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ravicka

TripAdvisor launches green initiative for sustainable travel - Blue and Green Tomorrow - 0 views

  • Jenny Rushmore, director of responsible travel at TripAdvisor, said, “We know a lot of travellers in Europe want to be savvy about the eco-friendly choices they make on holiday but they don’t always know where to go to find that information. “What makes TripAdvisor GreenLeaders so useful is that we are now providing travellers with an easy way to compare hotels’ green practices alongside the millions of reviews already on the site.”
  • John Alker, director of policy and communications at UK Green Building Council, added, “For the hotel and leisure sector, going green is not only the right thing to do, it’s just good business. Green should be viewed as another aspect of quality.
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    As people continue to move towards a lifestyle that is sustainable and eco-friendly so to are their choices re travel. Llaria Bertini in her ariticle "TripAdvisor launches green initiative for sustainable travel" highlights how the popular travel site TripAdvisor has launched an initiative to assist European travelers in making hotel choices that suit their lifestyle. The initiative called "TripAdvisor Green Leaders" came about as a result of travelers need to stay at more eco-friendly accomodation. Despite that need they had difficulty in obtaining information about hotel practices. Jenny Rushmore, director of responsible travel at TripAdvisor said "We know a lot of travellers in Europe want to be savvy about eco-friendly choices they make on holiday but they don't alwyas know where to go to find that information, " thus the initiative was born. Trip Advisor came on board to provide information for travelers re hotel Green practices , to compare offerings of various hotels as well as to provide reviews not only based on what the hoteliers would provide but from the perspective of persons who would have had a first hand experience at the property. As going green becomes a more acceptable approach for many things in various areas of our lives the hospitality and tourism industry is no exception. As John Alker,director of policy and communication at UK Green Building Council said " For the hotel and leisure sector, going green is not only the right thing to do, its just good business. " TripAdvisor initiative allows us to know which properties are taking the steps towards sustatainability in one place.
sbarr011

Who takes responsibility for cyber security in a hotel? - 0 views

  • it is vital that franchisors and their corporate security teams communicate franchisees’ contractual duties;
  • It’s you who may need to ensure all policies are upheld, that’s why it pays to provide incentives that will make it worth franchisees’ while to comply.
  • The study also reported that the cost for each lost or stolen record containing sensitive and confidential information increased from an average of $154 to $158.
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  • And, while there’s no definitive answer to who owns cyber security in a hotel franchise, hotel owners or franchisees can take measures, such as investing in cyber insurance and maintaining updated systems, to prevent a cyber attack.
  • there have been multiple data breaches in some of the biggest hotel chains, with 55% of data compromises resulting from a corporate/internal network breach.
  • If the lines are still blurred come May 2018 – when GDPR is implemented – hotels may not be compliant and will face strict penalties.
  • Last year’s Ponemon study found the average total cost of a data breach is $4 million.
  • Adding to the cyber security difficulty: most franchisees have multiple properties, each with their own brands and contracts, making it even more important for cyber security policies to be implemented and upheld.
  • However, currently, too many hotel owners rely heavily on central reservation systems; thus, they don’t have much, if any, involvement in data collection or storage. That makes it difficult to implement an effective cyber security policy.
  • Many of the vulnerabilities are due to a gap in hotel franchise’s cyber security responsibility.
  • Unfortunately, this industry is a popular target for attack, because of the type of data it holds – credit card data, frequently used throughout the hotel either at check-in, in bars, restaurants, or shops – as well as relatively poor cyber security.
  • According to a recent Trustwave 2016 Global Security Report, the hospitality industry accounted for the second largest share of data compromises among any other last year.
  •  
    This article discusses the liability for a cyber breach at various branded hotels between the franchise owner or the corporation. The Trustwave 2016 Global Security Report stated that the hospitality industry had the second largest amount of data breaches. Additionally, more than half of the breaches are from a corporate/internal network breach. According to a Ponemon study, the average cost of a data breach is $4 million. While this is alarming, it is a surprise since hotels store numerous amounts of personal customer data including guest's credit card information. The article states that cyber hacks are largely due to the gap in not knowing who is responsible for the cyber security. There is an issue of control of data versus franchise network requirements. The hotel brand places individual franchisees in control of their own cyber security. However; they must rely on many centralized corporate owned reservation systems that could be possible access point for cyber attacks. The article suggests that the individual franchisee should make more effort in protecting their customers information as the hotel brand will take most of the blame. This does not help either side. Also, it mentions that in order to protect the hotel franchise it is important to have updated systems and should consider investing in cyber insurance.
dtrak002

Vegas hotel room checks raise concerns at Def Con, Black Hat | CSO Online - 0 views

