<?xml version="1.0" encoding="UTF-8"?><rss version="2.0"><channel><title><![CDATA[learnpurple news centre]]></title><description><![CDATA[Articles]]></description><link>http://www.learnpurple.com/news/</link><copyright><![CDATA[Copyright learnpurple news centre]]></copyright><generator>sNews CMS</generator><item><title><![CDATA[Caterersearch.com 100 who&#039;s who in restaurants]]></title><description><![CDATA[  Earlier this month, Caterersearch.com, in association with Bisto, revealed its list of the 100 most influential people in hospitality. In its second article analysing the list, they look at the biggest players in the restaurant sector.  
  This article is from   Catersearch.com by Daniel Thomas  .  

  From Richard Caring and Nick Jones who have conquered the market in private members' clubs, to Jeremy King and Chris Corbin, undisputed kings of the London restaurant scene, to Harvey Smyth and Graham Turner, who between them dominate the casual dining sector, the top five in the 2010 list reads like a who's who of UK restaurateurs.  

  And while you are unlikely to spot Elton John and Beyoncé at the opening of a Café Rouge or a PizzaExpress - the pop stars were among a host of celebrities at the opening of Soho House West Hollywood earlier this year - there are some aspects that unite the leaders of these leading hospitality brands.  

    DOING DEALS    

  The top five have crossed paths on many occasions, with Caring's deep pockets generally involved somewhere along the way. The tycoon purchased King and Corbin's Caprice Holdings in 2005, sold pizza chain Strada to Turner's Tragus Holdings in 2007 and, of course, took a majority shareholding in Jones' Soho House Group in 2008. Earlier this year, Caring gazumped King and Corbin for a prime restaurant location in London's Covent Garden.  

  David Coffer, chairman of the Coffer Group, parent company of hospitality property agent Davis Coffer Lyons and mergers and acquisitions advisory firm Coffer Corporate Leisure, has built close relationships with all of the top five operators during his 40 years in the sector.  

  He says all of the top five are "solid decision-makers drawing upon generations of experience and, no doubt, errors along the away". "Today, they lead their fields in terms of excellence, profitability and potential," he adds.  

  Coffer notes that while all five are creative in themselves, they have all strived to build excellent teams around them.   

  "The infrastructure of their businesses is paramount with expansion leading from this solid base," he explains. "The rule has always been to build Head Office before expanding. Equally, those who have been involved in expansion by takeover have always retained excellent management and acted either as financiers or chief executives."  

    DEDICATION TO QUALITY    
  Without exception, the decision to become "top of class" has made the top five preeminent in their fields, according to Coffer.   

  "Their dedication to quality of cuisine, design, service and financial expertise has created some masterful owners and operators," he says. "Private equity in one form or the other, with the exception of Richard Caring, has had a great influence in enlarging opportunities within their careers.   

  "In addition, taking advantage of the downturn and cheaper assets within the market place has also helped."  

  Jane Sunley, managing director at HR consultancy Learnpurple, believes that all of the top five are goal-focused and driven, and "very sure" about what they are intending to create and achieve. Sunley echoes Coffer's point about recruiting the right people.  

  "They surround themselves with good people, articulate their vision and then drive it," she says. "One key observation is that they do make decisions and are prepared to stick it out in order to do what they think is the right thing."  

  "They all create their version of style and then do what it takes to make sure those who represent them deliver the experience."  

  Marketing plays a big part in the strategy of the top five- they create places where people will want to come, while they are inspiring leaders, according to Sunley.   

  "It's about having vision, understanding style, understanding the customer and being dedicated to getting it right," she says. "Chris Corbin and Jeremy King are known for their presence within their restaurants - one or other is always on the floor - they create the personal touch and are on hand to make sure things are done right.   

  "Harvey perseveres, is highly driven and focused, he recruits brilliant people and takes tough decisions, is single minded and visionary."  

  Understanding customers  
  One of the most common features of all of these restaurateurs is that they understand whatever their particular public/customer base are seeking and they ensure that they satisfy their requirements to the highest standards, according to Coffer.  

  "With the exception of Richard Caring, all of the operators involved had a sound base in restaurant operation and management before embarking upon ownership," he adds. "Ironically none of them had any grounding as chefs. They are all direct and solid decision makers. They know what they want and are normally successful due to their determination in trying to reach their targets."  

