as on its rich history, and can bring, for the next period, a much more

important contribution to the country’s economic development.

Romania’s special tourist potential is distinguished by two essential components:

- natural component, represented by spectacular landscapes, varied relief types,

smooth climatic conditions, therapeutic value and abundance of certain natural cure

factors;

- anthropoid component, represented by the vestiges of the civilizations that succeeded

all around the Romanian territory, lay or religious art monuments, museums and

museum collections, ethnography and folklore elements of exquisite beauty and

originality, current prestigious achievements .


Such items prove to be some of the main attractions the Romanian tourism offers,

presenting a wide range of tourism elements: stay (seaside, mountain, SPA), hunting and

fishing, hiking itineraries with cultural values, professional tourism etc.

Considering the tourist accommodation capacity in 2013, an amount of 6.009 units were

recorded, increasing by 3.23 %, as compared to 2012. About 28% of Romania’s tourists’

accommodation capacity concentrates in the Romanian seaside, with its 19 sea side

places (out of which 13 resorts), with an important infrastructure. According to the

Romanian Tourism Statistical Abstract, the total existing accommodation capacity is

305.707 beds out of which 85.756 are on Romanian Seaside.

Arrivals recorded in the tourist units in 2013 were 7.918.535, increased by 3.5 % if

compared to 2012. Arrivals of the Romanian tourists in the tourists' accommodation units

in 2013 represented the 78,3% of the total arrivals, while the foreign tourists amounted to

21.7%.

In Romania, the overnight stays in the tourist accommodation units in 2013 increased by

1.1 %, as compared to the year 2012. Romanian tourists’ overnight stays in the tourist

accommodation units in 2013 were 82.0% out of the total number of overnight stays, while

the foreign tourists’ ones represented 18.0%.

In Romania, the staff in hotels and restaurants during 2013 was 156.230 persons,

recording a slight increase of 0.5%, as compared to 2012.

In 2013, tourism in Romania had a total contribution of 5.1% to the Gross Domestic

Product, GDP, which places our country ranked 154 in the world, according to a report by

the World Tourism Council, WTTC.

The total contribution of tourism to GDP includes business directly generated by this

activity, such as accommodation, transport, attractions, entertainment, shopping, food

expenditures and investments in tourism and hospitality, plus income generated indirectly,

gains providers serving projects or tourism facilities and expenses incurred by employees

in the sector in the economy.


According to WTTC, in 2013, tourism has been a total contribution of U.S. $ 33.1 billion to

the GDP of Romania, of which EUR 10.5 billion is the direct contribution. For this year,

WTTC forecasts growth of 5.4 % total contribution of tourism to GDP, followed by an

average growth rate of 3.8 % per year by 2024, to 50.8 billion USD.

---

Since 2000, nominal GDP and hospitality output have grown relatively strongly in Spain,

averaging 5.2% and 3.8% per annum respectively.

The decline in 2009 was linked to the global economic downturn and subsequent Euro-

crisis, which has particularly impacted Spain’s construction and tourist markets.

The impact of the downturn on employment has been significant, particularly for young

people. By the end of 2010 total employment in Spain had fallen by 9%, placing greater

pressures on overall incomes and consumer spending. Whilst it experienced some job

losses, the hospitality sector fared better, with a 3.8% fall.

Spain has received more than 60 million tourists in 2013. That means a 5,6% more

compared to the year 2012. Catalonia was the region within Spain that hosted more

tourists, with 15.5 million visitors. Hotel accommodation was the most preferred way for

more than 39 million tourists (a 64,4% of the total). This sector is very professionalized in

the country.

In Spain there is a wide range of studies concerning the touristic sector, regarding VET or

higher education systems. VET courses concern bar and restaurant technical services;

cuisine and gastronomy; restaurant services; touristic animation services; travel agencies

and event management; cuisine management; restaurant services management;

management of touristic accommodation; guiding, information and touristic assistants;

cuisine technical; pastry and bakery technicians. Regarding higher education, in Spain

there is a degree on business and touristic activities.


2. The research aims and steps within the RESPONS project

The partners of the RESPONS project implemented a research aimed at defining:

- Key Knowledge, Skills and Competencies needed in hotel, restaurant (and catering)

industry in order to perform daily tasks in terms of Corporate Social Responsibility and

Safe and Sustainable practices;

- Possible incentives that could motivate companies to invest in training.

The research, implemented during the months of January and February 2014, was

focused on getting information about the target group of managers of small hotels and

restaurants in the countries involved, namely:

Bulgaria

Spain

Romania

France

Poland

Italy

Germany

The information acquired were then analysed in the view of preparing the following

deliverables: “Field research reports” (one for each country involved) and the present

“HORECA Skills Analyses”.

Each partner involved implemented, at national level, a specific field research following

common procedures established by CIAPE.


Each partner was supposed to involve 10 small hotels and 10 small restaurants (or 8 small

restaurants and 2 catering companies) per country. Despite the foreseen number of

organisations to be involved, the partners succeeded in involving a total of 176

respondents (26 more than what foreseen).

Bulgaria - 33

Spain - 31

Romania - 24

France - 22

Poland - 21

Italy - 21

Germany - 24

Target group

The target group of the research is composed by managers of small hotels and

restaurants (and catering companies), where for small enterprise is meant a company with

a number of personnel ˂50 employees and with annual turnover ˂ 10 m. Euro.

Within this project, the target group involved had the following characteristics:

- the hotels had to be 1 or 2 stars;

- the restaurants had to be informal (not luxury and exclusive places);

- small hotels and restaurants had not to belong to big chains;

- the managers involved should have a secondary education diploma as highest

education level.


The target group was selected by the partners through different means, e.g.: public notices

published on their own website, social media, newsletters and/or specific events and

promoted through the partners’ network of stakeholders.

Among all the candidatures received, the partners selected different profiles regarding

age, social background and qualification level, in order to achieve a broad picture of the

topic.

The questionnaire

The questionnaire was divided into four parts:

1. General information, aimed at profiling the respondents and their companies;

2. Services, problems and knowledge gaps, aimed at identifying the key information

which are crucial in order to manage HORECA SMEs in a responsible, safe and

modern way;

3. Competences assessment, aimed at self-assessing the key skills that managers

recognize in themselves, as well as those needing further improvements;

4. Learning and Training, aimed at analysing the HORECA world in terms of

motivations, barriers and suitable training tools/methodologies.

Each partner translated the questionnaire from English to the respective national

language.

The questionnaire was then distributed to the target online, as a web link redirecting the

users to the Survey Monkey database.

The questionnaire could have been filled-in online or on paper support. All paper filled

questionnaires were then entered into the Survey Monkey form by the respective Partners.


1. DATA ABOUT THE RESPONDENT 1.1 Name and Surname

1.2 Position

1.3 City

1.4 Country

1.4 Email address

1.4 Company name

1.4 Company web address

2. SECTOR 2.1 Accomodation

□ 2.2.1.1 Hotel □ 2.2.1.2 Guest house □ 2.2.1.3 B&B □ 2.2.1.4 Pension □ 2.2.1.5 Villa

2.2. Restaurant □ If restaurant, please specify the typology

2.3 Annual average staff number

□ 2.3.1 Less than 5 □ 2.3.2 From 5 to 9 □ 2.3.3 From 10 to 20 □ 2.3.4 From 21 to 50

2.4 Family-run business? □ 2.4.1 Yes □ 2.4.2 No


3. SERVICES, PROBLEMS AND KNOWLEDGE GAPS This table lists some innovative services that a company might offer. The respondent is asked to rate each issue twice. IMPORTANCE According to its importance for the company performances. (4) Very important: situation leading to very important problems always met; (3) Important: situation leading to important problems met often; (2) Quite important: problem met sometimes; (1) Not important: not a problem at all. One answer. COMPANY EXPERIENCE According to the company level of expertise in the management of each issue. (4) Expert: your company already implements and you are very good at; (3) Competent: your company already implement with quite good performances; (2) Beginner: the team knows something but you really need to acquire more information; (1) Inexpert: your team really does not know anything about this issue. One answer.