  • The October 2017 mass shooting in Las Vegas involving a guest at the Mandalay Bay Resort and Casino led to new policies at Caesars Entertainment hotels, one of which includes disregarding guests' Do Not Disturb signs and checking the room once every 24 hours
  • “The checks involve only a visual review of the bedroom, bathroom and additional sitting area (if any) to ensure there are no issues which require further attention.
  • hotel security officers showed nothing to verify their identify
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  • went so far as to confiscate items, and some claim they even riffled through their bags
  • some folks said they aren’t going back to the conferences if they are held in Las Vegas.
  •  
    This article illustrates the various changes in security protocols. Due to the 2017 mass shooting in Las Vegas, hotels such as the Caesars are implementing new policies, including disregarding guests' "Do Not Disturb" signs and checking the rooms once every 24 hours. Despite the policy stating that the hotel will only check visually the bedroom and bathroom, guests have complained that hotel officials have photographed and filmed their rooms and came in when they are dressing. In addition, the most alarming news is the guests complain that the hotel officials that barge in won't provide any identification and the guests have no way to call the front desk to ensure the hotel officials are who they say they are. For men it's a concern for privacy, for women it's a concern for safety. Even more of a concern, Katie Moussouris, CEO of Luta Security, claimed that hotel officials said they will share the photos on their Snapchat. Many guests have stated they will no longer return to Las Vegas for conferences.
tgore002

Mukesh Ambani may be the surprise winner from India's new rules hurting Amazon and Walmart | Business Insider India - 1 views

  • E-commerce in India is gearing up for some massive changes from February 1. Foreign e-commerce players — like Amazon and Flipkart — will no longer be able to offer consumers ‘deep discounts’ or sell their own brands through their respective platforms. It’s a big blow to Jeff Bezos’ and Walmart, and not the best news for consumers in India. Local vendors are voicing their support for the new policy, hoping they can regain some market share, without having to lose more money by offering discounts.
angelicamm6

https://www.econstor.eu/bitstream/10419/176337/1/Economics_2018-14.pdf - 0 views

    • angelicamm6
       
      (1) "any product, process or service designed with the primary purpose of contributing to remediating or preventing any type of environmental damage"; and (2) any "product, process or service that is less polluting or more resource-efficient than equivalent normal products that furnish a similar utility."
    • angelicamm6
       
      One major long-standing hurdle for SMEs has been the lack of appropriate forms of finance, with the severity of financing constraints varying across countries and sectors.
    • angelicamm6
       
      First, G20 countries must unlock the finance needed to enable the attainment of both Sustainable Development Goals and Paris Agreement commitments. This will require the scale-up of new low-carbon technologies, including promising zero-emission options (i.e., green and blue hydrogen, which offer lower costs and higher performance for sustainable infrastructure projects) as well as carbon capture sequestration and use (CCUS).
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    • angelicamm6
       
      Economics: The Open-Access, Open-Assessment E-Journal 11 (2018-14) Global Solutions Papers
    • angelicamm6
       
      To this end, the G20 countries should:
    • angelicamm6
       
      Governments and intergovernmental bodies can play a crucial role in mobilizing private capital by levaraging public funds and support to signal innovative, low-carbon SMEs to private investors.
    • angelicamm6
       
      Indeed, to the success of the recommendations will depend on the harmonization of such policies across G20 countries. Such much needed harmonization will not only be beneficial for the G20, but will also promote scale-up and technology diffusion to Asia, Africa and Latin America - not as policy but as a result of investment. To this end, the G20 will need to promote regional, cross-country regulatory packages for investment (Medhora 2016), as well as realign trade and FDI policies towards supporting low-carbon products and processes.
kdibe001

New HVAC Hotel and Apartment Technology Obtains Large EPAct Tax Incentives - Energy Tax Savers - 1 views

  • New HVAC technology called VRV (Variable Refrigerant Volume system), also known as VRF (Variable Refrigerant Flow), is substantially reducing hotel and apartment building energy expenses. This new technology began to mainstream into the U.S. market after the enactment of the Energy Policy Act and is now being widely recommended by the architecture, engineering, and HVAC industries.
  • there are tax deductions of up to $0.60 per square foot for each of the three major building subsystems: lighting, HVAC (heating, ventilating, and air conditioning), and the building envelope.
  • VRF/VRV is an air conditioning system most efficient for commercial buildings because of the ability to individualize control for different zones/rooms, whereas conventional systems condition a building as a whole. The system is very beneficial for buildings with varying cooling needs and different zones.
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  • Often hotel investment groups own multiple properties so if they are pleased with VRF/VRV technology incentives, they will replicate it across their hotel portfolio.
  • For both hotels and apartments building HVAC is the largest energy cost item. VRF/VRV’s will annually reduce total energy costs for these two markets by at least 20% and may reduce current building energy cost by as much as 40%
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    The obvious initial measure hotels take to reduce energy cost and become more "green" are by replacing lights bulbs with LED, switching to paperless options, and other small tasks. The most cost efficient though is the conversion of their central air conditioner and heater, as this makes up a large percentage of costs for the hotel, which is also a burden on the environment due to the excess use of gas and electric to power the system. The new Energy Policy Act that was put into effect helps hotel not only save on long-term costs in the HVAC department, but also get a tax credit. This credit can range from $0.60 to $1.80 per square footage of the hotel. This is helping to encourage hotels to make the switch. This type of technology allows the air to be controlled by different zones in the hotel, which can be each individual room, floor, or however the hotel sets it up. This also prevents the air constantly running in the hotel room when it is unoccupied by hotel guests.
anonymous