    BUSINESS TIPS FROM THE TOP FIVE    
    1 Richard Caring (Caprice Holdings) on acquisition strategy, The Daily Telegraph, April 2010    

  "Now, brilliant I am not but I am bright enough to know that if you're buying successful brands they are successful for a reason. We have taken things that are great and just moved them along quietly."  

    2 Nick Jones (Soho House) on 'being lucky', The Daily Telegraph, March 2010     
  "I think you create your own luck. It's about hard graft, and the moment you take your foot off the pedal, that's when it goes wrong."  

    3 Chris Corbin (Rex Restaurant Associates) on running a restaurant, The Guardian, February 2008    

  "The brilliant thing about this business, for me, is that you don't have to know a lot about one thing - you need to know a little about a lot of things. You need to know a bit about human psychology, a little about air-conditioning, you've got to know how the toilets work, a bit about accountancy, obviously quite a lot about food presentation"  

    4 Harvey Smyth (Gondola Holdings) on discounting, The Sunday Times, February 2009    

  "If it was damaging the brand it's not something that we would do. By being clever about it; giving customers things that they want rather than some blanket discount scheme - that will build loyalty."  

    5 Graham Turner (Tragus) on branding, Caterer, June 2007    
  "We see Strada as having a strong brand. It is not just pizza, it is not just pasta. It has the ability to do more grown-up Italian and offer something more complex."   
 
  To read this article in full as well as profiles of the top 100 stars   click here to go to Catersearch.com    ]]></description><pubDate>Thu, 22 Jul 2010 16:17:52 +0000</pubDate><link>http://www.learnpurple.com/news/press/caterersearchcom-100-whos-who-in-restaurants/</link><guid>http://www.learnpurple.com/news/press/caterersearchcom-100-whos-who-in-restaurants/</guid></item><item><title><![CDATA[Chef training - a worthwhile investment]]></title><description><![CDATA[  
  We like this article from   EP magazine   about how chef training and development delivers real bottom line results by Brian Wisdom, Chief Executive of People 1st.  

  I was interested to read a recent statistic which stated that chefs stay, on average, two years longer in a job where they are offered training and development.  

  It showed that chefs stay with employers offering training for an average of 6.5 years, compared to 4.4 years for those who don’t – something that could really have an impact on the bottom line of a business.  

  Chefs are expensive to recruit. People 1st’s 2009 Employer Survey found that the average direct cost of recruiting and inducting a new chef was £705. Having run a restaurant business myself I know that, when other factors come into play, the cost rises even further. As one leading employer told us, the downtime involved in training new chefs, the loss of productivity, replacement of uniforms and other factors, means it actually costs around £5,500 to replace a chef.  

  Anything that encourages them to stay with the business longer not only drives up your margins, but also reduces the cost of turnover. People 1st’s research team has estimated that businesses could save £529 per chef, per year, by  developing them. With around 47,500 chefs leaving their jobs each year, that’s a potential £25 million a year that the hospitality industry is losing.  

  Chefs are like anyone else – if you give them training, development and other challenges they are more likely to feel warm about your organisation and to stay with you. It’s just good practice when you have talented, skilled people to offer them development and training, not just within their role – but beyond it.  

  Chefs represent one of the biggest skills shortages the hospitality industry faces. Employers must realise that addressing this is not just about attracting new people to the sector, and perceptions of long hours and pay, but about retaining the workforce that we already have.   

  Statistics show that it makes good business sense to train and develop your chefs. It doesn’t just create a balanced and settled team, but boosts the bottom line as well. If you also take into account the stress that is put upon managers and teams when turnover is high, you cannot put a price on keeping your chefs happy.  

  If that means investing in their skills, it’s an investment worth making.  

    Click here   to go to EP magazine website to read how two companies have benefited from training their chefs.  

    Click here   to book onto our 90 minute chef training session.  