IMPORTANCE COMPANY

EXPERIENCE

3.1 WEB 2.0 Hotels: possibility for customers to share information and research ratings on destination, quality of service and environmental and social conditions (like Tripadvisor and Booking.com); use of web 2.0 in branding and marketing; use of social media platforms (like Facebook, Twitter, blogs) Restaurants: possibility for customers to share information and research ratings on quality of service and environmental and social conditions (like Tripadvisor); use of web 2.0 in branding and marketing; use of social media platforms (like Facebook, Twitter, blogs)

□ Very important □ Important □ Quite important □ Not important

□ Expert □ Competent □ Beginner □ Inexpert

3.2 ONLINE SERVICES Hotels: Internet reservation systems; online product selection, ordering, fulfilment, tracking, payment and reporting Restaurants: Internet reservation systems; online product selection, ordering, fulfilment, tracking, payment and reporting



3.3 INDIVIDUALISED HOSPITALITY EXPERIENCES/ MENUS Hotels: cultural programmes adapted for disabled and/or seniors; full experience including professional guiding Restaurants: flexible lunch hours; menus for vegans and celiac

□ Very important □ Important □ Quite important

□ Expert □ Competent □ Beginner


IMPORTANCE COMPANY

EXPERIENCE

□ Not important □ Inexpert

3.4 SUSTAINABLE RESORTS AND MENUS Hotels: alternative transportation initiative programmes (e.g. bikes, Nordic walking); guests eco-tours Restaurants: use of organic food and products; seasonal menus



3.5 WELLNESS BASED OFFER Hotels: allergy friendly premises; SPA and fitness opportunities; new age remedies and alternative treatments to alleviate various types of stress Restaurants: allergy friendly premises; nutritionists and dieticians employed



3.6 HEALTY FRIENDLY FOOD AND EXPERIENCES Hotels: health incorporated in marketing activities Restaurants: healthy menus and options; consumers informed about nutrition facts, including food labels, calories, nutritional information and analysis; health incorporated in marketing activities



3.7 HUMAN RESOURCES DEVELOPMENT Training of staff; retraining of staff in so-called social and cultural skills; mentor schemes and apprenticeships; improved career structures; measures for raising the motivation of staff



3.8 SAFE WORKING CONDITIONS Facilitated access to employment-related health check-ups; assessment of work pressure to identify problem areas; employees trained on safety emergency procedures/calamities



3.9 EQUAL WORKING CONDITIONS Equal pay for equal work; improved access to maternity leave; gender-focused recruitment; appointment of women on manager positions; flexible working time/workplace; staff from ethnic minorities; staff with disabilities



3.10 RESPONSIBLE WORKPLACE □ Very important □ Expert


IMPORTANCE COMPANY

EXPERIENCE

Responsible management of the entire chain from the supplier to the client; internal Code of conduct; anticorruption rules; non financial accounting; fair price policy; ethic advertising; work with social partners

□ Important □ Quite important □ Not important

□ Competent □ Beginner □ Inexpert

3.11 ECOLOGICAL WORKPLACE Reduce, reuse, and recycle of wastes to minimize processing and hauling costs; reduced use of company cars to avoid the air pollution; use of energy save lighting; building isolation



3.12 LOCAL COMMUNITY/ SOCIAL INITIATIVES Work with local organizations; use of local resources; control and label local authenticity; foster community involvement and economic development; employ local and/or underutilized workers; sponsorship of local sport clubs (football, athletics); cultural initiatives; employees’ involvement and protection of the heritage and preservation of the natural and cultural integrity of destinations )



Comments


4. SELF ASSESSMENT OF SKILLS This table lists some innovative skills that a manager might own. The respondent is asked to provide one answer per line, rating each skill according to the level in which he/she positions him/herself. Please, rate your own proficiency level for each skill. (4) Expert: you are an expert, you own very high skills; (3) Competent: you have good skills, with some rooms for improvement; (2) Beginner: you have medium skills, you need to improve; (1) Inexpert: you have very basic skills, you strongly need to improve. Please, tick one box per line.

PROFICIENCY

4.1 INTERCULTURAL MANAGEMENT (I am open to cross-cultural sensitivity, I can communicate in ways that honour diversity considering verbal and non-verbal exchange, body language and gestures)


4.2 LANGUAGE SKILLS (I am able to communicate properly in at least one foreign language)


4.3 COOPERATIVE ABILITY/ TEAM SPIRIT (I can work cooperatively in a team environment)


4.4 INNOVATIVENESS (I analyse trends and try to adequate our offer accordingly)


4.5 ADAPTATION TO CHANGE (I accept feedbacks, I handle of complaints from customers and clients)



4.6 PROBLEM SOLVING (I use critical and creative think to solve problems, resolve conflicts, make decisions and complete tasks)


4.7 COMPUTER/ ICT (I am experienced in use computers, I can attend online training programmes)


4.8 ADAPTATION TO THE NEW BUSINESS ENVIROMENT (I can easily deal with suppliers, I foresee new marketing strategies, I manage human resources and stocks easily)


Comments:


5. LEARNING AND TRAINING

5.1 What difficulties do you personally face referring to training programmes? Please select all the options that you perceive as potential problems.

5.1.1 Lack of motivation

5.1.2 Scheduling the training programs

5.1.3 Fit of the available training programs to the organizational needs

5.1.4 Cost of training programs

5.1.5 Available time for training programs

5.1.6 Lack of enough information about the existing training programs

5.1.7 Inconvenient place for conducting training

Other, specify:

Place and date,

Thanks for your cooperation!

5.2 What are your preferred types of training?

Please select all the options that you like best.

5.2.1 Online based training

5.2.2 Classroom based training

5.2.3 Theoretical training

5.2.4 Practical training

5.2.5 Tutorial based training

5.2.6 Training program based on experience

Other, specify:


The national reports

Each partner produced a report in English language containing a summary of the main

findings as well as the main national conclusions. Particular attention was given to findings

which are representative of the specific national context.

Information contained in the national reports are structured as follows.

Chapter 1. The surveyed sample

Information about the companies involved (sector, staff-size and

company typology) as well as about the means used to contact the

respondents and to carry out the interviews;

Chapter 2. Dimensions affecting the HORECA SMEs’ performances

Importance of the dimensions proposed for the company

performances (the most and less important dimensions). Please, make

a distinction between hotels, restaurants (and catering).

Chapter 3. Dimensions requiring further information/ training

Self assessment of training needs (the most and less important

dimensions needing further training). Please, make a distinction

between hotels, restaurants (and catering).

Chapter 4. Innovative skills owned by HORECA managers

Self assessment of innovative skills (the most and less diffused skills).

Please, make a distinction between hotels, restaurants (and catering).


Chapter 5. Learning and training

The main barriers to continuous training implementation; the most

preferred types of training). Please, make a distinction between hotels,

restaurants (and catering).

Chapter 6. Final conclusions

Analysis of the key/ prior dimensions to be considered while

programming training addressed to the HORECA managers, as well

as of the most suitable training modalities. Please, in this part do

aggregate the information concerning hotels, restaurants (and

catering).


3. The HORECA skills analysis

Services, problems and knowledge gaps

The survey was aimed at analysing the importance in terms of company performances as

well as the company experience related to a set of innovative services for the HORECA

sector, namely:

1. Web 2.0;

2. Online services;

3. Individualised hospitality experiences/ menus;

4. Sustainable resorts and menus;

5. Wellness based offer;

6. Health friendly food and experiences;

7. Human resources development;

8. Safe working conditions;

9. Equal working conditions;

10. Responsible workplace;

11. Ecological workplace;

12. Local community/ social initiatives.


The respondent rated each issue twice.

IMPORTANCE - According to its importance for the company performances. The

options available: (4) Very important: situation leading to very important problems

always met; (3) Important: situation leading to important problems met often; (2)

Quite important: problem met sometimes; (1) Not important: not a problem at all.

One answer.

COMPANY EXPERIENCE - According to the company level of expertise in the

management of each issue. The options available: (4) Expert: your company

already implements and you are very good at; (3) Competent: your company

already implement with quite good performances; (2) Beginner: the team knows

something but you really need to acquire more information; (1) Inexperienced: your

team really does not know anything about this issue. One answer.

The following section shows the responses provided by the interviewees at European

level, by presenting the average scores and the differences from that average score per

country and at European level. Priority has been given to the issues presenting the highest

gap between importance for company performance and training needs, as they are the

fields on which the training tool produced within the RESPONS project should be

developed.


The field WEB 2.0 means, for the hotels,

the possibility for customers to share

information and research ratings on

destination, quality of service and

environmental and social conditions (like

Tripadvisor and Booking.com); the use of

web 2.0 in branding and marketing; the

use of social media platforms (like

Facebook, Twitter, blogs).

For restaurants, it means the possibility

for customers to share information and

research ratings on quality of service and

environmental and social conditions (like

Tripadvisor); use of web 2.0 in branding

and marketing; use of social media

platforms (like Facebook, Twitter, blogs).

This item is believed as the most crucial

at European level, if we consider the high Graphic 1


importance attributed by managers for the company performances, and the low level of expertise in management (European gap between

importance and experience is 0,54).

According to the surveyed sample, HORECA Managers strongly need to improve the following skills:

Master the different web 2.0 tools & services;

Use and select the most adequate web 2.0 tools & services for branding and marketing;

Create and manage their organisational profile (Facebook, Twitter, blogs);

Promote their services via web 2.0 tools & services (like Tripadvisor and Booking.com)

Make marketing through Tripadvisor and Booking.com

The countries for which Web 2.0 poses many challenges in respect to company performances are Poland (+ 2,62 from the national average

scores), France (+ 1,96) and Italy (+ 1,81). The less experienced countries in this field are Germany (- 0,59 from the national average score),

Romania (+ 0,44) and Bulgaria (+ 0,49).

