Employability Skills: A Case Study of Travelodge

Employability Skills
1

Table of Contents
Introduction......................................................................................................................................3
Task 1 (LO1, AC1.1, 1.2, 1.3, 1.4, M1, M2, M3, D1, D2, D3).......................................................4
Task 2 (LO2, AC2.1, 2.2, 2.3, M1, M2, M3, D1, D2, D3) (700)....................................................7
TASK 3 (LO3, AC3.1, 3.2, 3.3, M1, M2, M3, D1, D2, D3).........................................................10
TASK 4 (LO4, AC4.1, 4.2, 4.3, M1, M2, M3, D1, D2, D3).........................................................13
Conclusion.....................................................................................................................................16
Reference List................................................................................................................................17
2

Introduction
Travel and tourism is a service-oriented sector that requires the personnel to directly deal with
the customers. The matter of maintaining demeanour and hospitality is consequential in this
sector. Therefore, the personnel deployed in the travel and tourism industry needs to be
extremely conscious about improving their employability skills so that they can keep the existing
customers satisfied. In this way, the companies’ can augment their sales and profit and ensure
sustainable performance in the stiff market competition. In this context, the report sheds light on
the importance of employability skills with reference to the case study of Travelodge.
Travelodge Hotels Limited is a UK based travel and tourism company and it is reported to hold
the second rank in the budget hotel industry (Travelodge, 2018). The hotel is focusing on
improving its customer service therefore, the personnel across all hierarchy needs to improve
their skills set attaining the company’s objective.
3

Task 1 (LO1, AC1.1, 1.2, 1.3, 1.4, M1, M2, M3, D1, D2, D3)
As a Customer Relationship Manager, I have a set of key responsibility areas (KRAs) that are
discussed below:
1.1Develop a set of own responsibilities and performance objectives
Responsibilities:
As a Customer Relationship Manager I am responsible to look after every need of the clients
and ensure they are completely satisfied with the service being provided to them . Therefore, it is
my prime duty to comprehend the needs, taste and preference of the customers and develop
plans and strategies for addressing them. Identifying key personnel in client enterprises is also
my responsible so that profitable corporate relationship can be established. In addition, it is my
responsibility to keep a close watch over every activity of my subordinates to ensure that zero
error is present in the delivered service. Nevertheless, in case of any pitfalls present, I am
responsible to eradicate it so that customer’s grievances are addressed at the earliest.
Furthermore, as a manager it is my duty to ensure full productivity of all the personnel so that
existing customers can be retained and prospective customers can be attracted. Congregating
relevant information from the market and devising new strategies to keep pace with it is a
major KRA of mine (Anantatmula, 2010).
Performance Objectives:
In order to execute afore mentioned responsibilities, I have developed the following performance
objectives:
 To focus on building team working and egalitarian working culture so that all employees
feel comfortable working and provide excellent service to the customers
 To improve decision making skills so that assimilated market information can be utilised
in an effective manner and best strategies can be devised and implemented.
 To improve multitasking skills so that all the works is accomplished on time (Ferreira and
Otley, 2009).
1.2 Evaluate own effectiveness against defined objectives
4