]]></description><pubDate>Fri, 09 Jul 2010 22:30:21 +0000</pubDate><link>http://www.learnpurple.com/news/information/chef-training-a-worthwhile-investment/</link><guid>http://www.learnpurple.com/news/information/chef-training-a-worthwhile-investment/</guid></item><item><title><![CDATA[Purple newsletter June 2010]]></title><description><![CDATA[      



]]></description><pubDate>Thu, 17 Jun 2010 15:15:25 +0000</pubDate><link>http://www.learnpurple.com/news/purple-newsletter/purple-newsletter-june-2010/</link><guid>http://www.learnpurple.com/news/purple-newsletter/purple-newsletter-june-2010/</guid></item><item><title><![CDATA[Nick Caton - General Manager, Soho House private members club]]></title><description><![CDATA[  

    1. Nick, can you give us a brief introduction to Soho House?      High level but very relaxed service for the film, music and media industry – somewhere they can see familiar faces and be treated with smiles.  It’s somewhere to go on your own or in big groups.  ‘Understate and over deliver’ would be our motto and ‘work hard play hard’ would be our attitude. (No wonder we get along so well, that’s learnpurple’s motto and attitude too!)  

    2.  How did you become the General Manager there?     

  After five years studying Civil Engineering at Oxford Brookes I needed to pay my student loan, so I got a job at Café Boheme - where I was a naughty waiter (I wasn’t very compliant!). But I fell in love with working with people and was spotted by the owner and asked to go to the Cannes Film Festival – where Soho House does a party every year. They then offered me a trainee manager position back in London, which I took… and it’s now going on to my 12th year within the group. I have opened sites, worked in different roles, but kept moving up.    

    3.  What was your first job ever?    
  During school holidays I worked as a baker… then I did a paper round - but the first job after university was as a waiter with this company!    

    4. What advice would you give to people aspiring to work in hospitality?    
  Make sure you love people, and because it’s a hard industry - if you don’t really love it, move on. If you do really love it, ask as many questions as possible, get stuck in and mimic the people you aspire to be…   

    5. What are the key characteristics that you look for in the people you bring on board?    
  Good fun. Someone who just has a lovely way about them. Someone suited not just for the role, but also within in the team. And someone with a natural love, vibrancy and energy that is easily seen.   

    6. Could you share some of your life lessons with us?     
  To listen to people, never assume your way is correct – different people have different needs. Learn patience – especially the patience to show someone how you want something done instead of assume they can / will do it.  

    7. What are you reading at the moment?    
  I only read on holiday! The last one was Shantaram, by Gregory David Roberts – which was amazing.  

    8. What is the importance you place on learning and development?    
  I have learnt a lot from on the job training, asking questions, and trying new things and to be honest I always felt that was the best way to learn.  However, recently with the company growing it’s been necessary to put more formal training and processes in place. I have just completed my first session of our new leadership development programme (with learnpurple!) and I have found it immensely useful.    

    9. What is your philosophy on leadership/ recipe for success?      
  Teach someone to do it, and then let them get on and do it. Let them make mistakes, then be patient and go over it again. As long as they keep making different mistakes you are going about it the right way.    

  And last but not least…  
    10. You have recently started working with both learnpurple and talent toolbox, what are your thoughts so far, and what results do you expect in the future?       
  We just did our first leadership development session – ‘Manage and motivate’ using your SDI psychometric profiling tool, and I have also just been involved in the pilot of our new talent toolbox appraisal.    

  The session was great and I have already put into practice many of the techniques we learnt about managing people to their strengths. The talent toolbox appraisal has given me a structured way to lay down objectives, I was able to set goals, structure the goals, and help my team to create their personal development plans. Both the training and the appraisal system are great new tools in my box to help me with my own development as well as that of my team!  

]]></description><pubDate>Tue, 08 Jun 2010 01:49:32 +0000</pubDate><link>http://www.learnpurple.com/news/client interviews/nick-caton-general-manager-soho-house-private-members-club/</link><guid>http://www.learnpurple.com/news/client interviews/nick-caton-general-manager-soho-house-private-members-club/</guid></item><item><title><![CDATA[Flip it - How to get the best out of everything]]></title><description><![CDATA[      


  Phil Clarkson, people development specialist and training consultant for learnpurple reviews 'Flip it' by  Michael Heppell.  

  I have to say I am not one for reading books! A strange way to start a book review you may say, however “flip that thought” and that’s exactly why I am writing this review. As I said, I am a self confessed non-reader; I much prefer CD’s I can listen to on my travels, however on picking up this book at an airport recently I couldn’t put it down. It was not only a really easy read, but has had a lasting positive affect on me. I have shared the message on every training programme up and down the country since!   

  The author, Michael Heppell is not new to me as I have not only read his first book “how to be BRILLIANT”(another airport buy) but I have a signed copy as I met Michael at one of his inspirational seminars.  