Web 2.0 Bulgaria France Germany Italy Poland Romania Spain

Score Distance from the average







Importance (I) 7,58 0,02 8,48 1,96 6,88 0,68 8,17 1,81 8,60 2,62 7,88 -0,18 8,06 -0,51 Experience (E) 7,47 0,49 6,52 1,05 5,00 -0,59 7,50 1,31 5,26 1,55 6,52 0,44 6,24 0,47 Gap (I-E) 0,10 -0,47 1,97 0,91 1,88 1,27 0,67 0,50 3,33 1,07 1,36 -0,62 1,83 1,09

Table 1


Online services mean, for hotels and

restaurants, the possibility to manage

the following activities: Internet

reservation systems; online products

selection, ordering, fulfilment, tracking,

payment and reporting.

According to the surveyed sample,

online services are considered at the

8° rank on 12 concerning the urgency

to receive ad hoc training.

In most of the countries involved, even

if managers believe in the importance

of the online services in order to

perform well, they consider

themselves as quite experienced and

able to manage the aspects related to

Graphic 2


online reservation and online products management. The only country strongly claiming for improved knowledge and skills is Poland

(gap importance/ experience: 1,42; + 1,36 from the national average score). Also the Bulgarian and Spanish managers interviewed

show some interest in improving online services related skills (respectively + 0,03 and + 0,02 from the national average scores). In

general, we might say that online services are more and more considered as routinarie ones in the globalised HORECA sector.

Online services Bulgaria France Germany Italy Poland Romania Spain








Importance (I) 6,97 -0,59 7,42 0,90 6,25 0,05 6,33 -0,03 7,54 1,56 7,88 -0,18 7,10 1,49

Experience (E) 6,36 -0,62 6,82 1,35 6,04 0,45 6,33 0,14 3,86 0,15 6,52 0,44 6,34 0,57

Gap (I-E) 0,61 0,03 0,61 -0,45 0,21 -0,40 0,00 -0,17 3,68 1,42 1,36 -0,62 0,75 0,02

Table 2


Individualised hospitality experiences

mean, for the Hotels, the possibility to

organise cultural programmes

adapted to disabled and/or seniors

and full experiences including

professional guiding. For restaurants,

it means the possibility to plan flexible

lunch hours, menus for vegans and

celiac.


individualised hospitality is ranked at

the 5th place on 12 items, concerning

the urgency to receive ad hoc training.

This means that there is a growing

interest in this area.

Graphic 3


HORECA managers would like to deepen the following skills:

• Develop new individualised hospitality experiences

• Organise cultural programmes adapted for disabled and/or seniors

• Organise menus for vegans and celiac

• Organise full individual experiences including professional guiding.

Especially the German HORECA managers believe in the importance of such aspects for their companies’ daily performances (score

6,24; + 1,93 from the national average score), followed by the Italians (7,33; + 0,97). The less experienced countries, according to the

interviewed managers, are France and Romania (in both the cases the gap from the national average score is -0,62).

If we consider the gap between importance and experience, the countries mostly needing an upgrade in individualised hospitality are

Italy and Germany (respectively + 0,67 and + 0,85 from the national gap average score).

Individualised hospit. Bulgaria France Germany Italy Poland Romania Spain








Importance (I) 6,77 -0,79 5,91 -0,62 8,13 1,93 7,33 0,97 5,61 -0,37 7,27 -0,78 6,24 -0,27

Experience (E) 6,67 -0,32 4,85 -0,62 6,67 1,08 6,50 0,31 3,51 -0,20 5,45 -0,62 5,81 0,04

Gap (I-E) 0,10 -0,47 1,06 0,00 1,46 0,85 0,83 0,67 2,11 -0,16 1,82 -0,16 0,43 -0,30

Table 3


Sustainable hospitality means, for the

hotels, the possibility to provide clients

with alternative transportation

programmes (e.g. bikes, Nordic

walking) and to organise eco-tours.

For restaurants, that means the use of

organic food and products, and the

possibility to organise seasonal

menus.

The aspect of the services linked to

sustainability is not so appealing for

the surveyed managers, ranking this

at 11th place on 12 in terms of training

urgencies.

Germany is the country attributing the

lowest level of importance to this item

Graphic 4


(- 3,07 from the national average), and Italy is the most experienced country (+ 1,14 from the average), according to the interviewed

managers. France is the sole country with a positive gap between importance and experience (+ 0,15), meaning a certain willingness

to deepen subjects related to sustainable resorts and menus.

Sustainable hospit. Bulgaria France Germany Italy Poland Romania Spain








Importance (I) 6,67 -0,89 7,12 0,59 3,13 -3,07 7,17 0,81 4,21 -1,77 6,82 -1,24 6,45 -0,05

Experience (E) 6,77 -0,22 5,91 0,44 3,33 -2,26 7,33 1,14 2,63 -1,08 5,15 -0,92 6,34 0,57

Gap (I-E) -0,10 -0,67 1,21 0,15 -0,21 -0,82 -0,17 -0,33 1,58 -0,69 1,67 -0,32 0,11 -0,63

Table 4


Wellness based offer means, for the

Hotels, the availability of allergy

friendly premises, SPA and fitness

opportunities, new age remedies and

alternative treatments to alleviate

various types of stress. For

Restaurants, these aspects are more

related to the presence, among the

company staff members, of

nutritionists and dieticians.

Wellness based offer is ranked at the

7th place out of 12, meaning that the

European managers interviewed do

not believe that this item represents a

learning priority.

Graphic 5


These services do not represent a problem at all in terms of company performances for the German and Italian managers involved in

the interview (respectively – 5,36 and - 3,36 from the national averages), even if they consider themselves as inexperienced (- 4,34

and – 3,19 from the national averages).

The country expressing an high interest in wellness based offer is Romania (gap + 1,81 from the national average), followed by

Bulgaria (+ 0,64) and Spain (+ 0,02).

Wellness offer Bulgaria France Germany Italy Poland Romania Spain








Importance (I) 7,58 0,02 2,73 -3,80 0,83 -5,36 3,00 -3,36 2,11 -3,87 6,21 -1,84 4,30 -2,20

Experience (E) 6,36 -0,62 2,12 -3,35 1,25 -4,34 3,00 -3,19 1,05 -2,66 2,42 -3,65 3,55 -2,22

Gap (I-E) 1,21 0,64 0,61 -0,45 -0,42 -1,02 0,00 -0,17 1,05 -1,21 3,79 1,81 0,75 0,02

Table 5


Healthy friendly experiences mean, for

the Hotels, the possibility to

incorporate health-related issues in

marketing activities. For Restaurants,

it means the possibility to offer healthy

menus and options, to inform

consumers about nutrition facts,

including food labels, calories,

nutritional information and analysis,

and to incorporate health in marketing

activities.

This issue is placed at the 9th place on

12 in terms of learning priorities for the

HORECA mangers interviewed.

Graphic 6


Apart from Romania, where rooms for improvement seem to appear (managers feel as inexperienced), for all the other countries the

knowledge and competences owned by managers are enough to satisfy daily problems related to healthy friendly issues.

Healthy friendly Bulgaria France Germany Italy Poland Romania Spain








Importance (I) 7,37 -0,19 3,18 -3,35 6,04 -0,16 2,83 -3,53 4,21 -1,77 7,42 -0,63 4,73 -1,77

Experience (E) 6,57 -0,42 2,42 -3,04 6,46 0,87 3,33 -2,86 3,51 -0,20 4,24 -1,83 3,33 -2,44

Gap (I-E) 0,81 0,24 0,76 -0,30 -0,42 -1,02 -0,50 -0,67 0,70 -1,56 3,18 1,20 1,40 0,66

Table 6


Human Resources Development

means the implementation of activities

related to training of staff, retraining of

staff in so-called social and cultural

skills, mentoring schemes and

apprenticeships, improved career

structures, measures for raising the

motivation of staff.

These aspects are ranked at the 2nd

place on 12 in terms of training needs,

meaning that they are considered as

highly important for the company

performances, while the experience of

managers is not so structured. This is

true especially for Spain (+1,31 from

the average score), Poland (+0,72),

Graphic 7


Romania (+0,44) and France (+0,30). According to the surveyed sample, HORECA Managers strongly need to improve the following

skills:

Plan and organise training activities for the staff

Plan and organise retraining for the staff in so-called transversal, social and cultural skills

Implement mentoring schemes and apprenticeships

Manage career structures and systems

Plan and implement measures for raising the motivation of staff.

Human resources dev. Bulgaria France Germany Italy Poland Romania Spain








Importance (I) 7,47 -0,08 7,42 0,90 6,04 -0,16 6,50 0,14 6,67 0,69 8,94 0,88 7,31 0,81

Experience (E) 6,87 -0,12 6,06 0,59 6,25 0,66 6,33 0,14 3,68 -0,03 6,52 0,44 5,27 -0,50

Gap (I-E) 0,61 0,03 1,36 0,30 -0,21 -0,82 0,17 0,00 2,98 0,72 2,42 0,44 2,04 1,31

Table 7


Safe working conditions for HORECA

managers mean a facilitated access to

employment-related health check-ups,

the assessment of work pressure to

identify problem areas, training of

employees on safety emergency

procedures/calamities.

