Personal and Professional Development Plan for Hotel Managers

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PERSONAL AND PROFESSIONAL DEVELOPMENT
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Contents
LIST OF FIGURES..........................................................................................................................................3
INTRODUCTION...........................................................................................................................................4
LO1..............................................................................................................................................................5
1.1............................................................................................................................................................5
1.2............................................................................................................................................................7
1.3............................................................................................................................................................8
LO2..............................................................................................................................................................9
2.1............................................................................................................................................................9
2.2..........................................................................................................................................................10
2.3..........................................................................................................................................................11
2.4..........................................................................................................................................................12
LO3............................................................................................................................................................13
3.1..........................................................................................................................................................13
3.2..........................................................................................................................................................14
3.3..........................................................................................................................................................16
3.4..........................................................................................................................................................17
LO4............................................................................................................................................................18
POSTER..................................................................................................................................................18
4.1..........................................................................................................................................................19
4.2..........................................................................................................................................................20
4.3..........................................................................................................................................................21
CONCLUSION.............................................................................................................................................22
REFERENCES..............................................................................................................................................23
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LIST OF FIGURES
Figure 1: Travelodge Logo...........................................................................................................................4
Figure 2: Kolb's Learning Cycle....................................................................................................................6
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INTRODUCTION
Self-managed learning is a process through which an individual can direct his own learning and
development (Cunningham, 2017). This is one of the most common processes which are being adopted
in the organizations to enhance the abilities of their employees so that they can structure their own
learning and direct themselves towards their development.
Travelodge is one of the largest brand names in the hospitality sector of the United Kingdom. It was
found in the year 1985 and is an independent hotel brand controlling about 560 hotels and serving
about 18 million customers every year (Travelodge, 2019). Travelodge is established in all the major
cities of the United Kingdom and is rapidly expanding over the years.
Figure 1: Travelodge Logo.
[Source: Travelodge, 2019]
In this report, the importance of self0managed learning in the context of the Travelodge hotel in Ilford
has been determined. This report covers different styles of self-learning and life-long learning. The
report also covers the responsibility of employees of Travelodge Hotel in Ilford for planning their own
personal and professional development and to understand their development opportunities. The report
also covers the activities which are required to be undertaken for initiating the development plan and
develop an understanding of interpersonal skills.
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LO1
1.1
Self-managed learning is a process through which employees of an organization can direct their own
development and facilitate themselves in committing to the development of the organization (Smith,
2016). It is required to be adopted by Travelodge Hotel at Ilford through which the staff can be
motivated and encouraged to use its approaches for their own development. Following are certain
approaches of self-managed learning:
 Kolb’s Learning Cycle
Through this approach of self-learning, the employees of Travelodge Hotel can learn through
gaining experiences (Kolb, 2014). Learning through this model can be gained through gaining
experiences through a cycle, which are as follows:
o Concrete Experience
In this stage of the cycle, the experience is gained by the employees of Travelodge Hotel
or they can reinterpret any experience which has already been gained by them.
o Reflective Observation
Through this stage, the employees understand the experience gained by them and apply
their personal views to understand it.
o Abstract Conceptualization
Understanding the experience which has been gained by the employees of Travelodge
Hotel, an idea is being formed or modification is being made to an existing idea (Kolb,
2014).
o Active Experimentation
In this stage, if the cycle, the employees apply the concept developed in the third stage
in real life and gain new experiences.
 Honey and Mumford Learning Styles
This approach was developed to understand the different learning styles of individuals according
to which they can plan their own development program (Rolfe and Cheek, 2012). Following are
the four types of learning styles:
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o Activists
These employees believe in learning through performing the tasks themselves and use a
receptive way of learning. These are found brainstorming, solving puzzles, etc. (Bjork et
al., 2013)
o Theorists
The employees learn through understanding the theories behind the learning’s and are
found studying statistics, background information, etc.
o Pragmatists
These employees learn through applying their learning in practical life and deriving its
utility. These people are found experimenting with theories and techniques and
understand their impact on reality. (Graves, 2013)
o Reflectors
These employees learn from observing the experiences and instead of making a quick
decision, they take time to understand the entire information and then generate their
views. These can be found discussing, observing activities, etc.
