Professional Practice Report: Enhancing Skills at TUI Tourism Company

This report provides a comprehensive analysis of professional practice within the tourism industry, using TUI as a case study. It begins with an introduction to professional identity and its importance in the hospitality sector, particularly in a competitive environment like TUI. The report then explores the benefits of professional development for stakeholders, including employees and the company itself, examining how training enhances retention, builds confidence, and improves efficiency. It details the professional employer's expectations of skills and competencies, such as customer service, cultural awareness, and multitasking abilities. The report further analyzes the skills, abilities, and competencies required for a tourism manager, including commercial acumen, strategic understanding, and team management. It also discusses various learning theories and approaches used for personal professional development, such as coaching, mentoring, and behaviorism, and outlines a development plan to enhance skills and competencies. The report includes a simulated job interview scenario and evaluates its strengths and weaknesses, concluding with a summary of key findings and recommendations for improvement.

Professional Identity and
Practice

TABLE OF CONTENT
INTRODUCTION......................................................................................................................3
LO1............................................................................................................................................4
P1 Key benefits of professional development for stakeholders.............................................4
P2 Professional employer expectations of skills and competencies.......................................4
LO2............................................................................................................................................5
P3 Skills, abilities and competencies for specific job............................................................5
P4 Range of learning theories and approaches used for personal professional development 6
LO3............................................................................................................................................7
P5 Development plan to enhance skills and competencies....................................................7
LO4............................................................................................................................................8
P6 Job interview.....................................................................................................................8
P7 Strengths and weaknesses for an applied interview process.............................................9
CONCLUSION........................................................................................................................10
RFERENCES...........................................................................................................................11

INTRODUCTION
Professional identity and practice has specific role to bring on functional growth
within working expertise among companies specifically within hospitality industry, where
dynamic innovative working skills are focused on. TUI has been taken as tourism company,
within competitive expanding tourism industry where there are varied significant talented
expertise working for reaching towards customers satisfaction.The report will analyse
benefits of professional development and expectations of skills, competencies which are
needed in specific job and approaches used for professional development rise. Study will

analyse usage of development plan, job interview procedure and strengths, weaknesses for
interview procedure which plays specific role for bringing talented expertise in company.
LO1
P1 Key benefits of professional development for stakeholders
Professional development has various key benefits for various stakeholders among
company stakeholders development, where TUI has been specifically building best work
competencies and effective management structured work arenas . By training employees ,
stakeholders at company professional development is further enhanced which further
increases retention, builds confidence and credibility parameters for varied consistent
performance. TUI aims to further re-energize staff, improved efficiency plans and build on
consistent plans for larger vivid programmed growth. Professional development adds to
company specific rise within goodwill and revenue growth, for bringing on corporate strength
rise for stronger scale efficiency domains. TUI as best tourism company heads on profound
focus on professional development, which adds to new specific rise for larger retaining
surging pace and acknowledged business goals within longer time. Professional development
adds to brand value rise for larger scale growth, which further heads on connective
benchmarks and to expand keen new informative working arenas.
Professional skills enhancement further develops stronger productive new rise, for
consistent new scope engagement goals among new arenas. (Challenges and the importance
of skills in tourism sub-sectors during and after Covid-19, 2020). TUI aims to consistently
enhance professional development platforms, by further bringing best opportunities for
employees and motivational growth rise for keen productive engagement.
P2 Professional employer expectations of skills and competencies
There are various professional employer relationship expectations
of skills and competencies among employers, where employees with high scale technical
expertise and experience of varied skills are further focused on. TUI, as tourism organisation
looks for customer services skills, cultural awareness skills, multi tasking skills, work ethics
and language expertise among potential employees. Company also productively focuses to
bring on stronger diversified experience within strategies and work competencies, with high
professionalism and team work skills where new innovative creative strengths enhances
functional synergies. The expectations further synchronise with requirements and specific