This aspect is placed at the 4th place

on 12 in terms of learning priorities.


HORECA Managers strongly need to

improve the following skills:

Graphic 8


Capability to assess work pressure to identify problem areas;

Plan and implement training of employees on safety emergency procedures/calamities;

Develop a risk-prevention attitude among the staff members.

The countries mostly needing specific training in the field of safety at work are Germany (+0,64 from the average national score),

Poland (+0,37), Italy (+0,64), France (+0,15) and Bulgaria (+0,13).

Safe working cond. Bulgaria France Germany Italy Poland Romania Spain








Importance (I) 8,89 1,33 7,58 1,05 8,13 1,93 9,33 2,97 7,54 1,56 9,39 1,34 6,88 0,38

Experience (E) 8,18 1,20 6,36 0,90 6,88 1,28 8,83 2,64 4,91 1,20 7,58 1,50 6,13 0,36

Gap (I-E) 0,71 0,13 1,21 0,15 1,25 0,64 0,50 0,33 2,63 0,37 1,82 -0,16 0,75 0,02

Table 8


Equal working conditions mean, for

HORECA managers, equal pay for

equal work, and improved access to

maternity leave, gender-focused

recruitment, and appointment of

women on manager positions, flexible

working time/workplace, and inclusion

of staff from ethnic minorities and with

disabilities.

Equality issues are ranked at the 12th

place on 12 in terms of learning

urgency.

In all the countries involved, managers

consider these aspects as important

Graphic 9


for company performances. Especially the Polish and German managers interviewed consider equal working conditions as crucial

(respectively: +1,92 and +1,51 from the national average score of importance). Nevertheless, most of the managers believe

themselves as very experienced and capable to manage related issues, and especially the Polish, Romanian and French ones

(respectively: +2,43, +1,96 and +1,35 from the national average score of expertise).

Equal working cond. Bulgaria France Germany Italy Poland Romania Spain








Importance (I) 7,98 0,42 6,97 0,44 7,71 1,51 7,50 1,14 7,89 1,92 9,24 1,19 6,99 0,48

Experience (E) 8,28 1,30 6,82 1,35 6,67 1,08 7,17 0,97 6,14 2,43 8,03 1,96 6,77 1,00

Gap (I-E) -0,30 -0,88 0,15 -0,91 1,04 0,43 0,33 0,17 1,75 -0,51 1,21 -0,77 0,22 -0,52

Table 9


A responsible workplace means, for

the HORECA managers, a

responsible management of the entire

chain from the supplier to the client,

an internal Code of conduct,

anticorruption rules, non financial

accounting, fair price policies, ethic

advertising and work with social

partners.

Corporate Social Responsibility-

related issues are ranked at the 10th

place on 12 in terms of learning

urgency.

Graphic 10


In most the countries involved, managers consider these aspects as important for company performances. Especially the German and

Polish managers interviewed consider a responsible workplace as crucial (respectively: +2,55 and +1,92 from the national average

score of importance). But, also in this case, most of the managers believe themselves as very experienced and capable to manage

related issues, and especially the Polish and German ones (respectively: +2,25 and +1,70 from the national average score of

expertise).

Responsible workplace Bulgaria France Germany Italy Poland Romania Spain








Importance (I) 8,08 0,52 6,36 -0,16 8,75 2,55 6,00 -0,36 7,89 1,92 9,24 1,19 6,56 0,05

Experience (E) 7,27 0,29 5,76 0,29 7,29 1,70 6,50 0,31 5,96 2,25 7,58 1,50 6,56 0,79

Gap (I-E) 0,81 0,24 0,61 -0,45 1,46 0,85 -0,50 -0,67 1,93 -0,34 1,67 -0,32 0,00 -0,73

Table 10


An Ecological workplace means, for

the HORECA sector, a workplace able

to reduce, reuse, and recycle wastes

to minimize processing and hauling

costs, a reduced use of company cars

to avoid the air pollution, the use of

energy save lighting and of

solar/photovoltaic panels, and an

isolated building.

Ecological issues are believed as

crucial in terms of learning priorities,

being ranked at the 3rd place on 12.


Graphic 11


HORECA Managers strongly need to improve the following skills:

Capability to reduce, reuse, and recycle wastes to minimize processing and hauling costs;

Knowledge of systems to reduce the use of company cars to avoid the air pollution;

Knowledge and capability to use energy save lighting and solar/photovoltaic panels.

The countries expressing a higher need of training and retraining are, according to the results of this survey, France, Bulgaria and Italy

(respectively +0,76, +0,64 and +0,50 from the average national gap between importance and expertise).

Ecological workplace Bulgaria France Germany Italy Poland Romania Spain








Importance (I) 8,28 0,72 7,27 0,74 5,63 -0,57 5,67 -0,69 4,21 -1,77 8,48 0,43 7,42 0,91

Experience (E) 7,07 0,08 5,45 -0,01 4,79 -0,80 5,00 -1,19 2,28 -1,43 6,82 0,74 6,34 0,57

Gap (I-E) 1,21 0,64 1,82 0,76 0,83 0,23 0,67 0,50 1,93 -0,34 1,67 -0,32 1,08 0,34

Table 11


Aspects concerning local community/

social initiatives are related, for the

HORECA sector, to the work with

local organizations, the use of local

resources and of label local

authenticity, a fostered community

involvement and economic

development; capability to employ

local and/or underutilized workers,

sponsorship of local sport clubs

(football, athletics), cultural initiatives;

employees’ involvement in the

protection of the heritage and in the

Graphic 12


preservation of the natural and cultural integrity of destinations.

These aspects are ranked at the 6th place on 12. The countries expressing a higher training urgency are Poland, Bulgaria and France

(respectively +1,24, +0,54 and +0,30 from the average national gap between importance and expertise). In all the other countries,

issues related to the involvement of the local community and the implementation of social initiatives are believed as not crucial for

company performances (esp. for Poland, Bulgaria and Spain – resp. -0,72, -0,49 and -0,48 from the average rate of importance for

company performances).

Local community Bulgaria France Germany Italy Poland Romania Spain








Importance (I) 7,07 -0,49 7,88 1,35 6,88 0,68 6,50 0,14 5,26 -0,72 7,88 -0,18 6,02 -0,48

Experience (E) 5,96 -1,03 6,52 1,05 6,46 0,87 6,50 0,31 1,75 -1,96 6,06 -0,01 6,56 0,79

Gap (I-E) 1,11 0,54 1,36 0,30 0,42 -0,19 0,00 -0,17 3,51 1,24 1,82 -0,16 -0,54 -1,27

Table 12


Self assessment of skills

HORECA managers were asked to assess their own proficiency regarding some

innovative transversal skills that a manager should own in order to increase company

performances, and namely:

1. Intercultural management;

2. Language skills;

3. Cooperative ability/ team spirit;

4. Innovativeness;

5. Adaptation to change;

6. Problem solving;

7. Computer/ ICT;

8. Adaptation to the new business environment.

The respondent rated their own proficiency level for each skill. The options available: (4)

Expert: you are an expert, you own very high skills; (3) Competent: you have good skills,

with some rooms for improvement; (2) Beginner: you have medium skills, you need to

improve; (1) Inexpert: you have very basic skills, you strongly need to improve. One

answer.

The graphic below shows the average ranking of each skill at national level, compared

with the average European level. As shown, the most important soft skills that the

HORECA managers interviewed would need to develop are three: problem solving,

adaptation to change and cooperative ability/ team spirit.


Graphic 13

The following section provides an analysis of the responses provided by the interviewees

at European level, by presenting the average scores and the differences from that average

score per country and at European level. Priority has been given to the skills for which the

managers expressed the lower proficiency level, as they are the fields on which the

training tool produced within the RESPONS project should be developed.


Intercultural management

Intercultural management mean, for the HORECA managers, a set of skills related to cross-cultural sensitivity, communication in ways

that honour diversity considering verbal and non-verbal exchange, body language and gestures.

The European managers participating in the survey consider themselves as very proficient in intercultural management, rating the

need to receive related training at the 8th place on 8. The most experienced countries, according to the opinions of the surveyed

managers, are Bulgaria, Romania and Spain (respectively +2,71, + 0,97 and +0,85 from the average national proficiency level).

Intercultural manag. Bulgaria France Germany Italy Poland Romania Spain








Proficiency 6,26 2,71 5,61 0,11 7,71 0,78 5,00 0,60 6,49 -0,61 7,42 0,97 7,42 0,85

Table 13


Language skills

Language skills are meant as the capability to communicate properly in at least one foreign language.