  This book appeals to me in many ways. I am a great believer in the power of positive thinking in business and private life. We are often in situations which we have no power to change, so the only option is to change how we view or think about it - and that is the “flip it” principle.  

  The book is split into 10 easy to read chapters and allows the reader pop in and out in any order. The chapters include personal and business topics such as:  
  •	confidence & happiness  
  •	health  
  •	money  
  •	success at work & in business  

  The text is split with some great cartoons, brilliant quotes and bullet points called “flip bits” making it really easy to read.  

  “Flip it” doesn’t try to prove its validity by over complicating the messages with too much theory.  

  In contrast to some books, which make it hard for a non-reader like me to get past the first chapter, this one is full of practical and pragmatic ideas to put into action right away.  

  The key learning points in the book can be transferred into all walks of life and occupations from customer service to managing your staff or just your outlook on life in general. The hints, tips and tools can also help improve personal relationships.  

  A very simple example of putting these principles into practice I have adopted is not writing “to do lists” anymore, I now flip it and write “not to do lists”  
  e.g. today I’m not going to:  

  •	Put off that difficult conversation  
  •	Doubt myself  
  •	Miss out on time with my kids  

  Another example of a “flip it” moment: I recently had the opportunity to train the staff at Jamie Oliver’s Fifteen restaurant in London. On arriving home my daughter asked me if I met Jamie Oliver, I told her I had not, at which point my daughter “flipped it” and said “I bet HE was disappointed” now that’s flip it brilliance.  

  Go on try it, flip your negative thoughts into positive ones and see the difference it makes in your interactions with people and the stressful world we live in today.  

    
]]></description><pubDate>Tue, 08 Jun 2010 01:18:41 +0000</pubDate><link>http://www.learnpurple.com/news/book-reviews/flip-it-how-to-get-the-best-out-of-everything/</link><guid>http://www.learnpurple.com/news/book-reviews/flip-it-how-to-get-the-best-out-of-everything/</guid></item><item><title><![CDATA[Transform your organisation. Skills for chefs]]></title><description><![CDATA[  

  learnpurple was set up in 2001 to tackle skills shortages and other key people issues within the hospitality industry. A key focus has been on chefs. Our work centres on employee engagement, learning and development and the retention of talent. We are therefore delighted to be linked with the "Skills for Chefs" initiative and to be working in partnership with The Spread: Recipe & Directory book for Catering Professionals. Over the years we have worked with many chefs and our trainers and associates are always thoroughly inspired by working with such talented, creative and driven individuals. We've seen some exceptional leadership skills and discipline and we're very enthusiastic about helping to promote best practice within this sector of the industry.   

  Our Training Director, Mary Jane Flanagan, who has recently trained chef teams at "Fifteen" and "The Fat Duck" restaurants, commented: "Chefs are a joy to train. They have an innate desire to learn, to do better and (hurrah!) possess the drive to pass on this learning and expertise to others. This makes them some of the best leaders of any industry. From our beginnings within hospitality, we now work with organisations in all sectors and I can tell you that anyone from a banker to a retailer could learn from our head chefs. The teams I've trained exuded passion for the product, for the job, for their colleagues and for the companies they work for."  

  It's great to see so many organisations and individuals involved with this initiative and showing an excitement and enthusiasm for developing these talented professionals.  

  If you would like further information about how learnpurple could assist you in developing, engaging and retaining your talented chefs (and perhaps other team members too) then please contact sally@learnpurple.com  

]]></description><pubDate>Thu, 13 May 2010 17:43:06 +0000</pubDate><link>http://www.learnpurple.com/news/press/transform-your-organisation-skills-for-chefs/</link><guid>http://www.learnpurple.com/news/press/transform-your-organisation-skills-for-chefs/</guid></item><item><title><![CDATA[Terms of engagement]]></title><description><![CDATA[  We like this article from Caterer and Hotelkeeper by David MacLeod.   Click here   to read this in full.     As Businesses regroup after the recession, it's time to motivate staff for the challenges the upturn will bring.  

  It has been a challenging 18 months for the hospitality industry. But with the economy starting to show signs of improvement, management teams in restaurants, hotels and catering firms across the country are mapping out plans for 2010 and beyond.   