work competencies towards bringing on diversified larger vision operated parameters,
where commercial benchmarks need to be focused on.
TUI as one of the best competitive tourism company, has been heading
towards employing best skilled employees for leading change and larger vision oriented
scope for specific tourism services among industry. Professional employer competencies
further specifically focus on bringing best diverse scope for larger scale growth rise, where
professional consistency is further evolved towards functional dynamic standards. The
company needs are further signified for gaining best expertise, where employees have to be
further dynamically talented to bring on best working skills actively. TUI further heads on
focus for bringing best training sessions, platforms for strengthening new business strategies
in working scope among employees, towards shaping new ideas and larger scale rise for
wider technical strengths (Pramono, 2021).
LO2
P3 Skills, abilities and competencies for specific job
The skills, abilities and competencies needed for specific job of tourism manager can
be analysed as widely crucial where TUI heads on wide focus for bringing on diverse
strengths and larger scale rapid growth. The job post of tourism manager holds high scale
dynamic work experience demand , to be stringently innovative at work and focused on latest
trends driving services. Tourism manager need to have strong commercial acumen and higher
business strategic understanding for building actions, be creative among results and strategies
for company to be implemented for gaining best outputs. TUI aims to look on skills such as
best team management, marketing and promotions knowledge and technical expertise for
strengthening corporate growth engagement paradigms effectively. The job role of tourism
manager also holds wide scale importance to be determined for dynamic competencies, be
creative with multi tasking skills and leadership opportunities. Tourism company demands
employee at job post of tourism manager to be effective in leading teams and be oriented with
time management expertise for larger scale goals. The brand synergies rise is also focused for
bringing on specific rise, to have diverse work experience and to have best working expertise
for specific keen productivity engagement goals.

P4 Range of learning theories and approaches used for personal professional development
There are various new learning theories and practical approaches which are used for
personal professional development, for bringing on trainings in place and for enhance vision
oriented growth fundamentally. TUI, as one of the leading tourism company within global
industry heads on focus for using approaches such as coaching, mentoring and reflective
supervision which enables to bring on enhanced knowledge. Learning theories such as
behaviourism are based on aspects where new behaviours, changes are acquired through
associations between stimuli and response. Practical implementation of learning theories and
approaches enhances scope for consistent new professional development goals, where
dynamic strengths are further enhanced for larger competitive capabilities (Järvi and
Khoreva, 2020).
Cognitivism theory explains learning occurs through internal processing of information, and
constructivism is based on own knowledge of world based on experiences which further
brings on wider scope. Approaches to professional development such as communities
practice, mentoring adds to new specific connectivity goals for larger scale growth rise. The
personal professional development at tourism company, brings on more practical rise
towards further enriched productive growth goals worked on among employees
professionally. This further entails diverse scope and enriched scale functional rise, for
stringent connective innovation and creative working competencies which also enhances
determinants towards rising employees morale standards. This further can be also analysed to
be widely also crucial for strengthening corporate understanding benchmarks, training
sessions rise and also strengthening working professional platforms. TUI further aims to
connect larger customer market share by training employees effectively and bringing best
strategic growth rise, for new specific connective benchmarks and towards operative
innovation parameters (Gallardo-Gallardo and Scullion, 2020).
LO3
P5 Development plan to enhance skills and competencies
The development plan will enable enhancement of new skills, competencies and
business skills practices for bringing on wider practiced functional scope for larger scale rise.
TUI heads on wide focus for bringing best development plans, new functional keen
connectivity scope for larger consistent synergies and strengthened growth for new plans.

Development plan will also further sub scale new working horizons, for bringing practical
synergies expansion rapidly and monitor growth rise worked on. To be tourism manager,
company need to further evolve on conducting skills and competencies professionally which
further informatively brings on pace within working goals (Globocnik, Faullant and
Parastuty, 2020).
Furthermore, below are the steps within new consistent scope:
Skills Time period Resources for
training
Monitoring
IT skills 2 months Research papers,
training sessions
from researchers
Gaining regular
feedbacks
Interpersonal skills 1 month Group sessions ,
training seminars
Gaining regular
feedbacks from
colleagues and team
mates, supervisors.
Marketing skills 3 months Research papers,
expertise training
within seminars and
marketing knowledge
Gaining regular
feedbacks and
training results get
checked in regular
time periods.
Leadership skills 4 months Team leading skills
will be worked on by
taking up team
leading opportunities,
trainings from
seminars
Gaining regular
feedbacks, and
analyze my results
from various
supervisors.
From the above analysed aspects within development plan, further aim to commercially
expand new knowledge and functional diversity for stringent growth among new skills
within role of tourism manger will be worked on. This further also confidently will
synchronise new working skills, potentialities and specific competencies towards varied
knowledge and larger varied expertise domains actively (Liu and et.al, 2020).