Florida's State-Backed Insurer Seeks Rate Hike - 0 views

  • Citizens’ president and CEO, said an increasing number of private insurers are not writing new policies or are restricting the types of properties they will cover,
  • And Gilway expects Citizens will reach 700,000 policies by the end of the year. Home sales in coastal communities have surged throughout the pandemic.
  • The reality is the marketplace in Florida is shutting down
taurus1313

What Is Cloud Computing? A Beginner's Guide | Microsoft Azure - 0 views

  • Top benefits of cloud computing Cloud computing is a big shift from the traditional way businesses think about IT resources. Here are seven common reasons organizations are turning to cloud computing services: Cost Cloud computing eliminates the capital expense of buying hardware and software and setting up and running on-site datacenters—the racks of servers, the round-the-clock electricity for power and cooling, and the IT experts for managing the infrastructure. It adds up fast. Speed Most cloud computing services are provided self service and on demand, so even vast amounts of computing resources can be provisioned in minutes, typically with just a few mouse clicks, giving businesses a lot of flexibility and taking the pressure off capacity planning. Global scale The benefits of cloud computing services include the ability to scale elastically. In cloud speak, that means delivering the right amount of IT resources—for example, more or less computing power, storage, bandwidth—right when they’re needed, and from the right geographic location. Productivity On-site datacenters typically require a lot of “racking and stacking”—hardware setup, software patching, and other time-consuming IT management chores. Cloud computing removes the need for many of these tasks, so IT teams can spend time on achieving more important business goals. Performance The biggest cloud computing services run on a worldwide network of secure datacenters, which are regularly upgraded to the latest generation of fast and efficient computing hardware. This offers several benefits over a single corporate datacenter, including reduced network latency for applications and greater economies of scale. Reliability Cloud computing makes data backup, disaster recovery, and business continuity easier and less expensive because data can be mirrored at multiple redundant sites on the cloud provider’s network. Security Many cloud providers offer a broad set of policies, technologies, and controls that strengthen your security posture overall, helping protect your data, apps, and infrastructure from potential threats.
  •  
    If anybody here is interested to learn even more about cloud computing this is the perfect guide for you. It gives you a breakdown of the cost, pros and cons and much more. This article is also by microsoft which is a top 2 technological company on earth. It is a very educational post that will increase your knowledge on cloud computing and what the future holds for this interesting form of storage and information.
  •  
    Top benefits of cloud computing Cloud computing is a big shift from the traditional way businesses think about IT resources. Here are seven common reasons organizations are turning to cloud computing services: Cost Cloud computing eliminates the capital expense of buying hardware and software and setting up and running on-site datacenters-the racks of servers, the round-the-clock electricity for power and cooling, and the IT experts for managing the infrastructure. It adds up fast. Speed Most cloud computing services are provided self service and on demand, so even vast amounts of computing resources can be provisioned in minutes, typically with just a few mouse clicks, giving businesses a lot of flexibility and taking the pressure off capacity planning. Global scale The benefits of cloud computing services include the ability to scale elastically. In cloud speak, that means delivering the right amount of IT resources-for example, more or less computing power, storage, bandwidth-right when they're needed, and from the right geographic location. Productivity On-site datacenters typically require a lot of "racking and stacking"-hardware setup, software patching, and other time-consuming IT management chores. Cloud computing removes the need for many of these tasks, so IT teams can spend time on achieving more important business goals. Performance The biggest cloud computing services run on a worldwide network of secure datacenters, which are regularly upgraded to the latest generation of fast and efficient computing hardware. This offers several benefits over a single corporate datacenter, including reduced network latency for applications and greater economies of scale. Reliability Cloud computing makes data backup, disaster recovery, and business continuity easier and less expensive because data can be mirrored at multiple redundant sites on the cloud provider's network. Security Many cloud providers offer a broad set of policies, technologies, and c
aguar024