The HORECA managers interviewed put the capability to communicate in another language at the 4th place on 8 in terms of learning

urgency. According to the survey results, HORECA managers need to improve their own capability to communicate in at least another

language.

The countries mostly needing such training are Bulgaria, Spain and Germany (respectively -1,22, -0,98 and -0,26 from the average

national proficiency level).

Language skills. Bulgaria France Germany Italy Poland Romania Spain








Proficiency 2,32 -1,22 6,36 0,87 6,67 -0,26 5,17 0,77 7,72 0,61 6,82 0,36 5,59 -0,98

Table 14


Cooperative ability/ Team spirit

Cooperative ability and team spirit mean, for the HORECA managers, the ability to work cooperatively in a team environment.

These skills are believed as crucial for the HORECA managers interviewed, as most of them assess themselves as beginners or inexperienced.

According to the surveyed sample, HORECA Managers strongly need to improve the following transversal skills:

Capability to work cooperatively with others;

Capability to apply conflict management skills;

Capability to apply group problem-solving strategies;

Capability to establish productive working relationships;

Capability to demonstrate respect for others through word and action.

In particular, the countries expressing the highest training needs are France (-2,31 from the average national proficiency level) and Bulgaria (-

2,03).

Cooperative ability Bulgaria France Germany Italy Poland Romania Spain








Proficiency 1,52 -2,03 3,18 -2,31 6,67 -0,26 4,00 -0,40 6,84 -0,26 5,91 -0,55 6,13 -0,44


Table 15

Innovativeness

Innovativeness means, for the HORECA managers, the ability to analyse trends and try to adequate business offer accordingly.

The HORECA managers interviewed rank this skill at the 5th place on 8 in terms of individual training needs.

Most of the managers of the sample assess themselves as expert or competent in terms of capability to bring innovation within their

own company environment, and especially the French and Bulgarian ones (respectively +1,33 and +0,90 from the average national

proficiency level).

Innovativeness Bulgaria France Germany Italy Poland Romania Spain








Proficiency 4,44 0,90 6,82 1,33 6,67 -0,26 4,50 0,10 6,67 -0,44 5,30 -1,16 6,24 -0,34

Table 16


Adaptation to change

Adaptation to changes means, for the HORECA sector, the capability to accept feedbacks and to properly handle complaints from customers and

clients. These skills are believed as crucial for the HORECA managers interviewed, as most of them assess themselves as beginners or

inexperienced. Adaptation to change is ranked at the 1st place on 8 concerning individual training/ improvement needs. According to the surveyed

sample, HORECA Managers strongly need to improve the following transversal skills:

Ability to change (or be changed) to fit changed circumstance;

Ability to listen actively the customer’s complaint, maintaining an open body language and a helpful attitude;

Ability to keep calm in the face of difficulties and angry customers;

Ability to take on new challenges at short notice;

Ability to deal with changing priorities and workloads.

In particular, the countries expressing the highest training needs are Romania (-1,91 from the average national proficiency level) and Poland (-

1,14).

Change adaptation Bulgaria France Germany Italy Poland Romania Spain








Proficiency 2,73 -0,82 6,36 0,87 7,29 0,36 3,67 -0,73 5,96 -1,14 4,55 -1,91 5,70 -0,87

Table 17


Problem solving

Problem solving means, for the HORECA managers, the ability to use critical and creative thinking to solve problems, resolve conflicts,

make decisions and complete tasks. This skill is ranked at the 3rd place on 8 in terms of learning/ improving priorities. Many among the

HORECA managers interviewed, believe themselves as beginners or inexperienced in problem solving.

According to the surveyed sample, HORECA Managers need to improve the following transversal skills:

Ability to use critical and creative thinking to solve problems;

Ability to set priorities and targets;

Ability to develop a strategy and an action plan;

Ability to make decisions based on critical reasoning processes;

Ability to fulfil tasks in stressful situations.

The countries where this skill should be improved mostly, according to the RESPONS survey, are Italy (-1,56 from the average

national proficiency level), Bulgaria (-0,52) and Germany (-0,26).

Problem solving Bulgaria France Germany Italy Poland Romania Spain








Proficiency 3,03 -0,52 5,91 0,42 6,67 -0,26 2,83 -1,56 7,89 0,79 7,27 0,81 6,99 0,42

Table 18


Computer/ ICT

ICT skills mean, for the HORECA managers, the ability to use computers, manage online reservations and attend online training

programmes.

The HORECA managers interviewed rank this skill at the 6th place on 8 in terms of individual training needs.

Most of the managers of the sample assess themselves as expert or competent in terms of computer/ICT, and especially the Italian

and Romanian ones (respectively +0,60 and +0,36 from the average national proficiency level).

Computer/ ICT Bulgaria France Germany Italy Poland Romania Spain








Proficiency 3,74 0,19 5,00 -0,49 7,08 0,16 5,00 0,60 7,37 0,26 6,82 0,36 6,77 0,20

Table 19


ADAPTATION TO THE NEW BUSINESS ENVIROMENT

Adaptability to a new business environment means, for the HORECA managers, the ability to easily deal with suppliers, to foresee

new marketing strategies, to manage human resources and stocks easily).

The European managers participating in the survey consider themselves as very proficient in adaptability to a new business

environment, rating the need to receive related training at the 7th place on 8. The most experienced countries, according to the

opinions of the surveyed managers, are Spain, Romania and Bulgaria (respectively +1,17, + 1,12 and +0,80 from the average national

proficiency level).

New environment Bulgaria France Germany Italy Poland Romania Spain








Proficiency 4,34 0,80 4,70 -0,80 6,67 -0,26 5,00 0,60 7,89 0,79 7,58 1,12 7,74 1,17

Table 20


The characteristics of an effective training programme

The HORECA managers involved in the RESPONS survey were asked about the personal

difficulties faced referring to training programmes.

They have selected all the options that they perceive as potential problems.

The main problems faced at European level are, in order of frequency: availability of time

for training programs (+29,3% from the average score), fitting of the available training

programs to the organizational needs (+10,4%) and costs of training programs (+10,0%).

Personal difficulties related to training Average European

percentage

Distance from the

average

Lack of motivation 19,0% -18,2%

Scheduling the training programs 24,3% -12,9%

Fit of the available training programs to

the organizational needs

47,5% 10,4%

Cost of training programs 47,1% 10,0%

Available time for training programs 66,4% 29,3%

Lack of enough information about the

existing training programs

37,7% 0,6%

Inconvenient place for conducting

training

17,9% -19,2%

Average score 37,1 -18,2%

Table 21

According to the information collected, HORECA managers need:

Modular training courses, made of short and self-consistent modules;

Training courses really based on the problems the sector faces daily, thus built

upon the training needs expressed by the HORECA managers;

Available for free/at a low cost.


Managers were also enquired about their own preferred types of training.

The preferred typologies are, in order of frequency: practical training (+20,1% from the

average score), online based training (+11,2%) and training program based on experience

(+3,8%).

Preferred types of training Average European

percentage

Distance from the

average

Online based training 49,5% 11,2% Classroom based training 32,5% -5,8% Theoretical training 20,5% -17,8% Practical training 58,3% 20,1% Tutorial based training 26,7% -11,6% Training program based on experience 42,1% 3,8%

Average score 38,3%

Table 22

According to the information collected, HORECA managers need an online training course

providing practical information about how to solve the most frequent problems met while

managing daily workload.


4. National conclusions

In Bulgaria, trends in the development of tourism and the increasing competition in the

sector impose that managers/ owners of small hotels and restaurants possess innovative

management skills which enable them to create and manage a sustainable and socially

responsible business, while keeping its local identity.

The development of a new professional profile of the manager of HORECA SMEs is

provoked by the necessity to face the main challenges in the sector:

1) The increased demand of the tourists to the quality, attractiveness, variety and

innovativeness of the touristic services;

2) The important role of ICT in hotels in regards of search, planning and implementation of

the travels;

3) Finding the right balance between the autonomous development of the destinations, the

protection of their environment and the development of a competitive economic activity;

4) The delivery of safe and high quality services.


The survey conducted within Work Package 2 should outline the factors and trends in the

sector at national level and on this basis, seek to define the needed knowledge, skills and

competences.

The analysis of the received questionnaires allows making recommendations for future

activities and products of the project:

The representative of the target group of RESPONS project’s didactic materials is:

- Manager of a small hotel/restaurant; he/she is usually responsible for up to 9 employees,

working with high probability (almost 50% - every second) in a family-run business,

which is located in a small/ midsize city;

- She/he has knowledge, skills and competences to perform the daily and routine

management of the business, but he/she is willing and looking to enrich them by the

means of innovative solutions and methods;

- Her/his daily schedule is filled-in, she/he does not have free time, and she/he is managing

a small team;

- She/he is able to adapt to the changes, can work and cooperate with the team;

- She/he posses some knowledge on ICT, foreign languages, but recognizes the need to

improve her/his skills;

- She/he appreciates the importance of the new realities in the business world, realizing that

the information and communication technologies are a tool for communication,

advertising, marketing, etc.;

- She/he recognizes that learning and improving skills and competencies are processes that

depend to a great extent on her/his will and capability;

- She/he is responsible to innovations in the area;

- She/he wants to develop her/his business and to be competitive.