LO4
P6 Job interview
The job interview for role of tourism manager will be done to bring on detailed
functional analysis within employee particularly , where TUI further aims to hire best
talented expertise and keenly innovative employee for gaining best working skills rise on.
1Interviewer: Please introduce yourself to us.
Interviewee: Hello, myself Samuel Thomson from London. I have been working as tourism
consultant from 2 years and have experience of handling tourism activities and services.
2Interviewer: Please tell me something about your skills and expertise.
Interviewee: I am good at interpersonal skills , time management within my responsibilities
and hold dynamic business acumen with smart management potentialities. I also further aim
to explore new responsibilities and projects within job role of tourism manager, by enhancing
my analytical understanding and practising best leadership skill.
3 Interviewer: Have you been taking up new projects and training sessions previously?
Interviewee: Yes, my positive attitude to learn has enabled me to further enhance my
technical strengths and learning attitude to strongly be diversified and potentially active to
work on new skills commercially.
4 Interviewer: What all opportunities you seek forward while working as tourism manager?
Interviewee: While working as tourism manager in future, i wish to further extend my
commercial knowledge and expertise within varied tourism projects and knowledge related to
stringent growth. I also aim to bring on best team management and confident work growth
goals worked on, by being strategically heading towards new learning opportunities.
5Interviewer: We will let you know about your result for the interview soon.
Interviewee: I look forward to your answer. Thank you.

P7 Strengths and weaknesses for an applied interview process
There are various strengths and weaknesses which can be analysed within face to
face interview process, which further bring on strategic analysis worked on towards
imperative rise productively within longer time periods. TUI further aim to bring on
improvements practically, by bringing on new results worked on and to further scale up new
potential rise among working aspects which will enable potential development rise
functionally within business growth.
 Strengths: The face to face interview is directly done by HR professionals, which
enables to identify potentialities and confidence among employee within their
interview which further enhances scope for new growth rise among job role. By
being face to face interview, there is high accuracy developed and transparency within
job role, where it further also brings on enhanced working standards efficiency among
corporate goals working. It is also cost effective among working operations, where
there is no usage of digital tool and also working potentiality is more strongly
analysed for bringing on wider range competencies developed.
 Weaknesses: The face to face interview lacks weakness, where procedure is widely
time consuming for HR professionals and also there is further decline within system
to establish new keen goals as lack of digital platform is there. Weakness of less
investments done on digital platforms further decrease potential scope for larger rapid
growth engagement, and it also may be hectic for HR to take all interviews done face
to face. Furthermore, there is also weakness for lack of time investments within
procedure as it may further require more time for company to leverage specific
effective planning (Harsch and Festing, 2020).
From the above analysed aspects it can be analysed that TUI company has further scope to
bring on digital interviews also, for reaching out to best talented employees expertise and be
specific in career oriented work goals leveraging aspects.
CONCLUSION
From the above analysed aspects within report it can be concluded that professional
identity and practice are widely crucial in tourism industry among companies, where TUI
aims to hire best talented expertise. Professional development harnesses creative strength,
morale rise and retention among workforce within company and employers look for smart

employability skills, working expertise within job role of tourism manager. Study has
concluded learning theories and procedures , for new learning growth opportunities and
stronger vision operated growth. The report also further concluded that TUI look forward to
handling expertise with high skills and potentialities , wider diversified talent expertise for
new imperative rise among working targets. Interview procedure and strengths , weakness
of varied working aspects have been analysed for strategic competencies for varied scale
growth targets.

RFERENCES
Books and Journals
Gallardo-Gallardo, E., and Scullion, H., 2020. Talent management: Context matters.
Globocnik, D., Faullant, R. and Parastuty, Z., 2020. Bridging strategic planning and business
model management–A formal control framework to manage business model
portfolios and dynamics. European Management Journal, 38(2), pp.231-243.
Harsch, K. and Festing, M., 2020. Dynamic talent management capabilities and
organizational agility—A qualitative exploration. Human Resource
Management, 59(1), pp.43-61.
Järvi, K. and Khoreva, V., 2020. The role of talent management in strategic
renewal. Employee Relations: The International Journal.
Liu, Y.,and et.al, 2020. Talent management and the HR function in cross-cultural mergers
and acquisitions: The role and impact of bi-cultural identity. Human
Resource Management Review, p.100744.
Pramono, R., 2021. Implementation Of Analysis Of Talent Management In Family Business.
Online
Challenges and the importance of skills in tourism sub-sectors during and after Covid-19.
2020. [Online]. Available Through :<
https://nexttourismgeneration.eu/challenges-and-the-importance-of-skills-in-
tourism-sub-sectors-during-and-after-covid-19/>