6 Event Trends You Need to Know for 2019 | ITA Group - 0 views

  • ways to engage attendees differently and encourage innovation and creativity
  • A great way to start is by changing up the facilitation or presentation style
  • some unexpected venues
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  • Private lofts and businesses are starting to rent areas that would previously have been off-limits, which makes attendees feel like they’re getting exclusive access.
  • he popularity of eSports events is influencing event connections.
  • Create policies outlining inappropriate behavior,
  • se of voice and facial recognition will increase and will improve overall experience and engagement.
  • dding areas or just time where attendees can unplug from the event and allow them to process what is happening and reconnect, allows them to come back energized and engaged.
  • Many companies’ risk management plans cover terrorism and communicable illness, but more than ever, tech security and sexual harassment policies need to be included as well
  • 61% say they go to live events and tournaments to connect with friends they’ve met and play with online, and 41% said they attend to forge new relationships.
  • hannels to report issues, and protocol for staff on how to deal with allegations.
  • With the increase in vegan and healthier diets, there is an influx in looking for new ways of clean eating.
  • increase their sustainable operations.
  •  
    In this article the writer mentions different trends and solutions to common situations on the event industry. From sustainability all the way to methodologies to avoid sexual harassment.
yvenisem

Electronic Waste: A Growing Concern in Today's Environment - 0 views

shared by yvenisem on 28 Sep 20 - No Cached
  • Over the past two decades, the global market of electrical and electronic equipment (EEE) continues to grow exponentially, while the lifespan of those products becomes shorter and shorter. Therefore, business as well as waste management officials are facing a new challenge, and e-Waste or waste electrical and electronic equipment (WEEE) is receiving considerable amount of attention from policy makers.
    • yvenisem
       
      From this we see technology market is progressing to grow however the lifespan of these items lessesns. In turn, this creates a problem for those that work in the waste managemnent sector and calls for politics to get involved.
  • e-Waste has raised concerns because many components in these products are toxic and do not biodegrade easily if at all.
    • yvenisem
       
      Besides contributing to landfills e-waste can also contain many toxic chemicals. I know that mercury and other harmful chemicals can are common in electronics.
  • Most developing countries lack the waste removal infrastructure and technical capacities necessary to ensure the safe disposal of hazardous waste. And e-Waste has been linked to a variety of health problems in these countries, including cancer, neurological and respiratory disorders, and birth defects
    • yvenisem
       
      One of the biggest issues is that developing countries do not have the resources or infastructure to properly dispose of e-waste. I know that economics play a huge roll in this issue as 3rd world countries are often used as dumping places for 1st world waste, and these problems are not being addressed because of sytematic limitations. The health concerns are also staggering, they include: cancer, birth defects etc...
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  • However, even with these regulations, all hazardous materials that are used in newly manufactured products cannot be fully controlled, and management of e-Waste within the supply chain cannot be fully addressed.
    • yvenisem
       
      From this we can see that even with additional policies enacted they are simply not enough to address the e-waste issue. In my opinion with a issue this severe more drastic measures should be taken considering the options that have been exacterbated.
  • For e-Waste management systems, some of the most successful examples can be found in countries such as Switzerland and the Netherlands [16 D. Sinha-Khetriwal, P. Kraeuchi, and R. Widmer, “Producer responsibility for e-waste management: key issues for consideration—learning from the Swiss experience,” Journal of Environmental Management, vol. 90, no. 1, pp. 153–165, 2009. View at: Publisher Site | Google Scholar See in References ]. Experience of the Swiss e-Waste management system is shown as an example in this paper. Generally, the Swiss e-Waste management system can be viewed as an ERP-based system, where each stakeholder has their own clear definition of role and responsibilities as shown in Table 4.
    • yvenisem
       
      Here we see that more sucessful applications have been implemented in Nordic countries. The author goes into further detail about the techniques used by these countries.
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    The main point of this scientific report was to demonstrate how e-waste is becoming an issue and why the current structures in place today are simply not enough to overcome this issue. The author goes into detail the common issues with e-waste: hazardous materials being disposed of incorrectly, the side effects e-waste has on human and environmental life, how current infrastructures in 3rd world countries are not able to keep up with the waste load, why certain policies aren't enough and how new techniques such as the ones being applied in Nordic countries may be the answer to the issue. Ultimately the author makes the argument for why it is an issue, how the issue is growing, and presents alternatives on how to better tackle the e-waste issue.
jamigovaerts