The acquisition of new knowledge, skills and competences is extremely important for

her/him which will allow the opportunity:


- To manage human resources in the hotel/restaurant ensuring safe, equal and

environment friendly working conditions;

- To develop her/his business in a socially responsible manner, contributing to the

success of social initiatives in favour to the local community;

- To hold of innovative methods allowing her/him to be competitive;

- To attract guests and clients, acquiring communication skills for management in

intercultural environment.

The training is a complex product focusing on demand and supply, expectations and

results.

The realization of the main didactic relation in the process of training - between the

teaching of "teacher" and the learning of "trainees" and the achievement of planned

objectives depends on the extent to which both parties are aware of the expectations of

each other, on what extent they are following the objectives, but first of all - what they offer

and how.

The manager of HORECA SME expects a training that is appropriate to her/his needs and

meets her/his criteria regarding:

- Type, time and methods of conducting of the training;

- Program and curriculum;

- Interactivity, practical orientation;

- Innovative content;

- Maximum utilization of time and resources;

- Practical benefits for improvement of the tourist product and higher satisfaction of the

end consumer.

The Round table hold in the framework of the WP confirmed the conclusions of the

national survey.

---


The survey implemented in France shows a declared level of satisfactory or even very

satisfactory training: a majority of professionals feel themselves trained and “aware” of the

evolutions of their sector.

If they declare they have the relevant knowledge, techniques and skills in administration

and daily management, it seems that they need to be guided and professionalized in the

sharpest domains linked to the most current trends of consumption which importance they

still neglect.

Besides, the degree of information, of motivation and of involvement is particularly raised.

However, they clearly notice their need to evolve with their company, their need to acquire

the useful skills which would be essential to the continued existence on their trade. These

needs are considered as constituting substantial value added.

Their request goes towards personalized counselling which contents would belong to the

ground with adapted ones, methods and sometimes answering to the numerous

constraints linked to the sector, training peons registered in their contents and rhythm, as

well as in the reality of their workplace.

---

The following main conclusions for Germany for the RESPONS project can be drawn from

this survey:

- There is a potential for further/ advanced training in the field on Computer/ ICT

knowledge and Language skills;

- The preferred types of training for these competence gaps are: practical, classroom

based and based on already existing experience.

In general it should be mentioned that the VET training in Germany for hospitality

professions is very well developed and highly professional (due to the German dual VET


system). This leads to very well trained employees, even in small and medium sized hotels

and restaurants. Only a minority of hospitality employees are trained “on the job.” On the

other hand there are already a vast number of different further/ advanced trainings

available. These trainings rank from one day seminars regarding a specific topic (for

example special wine seminars for restaurants employees) to full-time Bachelor and

Master course of studies (for example Hotel and Restaurant Management).

Nevertheless our target group, the small, usually family run businesses, still lack core

competences regarding interaction with guests from abroad (language skills) and ICT/

computer skills. A lack of both can have significant impact to their everyday business,

because if English (at least) is not spoken, guests might not come and if the computer

cannot be used properly, especially in view of seizing the opportunities of Web 2.0 (social

media etc.), guests might also be not even aware of the existence of a particular place.

For the RESPONS project these assumptions mean that training is especially needed in

small entities which might also be located in remote areas. These trainings should focus

on ICT and language skills and should be executed in a more “conservative” way

(practical, classroom based and based on already existing experience). In designing such

a training, the chronically lack of time of the target group and organizational restraints in

the daily routines of these small business are to be taken into account. Easy access to the

Information regarding these trainings is also vital for the success of these trainings, the

same goes for the costs of the training.

---

In Italy the key dimensions of a training course addressed to the HORECA managers

have been defined by considering the gap between importance and experience in the

different fields surveyed.

From the results collected it is evident that the prior subjects for the Italian companies

should be, in order of importance, the following ones:


- Healthy friendly food and experiences: how to incorporate health in marketing activities;

how to plan healthy menus and options; how to inform consumers about nutrition facts,

including food labels, calories, nutritional information and analysis;

- Responsible workplace: how to manage responsibly the entire chain from the supplier

to the client; how to develop an internal code of conduct; how to implement

anticorruption rules; how to manage non financial accounting; how to implement fair

price policy; how to implement ethic advertising; how to work with social partners;

- Online services: how to activate internet reservation systems; how to guarantee online

product selection, ordering, fulfilment, tracking, payment and reporting;

- Sustainable resorts and menus: how to offer alternative transportation initiative

programmes (e.g. Bikes, Nordic walking) and eco-tours; how to use of organic food and

products and seasonal menus.

If we consider the transversal skills, the priority competences to consider as the following

ones:

- Computer/ ICT: how to use computers and attend online training programmes;

- Language skills: how to communicate properly in at least one foreign language, i.e.

English;

- Adaptation to the new business environment: how to easily deal with suppliers, foresee

new marketing strategies, manage human resources and stocks easily;

- Adaptation to change: how to accept feedbacks and handle of complaints from

customers and clients.

Trainings should be preferably quick, free of charge and based on the real needs of the

sector.

The online training is seen as a good opportunity, because the course can be followed

during free time.


The Round Table organised in Italy underlined some extra key competences which are

crucial for managers of small hotels and restaurants, and which are listed hereby:

Planning:

to identify the appropriate venue for the activity;

to identify and define the product/service;

to define the typical traits of the product/service;

to identify the target of clients;

to understand how to obtain the return of investment.

Management of networks:

to select the suppliers according to quality criteria;

to manage negotiations and transitions with suppliers;

to create business networks and clusters with other HORECA companies;

to create agreements with big international chains to manage distribution;

to manage tour operators and/or tourism portals (including legal aspects).

Communication:

to manage costumers’ relations;

to manage intercultural communication;

to select communication tools according to the target audience;

to manage social media (including legal aspects);

to invest on aspects as geo-localization and indexation;

to differentiate and customize the offer (e.g. special promotions, events…);

to promote the corporate identity;

to monitor the brand reputation;

to promote the territory (specific features and territoriality);

to promote environmental sustainability.


Financial management:

to read financial documents;

to optimize costs;

to keep the accounting book;

to draft financial reports.

Human resources management:

to select and recruit the staff and employees;

to promote team building activities;

to create “open” and “dynamic” work places;

to manage relations with trade unions;

to apprise talents;

to promote career opportunities.

Management of the activity:

to have good knowledge of the products and processes;

to have good knowledge of facility management;

to manage hygienic and health aspects;

to have good knowledge of the HORECA sector norms and laws (at national and

international level);

to have good knowledge of the HORECA sector contracts (at national and

international level);

to manage the change in the management techniques.


Basic and transversal skills:

to speak foreign languages (at least one);

to have ICT skills;

to have basic education and culture;

to have practical skills;

to be proactive and motivated;

to have sense of initiative;

to be flexible and able perform different tasks;

to demonstrate sense of authoritativeness;

to demonstrate willingness to work.

During the debate, participants underlined that, in Italy, the HORECA sector presents a

surplus in the offer and a trend towards concentration.

Regarding the key competences, participants underlined the discrepancy between the

competences requested by the market and the ones transferred at school to students and

trainers. For these reasons, it is fundamental to establish forms of training on the base of

the UK-US model “training on the job”.

---

Detailed results of studies conducted among small hotel and restaurant managers in

Poland prove that current training programs are incoherent and invaluable for

organizational needs. Managers in both sectors have to face numerous difficulties referring

to these programs. In addition, they feel insecure about adaptation to changing business

environment and they need some innovative skills, such as intercultural management,

improved.

Regarding key dimensions, human resources development seems to be most neglected

(high average importance and low company experience). Moreover, analyzed data show


that in both branches interviewed managers does not pay much attention to ecological

issues, which can be taken under consideration while programming trainings.

The Round Table implemented in Poland stressed the following elements:

hotel managers consider safe working conditions necessary for correct functioning of

the company;

managers of small hotels should know the sector and management principles;

the capability to apply marketing in practice directly affects the ability of acquiring new

clients;

hotel managers should directly supervise the quality of food served in the hotel.

Persons employed as managers should have well developed social competences,

including predisposition to easily establish contacts and good communication with

employees. Desirable characteristics are independence, creativity, openness, intuition,

consistency in action.

Managers of small restaurants should be responsible for personnel safety and clients’

health. Monitoring and quality control of the food products and meals and also marketing

activities represent the key tasks.

---

33% of companies surveyed in Romania have between 5 – 9 employees, while only 57%

of them are family businesses.

Human resource management is considered as very important for the company, as well as

provision of safe and equal working conditions, development of human resources and

provision of responsible and ecological workplaces.