  As business owners and managers regroup, they need to think about the connection they have with their people - and how it could be improved.  

  Everyone knows that the past 12 months has been a difficult and uncertain time for employees. The question is: are your people prepared and motivated for the new challenges that the upturn will bring?  


    Benefits of better engagement    

  Last year the Government commissioned an independent review into the benefits of employee engagement. The final report, Engaging for Success, presented a compelling case for employee engagement as a route to business success. Those businesses that invest time and energy in informing, involving and supporting their workforce reap the rewards in terms of employee effort and motivation. This ultimately translates into improved business performance and real bottom-line benefits.  

  Research has shown that three-quarters of highly-engaged employees believe they can impact costs, quality and customer service, compared with just 25% of employees who feel disengaged from their organisation. Within service industries, where employees can make or break the customers' experience, getting this right is a no-brainer.  

  So, how can you make engagement work for your organisation? The hospitality industry faces some very particular pressures on its employee base. Long, sometimes unsociable hours, combined with the often seasonal nature of the industry can make it hard to retain good people. Indeed, the sector has long struggled with high rates of employee "churn" so it's well worth remembering that engaged employees are 87% less likely to leave an organisation than the disengaged.  

  Of course, in such a highly-pressured environment it can be hard to take a step back and assess how to engage employees more effectively. The good news, however, is that there are a number of practical steps that all employers can take to help ensure their people are committed both to delivering a great day-to-day experience for customers, and to delivering longer-term growth and success.  

  Following the publication of Engaging for Success, the Government has accepted the recommendations made by me and my co-author, Nita Clarke. We are now working with the Department for Business, Innovation and Skills, as well as a range of leading employers, business figures, HR practitioners and employee engagement experts to develop a set of practical, no-nonsense guidance that employers can quickly put into practice. In the meantime, there are some very simple steps that any business can take to help foster greater commitment and motivation from its people.  


    Define a clear and compelling goal    

  Research for the Department of Business, Innovation and Skills found that only 17% of the 47 employees surveyed in the hospitality and leisure sector felt that their management had clearly communicated business objectives for 2010. Meanwhile, 40% said they thought senior managers had no clear vision for their future business.  

  This underlines the importance of communicating a clear vision about where the business is going, what it aims to achieve and the role that every individual employee will play.  


    Get personal    

  Employees need to know what the organisation's plans mean to them at a personal level. Helping staff to connect their role - be it front of house, in the kitchen or as part of the cleaning team - to the future of the business is vital. All employees need a clear "line of sight" between their own role and company goals so they understand where they fit in.  


    Involve employees    

  No manager has the monopoly on bright ideas, so tapping into the ideas and opinions of all staff is an opportunity that no business should miss. One of the key barriers to effective engagement is to forget that frontline staff often have the best insights into how to address particular issues. So ask your employees what they think about customer service issues or how you promote the business.  

  Some leaders fear that asking for input means relinquishing control, or that too many voices might paralyse the business. This is understandable, but it's still up to you to set the agenda and to set out the areas on which you are seeking views (and those you're not) so people feel they are being involved.  

  If you are seeking views, make sure employees understand what you are looking for their input on, how ideas will be evaluated and what will happen next. Ensure that any areas not up for discussion are also made clear. And provide feedback on the points they do raise.  


    Commit to regular communication    

  Make a commitment to share information regularly with employees on the performance of the business during the year and to discuss any issues or challenges openly and honestly. This is important in a strong economic climate, but even more so when times are tough - open communication is crucial to maintaining the trust on which an effective employer/employee relationship relies.  


    Analyse your behaviour    
  Take a step back to assess your own behaviour and how it might be interpreted by those around you. Identify areas in which you could change to better engage your people.  


    Avoid micromanagement    

  Make a resolution to give your people more autonomy in the way they operate. Work with them to agree objectives and set parameters, but give them licence to shape the way they approach and deliver on these. Micro-management is an unnecessary, painful, resource-intensive and de-motivating way of trying to get the job done.  


    Be visibile and supportive    

  Employees need to know you're available to give guidance, that you will offer support and that you're interested in their feedback and ideas at all times.  


    Don't assume understanding    

  Regularly check with your people about their understanding of business goals and the contribution they are expected to make. Ensure that you are interacting with employees in a way that is relevant to them. Face-to-face communication is almost always the best.  