Capturing Travel Agent GDS Bookings in Challenging Times - 2 views

  • While the travel industry faces ongoing challenges from COVID-19, travel agents will play a key role in connecting hotels and travelers, especially given the flexibility and changes that may be required of travelers in the coming months.
  • To best capture the travel agent audience, use global distribution systems.
  • Even through this period of uncertainty, global distribution systems have consistently remained one of the highest ADR channels. And travel agents have some excellent reasons to keep booking hotels through these systems:
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  • They earn a commission
  • It’s more convenient.
  • It’s more efficient.
  • Optimizing your presence on the gds and boosting your visibility is essential to connecting with and winning bookings from the travel agent audience.
  • That includes rates on your website, metasearch, all gds, and online travel agencies. Rate parity is important to 89% of travel agents worldwide – if they see a better rate elsewhere, they’ll actively book away from your property.
  • Make sure your property is correctly geocoded or indexed.
  • Evaluate your photos.
  • Update any modified or additional hotel services and amenities
  • Revise cancellation, flexible rate, and rebooking policies for impacted travelers.
  • List your commission policy.
  • What is most important to travel agents booking hotels on global distribution systems?NORAMLATAMEMEAAPACProperty rating and photos59%57%53%58%Hotel Services57%54%52%51%Hotel Amenities65%45%45%46%Policy information53%36%43%30%Attractions/Points of Interest28%34%33%45%Other12%15%8%10%
  • GDS isn’t the only type of marketing that can help.
  • Ad spend via global distribution systems is only used when an impression is delivered to a travel agent actively searching for a property in your market.
  • Identify and target your top source markets
  • Select promotion dates that are 90 days in the future: 
  • Focus messaging on cleanliness and safety:
  •  
    Module 3: This article focuses on the importance of GDS systems during the challenges of COVID-19. With an emphasis on travel agents using the GDS, hotels will be able to continue to thrive and survive. According to the article, " travel agents will play a key role in connecting hotels and travelers, especially given the flexibility and changes that may be required of travelers in the coming months." This article provides insights for hotels to best optimize using a GDS for travel agents to find them. The article states, "Rate parity is important to 89% of travel agents worldwide - if they see a better rate elsewhere, they'll actively book away from your property." I believe using a GDS will be the only way in the future to continue to travel and save money. Tripadvisor is my go to when it comes to finding out about a resort and which website has the best rate for the same room.
zhuan007

The Importance of Offsite Backups - IT Directorship - 0 views

  • Just as saving a file periodically is good practice, keeping an offsite backup will help to mitigate the business risks associated with corrupt or lost data. Offsite backups combined with a disaster recovery plan allow businesses to get back up and running faster
  • The key to protecting your business and its stakeholders, is the proactive prevention of data loss – never keep all your data in one basket.
  • A cold site is usually an empty space with basic facilities which may or may not have equipment available.
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  • A hot site is the most expensive option but requires the least amount of time to get back to capacity following a disaster.
  • Its important to stay up to date on policy changes to ensure you are protecting both the business and business stakeholders.
  • Monitoring, reporting and testing your business's backup solution are all best practices to mitigate the risk of data loss for your business.
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    This ariticle briefly summarizes the important of offsite backups for business. A couple offsite backup solutions are provided as cloud backups, remote disaster recovery sites, tape backups. The concerns of policy changes and improving backup practices are mentioned as well.
marble_bird