All in all, speaking about sample, it is noticed that as important these services are to the

company, the companies are competent to the same extent in providing same. At the


same time, companies also consider themselves competent in providing services such as

web 2.0, online services.

Over 50% of companies consider themselves competent in providing innovative services,

such as "responsible workplace", "equal working conditions" and "web 2.0".

For 70% of hotel keepers, web services 2.0 and safe working conditions are considered as

very important for the company, whereas for 60% of respondents, online services and

human resources development are considered as very important to the company

performance.

As the company experience is concerned, we may notice that 70% of hotel keepers are

competent in Web 2.0, but also 80% of same consider themselves inexperienced in terms

of "wellness-based offer" (offering SPA and fitness services, as well as providing

favourable conditions for those with allergies).

Human resources management is considered as quite important to the catering units

performance as well.

For 63.6% of restaurants, offering certain flexible lunch programs and menus for vegans

and celiac, healthy food and experiences, but also cooperation with local organizations

and social initiatives are regarded as very important.

Apart from hotel keepers, restaurants are considered competent with "human resources

development", use of organic products and food, season menus; "personalized hospitality

experiences/ menus" and "local community/ social initiatives". In the meantime, 54.5% of

catering units are considered as beginners in terms of "wellness-based offer", and in

providing favourable conditions for those with allergies, hiring some nutritionists and

dieticians.

In terms of innovative skills for the whole sample, we note that 76% of managers are

considered proficient in adapting to a new business environment.


Regarding the degree of competence, we notice that managers surveyed consider

themselves between competent and experts in "adapting to change" (3.52), and proficient

in the other innovative skills assessed.

Hotel managers are considered to be between beginners and competent in terms of

intercultural management (2.8) and language skills (2.7) (meaning that these skills should

be improved) but proficient in the other skills assessed.

All the hotel managers consider themselves to be competent in terms of "adapting to a

new business environment", while 80% consider themselves to be competent in

"Intercultural Management" and "ability to cooperate/ teamwork".

60% of hotel keepers believe they are able to communicate properly in, at least, one

foreign language, worldwide spread; while 40% answered they are beginners.

Regarding restaurant managers’ competences, it is noticed they are considered to be

proficient with all assessed innovative skills, except from "adapting to change" (3.63).

As to the people surveyed, the problems faced are related to the training programs, in

terms of cost and time spent, as well as to the insufficient information about their

availability. Types of training preferred by the surveyed managers are: practical training

(95%), followed by the training program based on experience (71.4%) and theoretical

training (42.8%). Online training and classroom based training are less preferred by

managers.

The Strengths of Human Resources in tourism sector especially consist in implying the

young population with linguistic skills, existence of well-developed networks from high

schools and universities as a basis for tourism education and training, as well as several

tourism courses offered by many tertiary education institutions and nucleus of skilled and

experienced tourist staff.


According to the Master Plan for the National Tourism Development 2007 – 2026, the

main objective related to educational level of tourism human resources, consists in

developing of pre-vocational and vocational training for the hospitality sector, so that

curricula should involve meeting market’s needs and providing sufficient qualified staff, in

order to meet employment demand/ fill in employment vacancies.

The main problems are connected with the practical stages which should last a longer

period of time and a better cooperation with the trading companies.

---

The results collected in Spain indicate that it would be interesting to organise training

courses on IT technologies (Digital marketing; social media marketing; computing; web

analytics; how to deal with web 2.0).

Although everybody admitted being able to communicate properly in at least one foreign

language, it should be taken in account other languages different to English, and focus the

apprenticeship to the hotel and restaurant sector’s needs. If they are able to communicate

in other languages, much more appreciated would be the services they offer.

Finally, training on dealing with human resources would be useful too. That should include

working in safe conditions, equal working conditions and staff motivation.

Regarding to the most suitable training modalities, all of the training needs proposed are

possible to be offered online, including some practical training that is the most demanded

training modality, and would be the best way to follow the courses, taking into account the

low availability of time for training courses.

The results of the Round Table held in Spain stressed that online courses are not the most

convenient for some subjects, and some courses should be practical.


There are online courses on “revenue” that are very interesting and profitable to help

taking proactive decisions to increase occupancy rates by classifying guests depending on

their segment (professional, particular, tourism…) and once that is analyzed, they can fix a

pricing policy in order to achieve higher occupation.

By the end of the year in Spain come into force a new regulation from the European

Parliament that makes mandatory for restaurants providing to its customers the

information to identify clearly allergens that could be found in any meal provided by the

restaurant. It would be useful offering training on that point. It seems that there is not

enough knowledge about how implementing it.

It would be interesting (at least for Spain) having a VET course for hotel managers that

would be useful for small hotels managers or for big hotels’ manager assistants.


5. European conclusions

Trends in the development of tourism and the increasing competition in the sector impose

that managers/ owners of small hotels and restaurants possess innovative management

skills which enable them to create and manage a sustainable and socially responsible

business, while keeping its local identity.

The development of a new professional profile of the manager of HORECA SMEs is

provoked by the necessity to face the main challenges in the sector:

1) The increased demand of the tourists to the quality, attractiveness, variety and

innovativeness of the touristic services;

2) The important role of ICT in hotels in regards of search, planning and implementation of

the travels;

3) Finding the right balance between the autonomous development of the destinations, the

protection of their environment and the development of a competitive economic activity;

4) The delivery of safe and high quality services.


The European analysis of the received questionnaires within the RESPONS project allows

making recommendations for future activities and products of the project:

The representative of the target group of RESPONS project’s didactic materials is:

- Manager of a small hotel/restaurant; he/she is usually responsible for up to 9

employees, working with high probability (almost 50% - every second) in a family-run

business, which is located in a small/ midsize city;

- She/he has knowledge, skills and competences to perform the daily and routine

management of the business, but he/she is willing and looking to enrich them by the

means of innovative solutions and methods;

- Her/his daily schedule is filled-in, she/he does not have free time, and she/he is

managing a small team;

- She/he is able to adapt to the changes, can work and cooperate with the team;

- She/he posses some knowledge on ICT, foreign languages, but recognizes the need to

improve her/his skills;

- She/he appreciates the importance of the new realities in the business world, realizing

that the information and communication technologies are a tool for communication,

advertising, marketing, etc.;

- She/he recognizes that learning and improving skills and competencies are processes

that depend to a great extent on her/his will and capability;

- She/he is responsible to innovations in the area;

- She/he wants to develop her/his business and to be competitive.


The acquisition of new knowledge, skills and competences is extremely important for

her/him which will allow the opportunity:

- To manage human resources in the hotel/restaurant ensuring safe, equal and

environment friendly working conditions;

- To develop her/his business in a socially responsible manner, contributing to the

success of social initiatives in favour to the local community;

- To hold of innovative methods allowing her/him to be competitive;

- To attract guests and clients, acquiring communication skills for management in

intercultural environment;

The training is a complex product focusing on demand and supply, expectations and

results.

The realization of the main didactic relation in the process of training - between the

teaching of "teacher" and the learning of "trainees" and the achievement of planned

objectives depends on the extent to which both parties are aware of the expectations of

each other, on what extent they are following the objectives, but first of all - what they offer

and how.

The manager of HORECA SME expects a training that is appropriate to her/his needs and

meets her/his criteria regarding:

- Type, time and methods of conducting of the training;

- Program and curriculum;

- Interactivity, practical orientation;

- Innovative content;

- Maximum utilization of time and resources;

- Practical benefits for improvement of the tourist product and higher satisfaction of the

end consumer.


The training tool developed within the RESPONS project should focus on the following

technical skills (in order of priority):

- Web 2.0:

o To master the different web 2.0 tools & services;

o To use and select the most adequate web 2.0 tools & services for branding

and marketing;

o To create and manage the organisational profile (Facebook, Twitter, blogs);

o To promote the services via web 2.0 tools (like Tripadvisor and

Booking.com);

o To make marketing through Tripadvisor and Booking.com.

- Human resources development:

o To plan and organise training activities for the staff;

o To plan and organise retraining for the staff in so-called transversal, social

and cultural skills;

o To implement mentoring schemes and apprenticeships;

o To manage career structures and systems;

o To plan and implement measures for raising the motivation of staff.

- Ecological workplace:

o To reduce, reuse, and recycle wastes to minimize processing and hauling

costs;

o To reduce the use of company cars to avoid the air pollution;

o To use energy save lighting and solar/photovoltaic panels.

- Safe working conditions:

o To assess work pressure to identify problem areas;

o To plan and implement training of employees on safety emergency

procedures/calamities;

o To develop a risk-prevention attitude among the staff members.


- Individualised hospitality experiences/ menus:

o To develop new individualised hospitality experiences;

o To organise cultural programmes adapted for disabled and/or seniors;

o To organise menus for vegans and celiac;

o To organise full individual experiences including professional guiding.