    Recognise success    
  During 2010, make sure that you regularly recognise employees for the contribution they make. Research shows the impact that this can have on motivation, wellbeing and performance. You could establish a formal award scheme, introduce "spot prizes" for business improvement ideas or create more team-building events during the year.  

  David MacLeod is the co-author of Engaging for Success - an independent report exploring the benefits and drivers of employee engagement in the workplace.  

    Click here   to go to the Caterer website to read how Malmaison engaged staff during expansion, resulting in: increased retention, more senior positions being filled from within, the average working week reduced and staff turnover reduced significantly.  ]]></description><pubDate>Mon, 26 Apr 2010 17:35:27 +0000</pubDate><link>http://www.learnpurple.com/news/information/terms-of-engagement/</link><guid>http://www.learnpurple.com/news/information/terms-of-engagement/</guid></item><item><title><![CDATA[learnpurple client Victory Services Club - best places to work]]></title><description><![CDATA[  This article was taken from Caterersearch.com.   Click here   to read this article in full.  

  The Victory Services Club in London has won numerous employer awards in recent years and has seen its staff turnover plummet from 120% to 14% in five years. Daniel Thomas [Caterersearch.com] reports on why it is one of the best places to work in hospitality.  

  The Victory Services Club (VSC) in central London, which provides bars, restaurants, conference facilities and accommodation for serving and retired members of the Armed Forces, has less room in its trophy cabinet than Barcelona FC.  

  Sector skills council People 1st has recognised the club as a "good employer", the VSC was the first London venue to achieve the Meetings Industry Association's "Gold" standard for "Accredited in Meetings", while it holds the highest hotel and club sector scores for "Hospitality Assured" - the hospitality industry's quality accreditation.  

  The company has had to clear yet more space for two more awards, after it was a double winner in the Best Places To Work ceremony, picking up Best Individual Unit (Caterer, 19 February) and the award for retention and talent management.  

  For Eamonn Cole, operations manager at VSC, winning two awards in a single year represents "a huge achievement" for the company.  

  "The Best Places awards are so auspicious, for an organisation even to be considered, as we have been on two occasions previously, is a great accomplishment," he says. "To win this year's Best Individual Unit award outright as well as the inaugural retention and talent management award, is fantastic."  

  Cole believes that the success can be attributed to the fact that actions speaks louder than words at VSC. "Our people confirmed that what we said we were doing in our business, we were actually delivering," he says. "We stated that in the past year, we were stringently committed to the further development of our staff and their retention and we put in place initiatives to achieve that."  

  VSC offers a blend of effective and targeted training and development; a coaching culture that spans one-on-one mentoring, team coaching sessions and supervisory workshops; internal skills management delivered through appraisal and the   talent toolbox system  ; and an impressive benefits package.  

  Staff retention is critical, especially as VSC invests time and money in training and development, stresses Cole.  

  "Hospitality organisations will often say that they will not invest heavily in staff training because their turnover is high and the training is wasted," he says.  

  "This is the wrong attitude. High staff turnover is usually symptomatic of a lack of investment in training and development. If you really want to retain your people, train them properly and put it at the top of your business plan. Few organisations are successful when they cannot keep their people. Our business growth has gone hand-in-hand with our people development."  

  Keeping staff also makes sound economic sense, as it cuts the cost of recruiting new staff, according to Cole. "We certainly cannot afford to be spending to recruit staff all the time, which can also be very time-consuming for management," he says. "We much prefer to invest that money in their engagement, development and retention."  

  VSC's success in retaining and developing staff is certainly borne out by the numbers. Its latest annual staff survey revealed a 97% staff job satisfaction ratio, while staff turnover has plummeted from 120% in 2004 to 14% in 2009 - virtually unheard of in hospitality.  

  Cole attributes this fall to the club adopting a policy for staff training, development, engagement and retention.  

  "It is now that we are reaping the rewards of this," he says. "Hospitality organisations are quick to state that their people are their most important asset, but how many companies actually deliver on that by investing everything necessary for that asset to achieve at the highest level?"  

  "The past year has been tough, but we said we would not compromise on our commitment to developing and retaining our people and this was reflected in an increase in our training budget and the adoption of other benefits to improve engagement, recognition and reward," he adds.  