Roche2016_Article_RecreationalDivingImpactsOnCor.pdf - 0 views

shared by marble_bird on 07 Jul 20 - No Cached
  • Recreational diving on coral reefs is an activity that has experienced rapidly growing levels of popularity and participation.
  • the potential role of dive impacts in contributing to coral reef damage is a concern at heavily dived locations. Management measures to address this issue increasingly include the introduction of programmes designed to encourage environmentally responsible practices within the dive industry.
  • Coral reefs are a threatened, but globally important ecosystem, providing key services to local communities such as coastal defence, sediment production, and fisheries benefits
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  • The role of dive supervision was assessed by recording dive guide interventions underwater, and how this was affected by dive group size.
  • Over recent decades, tourism activities benefiting from the pleasing aesthetics and biodiversity of coral reefs, primarily SCUBA diving and snorkelling, have experienced rapidly increasing numbers of participants globally
  • We found evidence that the ability of dive guides to intervene and correct diver behaviour in the event of a reef contact decreases with larger diver group sizes. Divers from operators with high levels of compliance with the Green Fins programme exhibited significantly lower reef contact rates than those from dive operators with low levels of compliance.
  • Damage to corals on dived reefs often occurs as a result of skeletal breakage, particularly in branching species (Guzner et al. 2010;H a s l e ra n dO t t 2008). Tissue abrasion can also result from diver contact (Hawkins et al. 1999), and a recent study reported a higher incidence of coral disease in areas heavily used for recreational diving
  • It is possible that other diver characteristics such as qualification level or dive experience may affect the ability to respond to dive briefings, although several studies have failed to find a correlation between divers’ reef contact rates and experience
  • Due to the difficulties of effectively addressing global stressors, an emerging recommendation is the focus of coral reef management on local scales (e.g. Anthony et al. 2014). A frequent challenge facing managers and policy makers at local levels relates to the maximisation of tourism benefits whilst simultaneously reducing its environmental impacts
  • Alternatively, previous experience and possible affinity and attachment to a specific dive site may influence how closely divers follow pre-dive briefings and affect their behaviour underwater, as suggested by place attachment theory
  • The methodologies which have been developed to minimise the environmental impact of SCUBA diving on coral reefs can be summarised as follows: (1) managing or restricting diver numbers, (2) regulating the locations in which SCUBA diving activities occur, (3) regulating the types of equipment used, and 4) implementing programmes which seek to manage the methods used by the dive industry in providing their services. Restricting diver numbers is based on the concept of a reef dive site’s ‘carrying capacity’; a level beyond which diving impacts become readily apparent.
  • Restriction of SCUBA diving equipment has focused on banning the use of accessories believed to increase reef contacts within marine protected areas such as gloves, muck sticks, or underwater cameras; however, such regulations are often unpopular within the SCUBA diving community
  • Governments and reef managers seek evidence that the effort expended in implementing programmes translates into measurable benefits; however, research into the effectiveness of such programmes at influencing diver behaviour and reducing diving impacts is limited.
  • In this study, we focused on dive operators participating in the Green Fins diving programme at three major dive locations within the Philippines.
  • Nonetheless, levels of dive supervision underwater would intuitively appear to be linked to rates of reef contact, and when examined, the willingness of dive guides to intervene in correcting diver behaviour underwater has been found to significantly reduce diver contact rates
  • Malapascua Island, Moalboal, and Puerto Galera.
  • divers may have been aware that a Green Fins compliance assessment was taking place, but they were unaware that diver contacts with the reef were being specifically recorded. Green Fins environmental assessments and diver observations were conducted simultaneously.
  • Dive guides and guest divers from 44 dive operators participating in the Green Fins programme were followed
  • Diver characteristics with potential to influence underwater behaviour were categorised as the following factors: diver qualification level (three levels), dive experience (five levels), and previous number of dives at site (three levels).
  • Divers were assigned a unique diver number, and then followed and observed underwater for the entire duration of their dive.
  • If the overall group was very large such that the dive guide could not be seen from the rear of the group, the pair immediately behind the dive guide was selected.
  • Compliance with the Green Fins approach was determined by utilising diver contact rates and dive guide intervention rates as at the dependent variables of interest, and by defining dive operators according to those who had received a high score (above the median score) versus those with a low score (below the median score) on the most recent conducted Green Fins assessment
  • The part of the body or item of equipment making contact with the reef was recorded as follows: hand, fin, knee, camera, muck stick (a handheld stainless steel or aluminium rod approximately 30 cm in length) and equipment (e.g. tank, submersible pressure gauges, octopus regulator), and multiple (parts of the body and equipment simultaneously). The time during the dive at which the contact occurred was also recorded.
  • If observable damage (i.e. breakage, obvious physical damage, or injury) occurred as a result of the contact this was recorded, together with the apparent awareness of the diver to the contact, regardless of damage caused.
  • Contacts made with a camera (77.7 %) accounted for the highest proportion of contacts which resulted in damage, followed by contacts made with the knee (43.3 %), multiple body and equipment parts (38.2 %), equipment (30.7 %), fins (29.8 %), hands (24.7 %), and muck sticks (23.5 %).
  • A total of 100 SCUBA divers were observed at three diving locations within the Philippines (Table 1). The majority (72 %) of these divers were male, and diving experience ranged from those completing diving training to those who were instructors elsewhere with experience of hundreds of dives.
  • Following dive completion, divers that had been observed underwater were asked to complete a survey to determine diver characteristics.
  • Most contacts were made with fins (45.5 %, n = 261); however, hands (19.5 %, n = 112) and dive equipment (15.9 %, n = 91) were also major contributors to the total number of contacts
  • Interventions were defined as an event in which the dive guide intervened in diver behaviour through signalling or demonstrating correct behaviour in order to minimise or prevent contact with the reef.
  • A total of 81 interventions were observed (in comparison to 573 reef contacts—see Fig. 4 for the distribution of contacts and interventions);
  • Camera systems were carried by 55 % of divers; camera-wielding divers accounted for 52.7 % of the total contacts made with the reef. Of divers who utilised a camera, 35 % carried a non-specialist compact type and 20 % carried an SLR type within a specialist underwater housing.
  • Mean (±SE) dive time was 49.3 ± 0.42 min. A total of 573 diver contacts with the reef were recorded during all assessed dives.
  • The difference in the frequency of interventions was statistically significant (ANOVA, f = 4.81, P = 0.03)
  • although a significant portion (36 %) appeared unaware of the contact they made with the reef.
  • In addition to overall contact levels, some studies have also quantified reef contacts either as the mean number of contacts per diver over the duration of a dive or the diver contact rate per minute of dive time. The mean contact rates of 5.7 contacts per dive, or 0.12 contacts per min, which we observed at dive sites in the Philippines are lower than those previously reported
  • All divers observed within the present study were diving with operators participating to various degrees in the Green Fins environmentally responsible diving programme.
  • Identifying factors and policy measures which influence SCUBA diver behaviour underwater can help coral reef managers determine where to most effectively focus effort and funding with respect to dive management. In this study, we found that 88 % of the divers observed made at least one contact with the reef at some point
  • Divers who are more conservation aware and who contact the reef less may preferentially choose to dive with environmentally ‘accredited’ dive operators; indeed, this assumption partially drives dive operator participation in such programmes.
  • Underwater interventions by dive guides have been suggested to be the most successful deterrent to diver contact with reefs (Barker and Roberts 2004). In this study, there was no significant difference in the intervention rates between dive centres of high and low Green Fins compliance. Therefore, we cannot attribute the observed difference in diver reef contact rates to differences in intervention rates between these two groups.
  • Studies examining the effect of carrying camera equipment on the frequency of diver contacts with the reef have produced conflicting results.
  • Additionally, the administration of a pre-dive briefing can influence diver contact rates underwater (Medio et al. 1997). The Green Fins programme incorporates the use of a pre-dive briefing that emphasises the importance of refraining from contacting the reef, which would be expected to result in lower diver contact rates.
  • A concern amongst representatives of the diving industry is the use of muck sticks to manipulate animals unnecessarily—pushing animals out of holes for better viewing, stressing animals to show customers their stress behaviour (e.g. an octopus changing colour), and physically breaking hard coral to be used in photographs.
  • When examining the part of the body or dive equipment which made contact with the reef, we found that the majority of contacts were made with fins, in agreement with Krieger and Chadwick (2013) and Rouphael and Inglis (1998).
  • It has previously been noted that dive guides customarily perform different roles at dive locations globally; at some locations, they act primarily to lead the dive group around the reef, whilst at others, pairing with and closely supervising individual divers throughout the course of a dive
  • this suggests that dive guides carry out the closest supervision during the initial phase of the dive and then switch to a ‘dive leader’ role at the front of a dive group.
  • This study provides evidence that the effective implementation of environmentally responsible practices, via programmes designed to reduce diving impacts, may translate to reduced diver reef contacts.
  • Many diver characteristics which might intuitively be expected to impact reef contact rates, such as level of qualification and overall experience, were not significant influencing factors in this study, and high versus low levels of Green Fins compliance did not influence the number of interventions made by dive guides underwater.
  • For continued economic benefit and conservation of Philippine reef dive locations, we recommend that management measures facilitate high levels of compliance with environmentally responsible diving programmes to reduce the impact of diving on coral reefs.
  •  
    This article discusses a study performed at various diving locations in the Philippines to determine whether or not measures taken by Green Fin diving guides were effective in reducing contact with coral reef systems. The study also recorded the average number of contacts with the reef during a dive, as well as the equipment or body part which came into contact with the reef most often, and which actions resulted in the most damage. The study finds that adherence to Green Fin standards or other policies may significantly impact diver behaviors and reduce the level of contact with sensitive coral reefs during SCUBA dives.
obena010