The training tool developed within the RESPONS project should focus on the following

transversal skills and abilities (in order of priority):

- Cooperative ability/ team spirit:

o To work cooperatively with others;

o To apply conflict management skills;

o To apply group problem-solving strategies;

o To establish productive working relationships;

o To demonstrate respect for others through word and action.

- Adaptation to change:

o To change (or be changed) to fit changed circumstance;

o To listen actively the customer’s complaint, maintaining an open body

language and a helpful attitude;

o To keep calm in the face of difficulties and angry customers;

o To take on new challenges at short notice;

o To deal with changing priorities and workloads.

- Problem solving:

o To use critical and creative thinking to solve problems;

o To set priorities and targets;

o To develop a strategy and an action plan;

o To make decisions based on critical reasoning processes;

o To fulfil tasks in stressful situations.


- Language skills:

o To communicate in at least another language.

According to the information collected, HORECA managers need:

- Modular training courses, made of short and self-consistent modules

- Training courses really based on the problems the sector faces daily, thus built upon

the training needs expressed by the HORECA managers

- Available for free/at a low cost.

According to the information collected, HORECA managers need an online training course

providing practical information about how to solve the most frequent problems met while

managing daily workload.


ANNEX 1. STATISTICAL DATA 1. Importance for company performances

Bulgaria France Germany Italy Poland Romania Spain








Web 2.0 7,58 0,02 8,48 1,96 6,88 0,68 8,17 1,81 8,60 2,62 7,88 -0,18 8,06 1,56

Online services 6,97 -0,59 7,42 0,90 6,25 0,05 6,33 -0,03 7,54 1,56 7,88 -0,18 7,10 0,59

Individualised hospitality experiences/ menus

6,77 -0,79 5,91 -0,62 8,13 1,93 7,33 0,97 5,61 -0,37 7,27 -0,78 6,24 -0,27

Sustainable resorts and menus

6,67 -0,89 7,12 0,59 3,13 -3,07 7,17 0,81 4,21 -1,77 6,82 -1,24 6,45 -0,05

Wellness based offer 7,58 0,02 2,73 -3,80 0,83 -5,36 3,00 -3,36 2,11 -3,87 6,21 -1,84 4,30 -2,20

Healthy friendly food and experiences

7,37 -0,19 3,18 -3,35 6,04 -0,16 2,83 -3,53 4,21 -1,77 7,42 -0,63 4,73 -1,77

Human resources development

7,47 -0,08 7,42 0,90 6,04 -0,16 6,50 0,14 6,67 0,69 8,94 0,88 7,31 0,81

Safe working conditions 8,89 1,33 7,58 1,05 8,13 1,93 9,33 2,97 7,54 1,56 9,39 1,34 6,88 0,38

Equal working conditions 7,98 0,42 6,97 0,44 7,71 1,51 7,50 1,14 7,89 1,92 9,24 1,19 6,99 0,48

Responsible workplace 8,08 0,52 6,36 -0,16 8,75 2,55 6,00 -0,36 7,89 1,92 9,24 1,19 6,56 0,05

Ecological workplace 8,28 0,72 7,27 0,74 5,63 -0,57 5,67 -0,69 4,21 -1,77 8,48 0,43 7,42 0,91

Local community/ social initiatives

7,07 -0,49 7,88 1,35 6,88 0,68 6,50 0,14 5,26 -0,72 7,88 -0,18 6,02 -0,48

Average 7,56 6,53 6,20 6,36 5,98 8,06 6,51

Table 23


2. Company experience









Web 2.0 7,47 0,49 6,52 1,05 5,00 -0,59 7,50 1,31 5,26 1,55 6,52 0,44 6,24 0,47

Online services 6,36 -0,62 6,82 1,35 6,04 0,45 6,33 0,14 3,86 0,15 6,52 0,44 6,34 0,57


6,67 -0,32 4,85 -0,62 6,67 1,08 6,50 0,31 3,51 -0,20 5,45 -0,62 5,81 0,04


6,77 -0,22 5,91 0,44 3,33 -2,26 7,33 1,14 2,63 -1,08 5,15 -0,92 6,34 0,57

Wellness based offer 6,36 -0,62 2,12 -3,35 1,25 -4,34 3,00 -3,19 1,05 -2,66 2,42 -3,65 3,55 -2,22


6,57 -0,42 2,42 -3,04 6,46 0,87 3,33 -2,86 3,51 -0,20 4,24 -1,83 3,33 -2,44


6,87 -0,12 6,06 0,59 6,25 0,66 6,33 0,14 3,68 -0,03 6,52 0,44 5,27 -0,50

Safe working conditions 8,18 1,20 6,36 0,90 6,88 1,28 8,83 2,64 4,91 1,20 7,58 1,50 6,13 0,36

Equal working conditions 8,28 1,30 6,82 1,35 6,67 1,08 7,17 0,97 6,14 2,43 8,03 1,96 6,77 1,00

Responsible workplace 7,27 0,29 5,76 0,29 7,29 1,70 6,50 0,31 5,96 2,25 7,58 1,50 6,56 0,79

Ecological workplace 7,07 0,08 5,45 -0,01 4,79 -0,80 5,00 -1,19 2,28 -1,43 6,82 0,74 6,34 0,57

Local community/ social

initiatives

5,96 -1,03 6,52 1,05 6,46 0,87 6,50 0,31 1,75 -1,96 6,06 -0,01 6,56 0,79

Average 6,99 5,47 5,59 6,19 3,71 6,07 5,77

Table 24


3. Training urgency (gap between importance and experience)


Gap Distance from the average







Web 2.0 0,10 -0,47 1,97 0,91 1,88 1,27 0,67 0,50 3,33 1,07 1,36 -0,62 1,83 1,09

Online services 0,61 0,03 0,61 -0,45 0,21 -0,40 0,00 -0,17 3,68 1,42 1,36 -0,62 0,75 0,02


0,10 -0,47 1,06 0,00 1,46 0,85 0,83 0,67 2,11 -0,16 1,82 -0,16 0,43 -0,30


-0,10 -0,67 1,21 0,15 -0,21 -0,82 -0,17 -0,33 1,58 -0,69 1,67 -0,32 0,11 -0,63

Wellness based offer 1,21 0,64 0,61 -0,45 -0,42 -1,02 0,00 -0,17 1,05 -1,21 3,79 1,81 0,75 0,02


0,81 0,24 0,76 -0,30 -0,42 -1,02 -0,50 -0,67 0,70 -1,56 3,18 1,20 1,40 0,66


0,61 0,03 1,36 0,30 -0,21 -0,82 0,17 0,00 2,98 0,72 2,42 0,44 2,04 1,31

Safe working conditions 0,71 0,13 1,21 0,15 1,25 0,64 0,50 0,33 2,63 0,37 1,82 -0,16 0,75 0,02

Equal working conditions -0,30 -0,88 0,15 -0,91 1,04 0,43 0,33 0,17 1,75 -0,51 1,21 -0,77 0,22 -0,52

Responsible workplace 0,81 0,24 0,61 -0,45 1,46 0,85 -0,50 -0,67 1,93 -0,34 1,67 -0,32 0,00 -0,73

Ecological workplace 1,21 0,64 1,82 0,76 0,83 0,23 0,67 0,50 1,93 -0,34 1,67 -0,32 1,08 0,34

Local community/ social initiatives

1,11 0,54 1,36 0,30 0,42 -0,19 0,00 -0,17 3,51 1,24 1,82 -0,16 -0,54 -1,27

Average 0,57 1,06 0,61 0,17 2,27 1,98 0,73

Table 25


4. Proficiency









Intercultural management

6,26 2,71 5,61 0,11 7,71 0,78 5,00 0,60 6,49 -0,61 7,42 0,97 7,42 0,85

Language skills 2,32 -1,22 6,36 0,87 6,67 -0,26 5,17 0,77 7,72 0,61 6,82 0,36 5,59 -0,98

Cooperative ability/ team spirit

1,52 -2,03 3,18 -2,31 6,67 -0,26 4,00 -0,40 6,84 -0,26 5,91 -0,55 6,13 -0,44

Innovativeness 4,44 0,90 6,82 1,33 6,67 -0,26 4,50 0,10 6,67 -0,44 5,30 -1,16 6,24 -0,34

Adaptation to change 2,73 -0,82 6,36 0,87 7,29 0,36 3,67 -0,73 5,96 -1,14 4,55 -1,91 5,70 -0,87

Problem solving 3,03 -0,52 5,91 0,42 6,67 -0,26 2,83 -1,56 7,89 0,79 7,27 0,81 6,99 0,42

Computer/ ICT 3,74 0,19 5,00 -0,49 7,08 0,16 5,00 0,60 7,37 0,26 6,82 0,36 6,77 0,20

Adaptation to the new business environment

4,34 0,80 4,70 -0,80 6,67 -0,26 5,00 0,60 7,89 0,79 7,58 1,12 7,74 1,17

Average 3,55 5,49 6,03 4,40 7,11 6,47 6,57

Table 26

horeca skills analysis -...

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