  Talent management is an oft-used buzz word in HR circles, but many employers are unclear about what it actually entails. For Cole, it starts with knowing exactly what skills are required to do the job through succinct person specifications and ensuring that the recruitment and selection process is effective in eliciting that from candidates. "The induction programme has to be rigorous and thorough, core skills developed and, thereafter, through regular appraisal and review, personal development plans constructed for each individual so they each have their own challenges for growth," he explains...  

  ...Succession planning is another important aspect of talent management for companies, regardless of size, according to Cole. "Succession planning is usually cited as something only the big companies do because it takes a great deal of resources and planning, but it is something all organisations should strive for," he says.  

  "In fact, adopting the process is simple and is something all management should practise."  

  To read this article in full   click here   to visit the Caterersearch.com site.  ]]></description><pubDate>Tue, 20 Apr 2010 17:37:40 +0000</pubDate><link>http://www.learnpurple.com/news/press/learnpurple-client-victory-services-club-best-places-to-work/</link><guid>http://www.learnpurple.com/news/press/learnpurple-client-victory-services-club-best-places-to-work/</guid></item><item><title><![CDATA[Ask the experts: What&#039;s the best way to train staff on a budget?]]></title><description><![CDATA[  This article is taken from BigHospitality (19th April 2010).   Click here   to read this artcile in full.  

  BigHospitality puts one reader's question about staff training to Jane Sunley, chief executive of learnpurple.  

    Problem:   I own a mid-market restaurant, which is popular for the simple but well prepared meals, the relaxed atmosphere and the low prices. We can’t afford to pay the higher salaries for well-trained front-of-house staff, so we train our employees – many of whom are foreigners – ourselves, and also send them on regular training courses. But all the courses we’ve tried have taught them nothing new – they simply hand out certificates for what our staff already know. How can I choose the best courses to know that my investment is worthwhile, and that the staff will learn things that will improve the service we offer and benefit our business?   

    Solution:   There is evidence that today’s worker considers learning and development to be a key motivator so it’s important to make sure this is in place and working well for both the business and the individual. Progression through development is an important contributor to employee engagement and retention. It also goes a long way in ensuring that your customers receive consistently good service.  

  Here are my top 10 tips for engaging, developing and retaining talented people on a budget:  

      * Don’t automatically rely on training courses. You need a range of solutions to draw on such as:  Work shadowing, job swaps and on-job training; Projects, reading and self study; Mentoring, buddying and coaching; E-learning (especially for statutory requirements such as food hygiene training) and supplier led sessions and experiences.  
      * Recruit for attitude and not necessarily for skill, identifying at interview stage where the skills gaps are and how you’ll be able to fill them.  
      * Take the time to design a really comprehensive induction for new people to get them up to standard on ‘how things are done around here’. Involve the team; you’ll find team members will enjoy helping to develop their new colleagues and will develop themselves from being tasked to come up with up with creative and workable solutions. Ask new people to share their knowledge with others.  
      * People have different skill and experience levels so play to their strengths. Treat them as individuals when it comes to learning rather than ‘sheep dipping’ them onto standard courses. This way you will receive maximum benefit from your investment.  
      * Make sure you have regular reviews in place to manage performance, track progress, manage aspirations and consult with your people.  
      * There will be times when it’s necessary to supplement your in-house development culture with outside help. Look for short, sharp value-for- money sessions, rather than taking people out of the business for long periods.  
      * Make sure managers are properly trained. Leadership development is one area really worth investing in. Talk to a provider about the return on investment you’re likely to achieve. They the emphasis should be on practical solutions that will benefit your business immediately, backed up with appropriate amounts of theory.  
      * Make sure that the trainer is pre-briefed and agrees on what the desired outcomes are for individual and business. Then de-brief to make sure it happened and agree what happens next.  
      * Celebrate successes and achievements to encourage a culture of continuous improvement and learning.  
      * Overall, keep it simple and practical and plan and manage it well. All of the above takes time but you’ll find it is well worth the effort. Good luck!  ]]></description><pubDate>Tue, 20 Apr 2010 17:20:23 +0000</pubDate><link>http://www.learnpurple.com/news/press/ask-the-experts-whats-the-best-way-to-train-staff-on-a-budget/</link><guid>http://www.learnpurple.com/news/press/ask-the-experts-whats-the-best-way-to-train-staff-on-a-budget/</guid></item><item><title><![CDATA[Stephen Carter - Managing Director, Cameron House, De Vere Deluxe, Scotland]]></title><description><![CDATA[null  

    1. Stephen, can you give us a brief introduction to Cameron House?      Cameron House is a magnificent baronial mansion surrounded by over 100 acres of ancient woodland on the shores of Loch Lomond.  It has undergone a substantial refurbishment in the last two years and now blends traditional Scottish influences with sumptuous contemporary décor offering our guests a memorable stay in the finest surroundings set within some spectacular landscapes.  The House is now supplemented with a championship golf course and destination spa at The Carrick, a further 300 acres adjacent to the main Estate.  