Top 3 Ways You Can Fight Theft at Your Restaurant - 1 views

  • How to Combat Theft in Your Restaurant
  • Employee theft and customer theft in restaurants can become a massive problem if left unchecked.
  • From colluding bartenders and cocktail servers to theft tactics as complex as Ponzi schemes, restaurant theft can occur in a million ways. 
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  • False orders, credit card fraud, and comping
  • are some of the most common issues
  • Employee Theft Prevention
  • and theft can account for up to 4% of restaurant sales.
  • liquor lost due to spill or waste – can account for about 25% of alcohol sales.
  • Inventory management:
  • Comping policy:
  • So how can you protect yourself? Enter chip and pin, also known as “smart card” technology
  • Dine-and-Dash Prevention for Restaurants
  • the heroics of dealing with dining-and-dashing should actually be left to restaurant policy.
  • But you can mitigate risk in other ways. Ways to dissuade dine-and-dash theft include:
  • Video surveillance:
  • A host at the front door:
  • The use of a single entrance:
  • Request a credit card:
  • Credit Card Fraud Prevention for Restaurants
  • POS security settings and controls:
  • Restaurant theft prevention starts with establishing a culture that encourages loyalty among staff and policies that protect financial interests.
  •  
    Talks about different ways to prevent fraud in different areas of the restaurant.
  •  
    This article mainly focused on ways restauranteurs can avoid theft. For employee theft, inventory management, complimentary control and a POS system that can track the whereabouts of the items are good ways to deal with it. For dine-and-dash, the restaurant will be safer if adding surveillance and using a single entrance. Also, using credit cards is a nice way. For credit card fraud, preferring to use a "smart card" technology will be a vital way.
jordanfernandez