Travelodge Hotel at Ilford can use the Kolb’s learning cycle through which they can develop a proper
cycle of experiences can be followed and the employees can effectively develop through either
developing new ideas or by reinterpreting existing concepts.
Figure 2: Kolb's Learning Cycle
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[Source: Kolb, 2014]
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1.2
Self-managed learning would assist the employees of the Travelodge Hotel at Ilford to lead to their
personal and professional development. Being a manager, it is essential to make the employees
understand the importance of self-learning so that they can work towards it (Smith, 2016). The
managers at Travelodge can direct the employees to use their past experiences and design their
development plan.
For directing self-managed learning, requirements of the employees are required to be understood and
proper assistance in framing their development program has to be provided. The managers at
Travelodge can also conduct training and conferences to update the employees with the importance of
self-managed learning and different ways through which they can achieve life-long learning (Rolfe and
Cheek, 2012). Encouraging employees for life-long learning is essential so that the employees can work
towards their own development.
Social networks can also be used by the manager of Travelodge to promote self-managed learning in the
organization. Life-long learning would help the employees of Travelodge in developing their professional
environment and recognizing their key areas of development. Managers at Travelodge can encourage
the employees to take their own decisions regarding the development program and help them in
structuring the plan so that they can be benefitted professionally as well as personally.
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1.3
There are various benefits of adopting self-managed learning in organizations. Being a manager at the
Travelodge Hotel at Ilford, it is essential to outline the benefits of self-managed learning so that the
employees can be encouraged in adopting the process for their development (Graves, 2013). Self-
managed learning allows the employees to evaluate themselves on the basis of the current professional
requirements and understand the key areas, in which they are required to inherit more skills and
abilities and acquire them through the self-directed development program.
Letting the employees define their own learning needs would let them in negotiating different ways
through which they can plan their development with the given resources. Self-learning would let the
employees take responsibility for their own learning which would help them in understanding their
effectiveness and evaluate their own growth (Bjork et al., 2013). It allows them to use their experiences
in learning different aspects and apply the learning in their job to gain higher efficiency and productivity.
Self-managed learning would also develop the organizational culture at Travelodge by creating a
motivating and development focused environment which would allow the employees in staying updated
with the current professional requirements and use the development program in evolving personal as
well as professional skills.
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LO2
2.1
Being a manager at Travelodge Hotel at Ilford, it is essential to inheriting skills and abilities so that
efficiency can be produced in the work performed and achievement of organization objectives can be
ensured (Graves, 2013). Following is an assessment of the skills held in relation to the professional
standards of being a hotel manager at the Travelodge Hotel:
Skills and abilities Standards against Objectives of the Organization Score
Communication Skills To communicate with the customers as well as
employees effectively.
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Problem Solving Skills To handle any uncertain situations with the
customers and provide them with a satisfactory
solution.
05
Interpersonal Skills To provide higher satisfaction to customers through
understanding their needs through efficient
interaction.
08
Leadership Skills To lead the team of the employees towards higher
productivity and achievement of the organizational
goals.
06
Discipline To maintain the decorum of the hotel and control
the working of the staff.
07
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2.2
It is essential to identify own development needs so that various activities can be developed to meet
them. The most essential skill which is required by the manager of Travelodge is the managerial skill
which can be achieved through proper training and development programs and performing different
managerial activities (Bourner, 2012). Acquiring high proficiency in managerial skills would allow the
manager to manage the activities that are performed in the Travelodge Hotel and gain higher efficiency
from the employees.
The problem-solving skills are also required to be enhanced so that the manager can handle any
uncertain situations brought up by the customer and understand their needs so that a satisfactory
solution can be provided to their problem. Problem-solving skills are also required to be developed so
that conflicts among the employees can be quickly resolved and the problem causing its occurrence can
be identified. Through dealing with real-life problems, this skill can be enhanced (Beech et al., 2017).
Another essential skill which is required by the manager at Travelodge is flexibility so that adaptability to
different situations can be developed and new experiences can lead to new learning. Flexibility would
also allow the manager to take risks and use new approaches in hotel management through which
higher level of satisfaction can be provided to the customers and the efficiency of the staff would be
increased (Cunningham, 2017).
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