    2.  How did you become the Manager Director there?     
  The Resort is part of the De Vere collection of hotels and resorts now owned by the Alternative Hotel Group.  I joined the company when AHG bought the group just over 3 years ago and after spending fifteen months in an area role I took up my position at Cameron House to finalise the refurbishment and re-position the hotel into Scotland’s leading five star resort.  

    3.  What was your first job ever?    
  My first ever job was as a commis waiter at the Prince of Wales Hotel in Southport in my vacations from University of Surrey where I took a degree in Hotel Administration.  I remember being given twenty teaspoons on day one of my working and being told that I had to hand thirty teaspoons back to the restaurant manager if I was to be paid my share of the tronc on the day I finished (some things never change in hotels!).  


    4. What advice would you give to people aspiring to work in Hospitality?    
  Be prepared to work hard, set yourself goals and take the staircase to the top (one or two steps at a time) because there isn’t a lift.  Above all, remember that if you enjoy the work you do you will never have to do a days work in your life.  
  I can only say I have found the hospitality industry a greatly rewarding one to work in and would recommend it to anyone who enjoys working in it. If you don’t enjoy it get out as fast as possible!  

    5. What are the key characteristics that you look for in the people you bring on board?    

  I look for a positive, can do attitude and an ability to get on with people, “a glass half full” type of person with a genuine desire to want “to make someone’s day”.  A ready smile and a focused mind always helps.  

    6. Could you share some of your life lessons with us?     
  Always be short on promises and long on delivery.  It delights customers and builds confidence with colleagues and business parties.  

  You always get the behaviour you expect from people. When you make a judgement about someone, their behaviour will always appear to support your judgement so try to see people you have a problem with in a different light and watch your attitude to them change.  

  Learn to manage peoples’ behaviour not the person, it is more effective and it is their behaviour that’s a problem sometimes and not the person.  

    7. What are you reading at the moment?    
  I have just finished reading a book by someone who lives in the same East Neuk of Fife village that I live in.  The book was published last year.  It is called “Turning Points” by Julia Ogilvy and is a collection of real life story stories of people whose lives have been changed forever by some unusual event in which they have become involved through no design of their own.  
 

    8. What is the importance you place on learning and development?    
  Learning and development are critical in order to enjoy life in total as well as essential in your career.  Learning has got to be the best motivational tool in the box.  When you learn and develop, your confidence grows and allows you to push out more, you feel good about yourself and you grow mentally and in stature. The more you see yourself growing the more self motivated you become and remember, “when you stop getting better you stop being good”.  


    9. What is your philosophy on leadership/ recipe for success?      
  I believe a leader has to have five traits.  VISION and the ability to share that vision with everyone in the organisation.  CULTURE, the leader has to create the right culture and environment for everyone to work productively.  Good leaders are always TRUTHFUL and do not mislead and they have to have the ability to MOTIVATE.  Finally they have to have PASSION for their work and their Vision.  

  And last but not least…  
    10. I heard you’re a bit of a learnpurple / talent toolbox fan. What do you think about us coming to Scotland?    

  It is great that Learnpurple is coming to Scotland.  They already have a lot of fans north of the border and members of their team are well known for their frequent visits.  Having an office now in Edinburgh shows an ongoing commitment to their learning and development role and of course Learnpurple can be considered to be coming home to the Land of Purple Heather! Failte.  

]]></description><pubDate>Tue, 30 Mar 2010 10:14:03 +0000</pubDate><link>http://www.learnpurple.com/news/client interviews/stephen-carter-managing-director-cameron-house-de-vere-deluxe-scotland/</link><guid>http://www.learnpurple.com/news/client interviews/stephen-carter-managing-director-cameron-house-de-vere-deluxe-scotland/</guid></item></channel></rss>