Proximity Marketing: Often Creepy, but It Doesn't Have to Be. | Center for Digital Ethics & Policy - 0 views

  • Imagine you’re out shopping one Saturday afternoon. You walk into a department store and see a big sign that reads, “Get our app and save!” You love a good deal so you scan the QR code and select “download.” You scroll through a user agreement with about 10,000 words of legalese and click “agree.”
  • As you walk down the street later, your phone is abuzz with notifications you’ve never received before: a constant stream of ads from each store you pass. You wonder how they’re reaching you, until you realize the department store app is still running — it must connect to other stores.
  • Target merged its “Cartwheel” coupon app — used by 27 million shoppers, saving them more than $1 billion — with the main Target app and incorporated new features.
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  • This beats traditional advertising, which connects to consumers before they’re in a store — while they’re sitting on the couch at home watching television, for instance — and relies on them to remember the message later.
  • By using proximity marketing technology, stores can catch up by providing some of the perks of online shopping in person, like easy access to discounts, saved shopping lists and personalized recommendations.
  • Lastly, proximity marketing tools allow companies to gather behavioral data about their customers, including how often they visit a store and when, how long they stay and what areas of the store they gravitate toward.
  • Proximity marketing — location-based direct marketing in which a business or other organization sends offers, promotions, alerts or other messages to a person's smartphone based on the device’s location — is annoying, creepy and downright invasive in this story. But it doesn’t have to be. When implemented ethically, proximity marketing can provide worthwhile benefits to marketers and consumers alike.
  • But completely opting-out of proximity marketing — agreeing to all or nothing — should not be the only way consumers can protect themselves.
  • Their recommendations include displaying in-store signage notifying shoppers that their location data is being collected, letting consumers opt-out of analytics services, limiting how data is used and never selling personally identifiable data to a third party.
  • If retailers want their customers to shed the “malicious” connotation that comes with data tracking, they need to be upfront about how they are using that data, including location.
  • Target’s privacy notice is currently 4,359 words and the top of the page reads, “We may change or add to this privacy policy, so we encourage you to review it periodically.” How many customers read the whole statement and check back periodically for updates?
  • So let’s reimagine our scene in the department store: Again, you download its app. This time, the user agreement is a few clear bullet points. The app walks you through a quick Q&A to find out if it can access your location to make your shopping experience easier. It asks if it can share your information with its partners — other stores, whose names the user agreement lists out explicitly — and gives you an option to opt out.
  •  
    This article addresses what proximity marketing is and how it can be beneficial to marketers and consumers if done right. It talks about how companies throw hundreds of pages of legalese when downloading new apps that people never read. They recommend to include displaying in store signage notifying shoppers that their location data is being collected, letting consumers opt out of analytic services and limiting how data is used without selling personal identifiable data to third party. I believe if companies make it easier for us to trust them with our data more people will use this style of marketing.
anonymous

Cybersecurity: A Hospitality Industry Reality - AETHOS Consulting Group - 0 views

  • Cyber thieves are crafty and persistent in finding ways to breach security to gain access to personal information. The hospitality industry, hoteliers, restaurants and other such businesses that rely on the use of personal information to provide service to their customers are particularly at risk.
  • Initial steps in the risk-management process Hospitality companies should first focus on developing a robust internal risk-management program, including the establishment of strong policies and procedures; training and insurance can reduce the chances of a data breach and mitigate the damages if a breach occurs.
  • In general, an organization should review the following areas to begin developing a well-rounded risk-management program: Corporate security policy Asset classification and control Personnel security Computer-network and management protocols for vulnerability System access controls Privacy and regulatory compliance
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  • Then, ask yourself, “What does our company have in place to mitigate our exposures?”
  • Do we have an effective privacy policy?
  • Do we have an effective privacy-breach response plan?
  • Do we continuously test our disaster-response and business-continuity plans?
  • Franchise concerns
  • Franchise agreements should address several important data-security concerns, cyber-insurance, breach notification and PCI (payment card industry) compliance.
  • Franchise agreements should require franchisees to purchase a specified amount of cyber insurance coverage in the event of a data breach.
  • In addition, the franchisee should be required to promptly notify the franchisor of all breaches in security and immediately notify the franchisor of all breaches of sensitive information.
  • The franchisor may also want to consider being notified of any impermissible uses or disclosures
  • Cyber attack realities The ramifications of a cyber breach could be both financially and operationally catastrophic to any hospitality company. Losses could include costs associated with litigation expenses and fines as well as defense. The cost of business interruption and loss of income could be debilitating.
  •  
    This is an article providing a very high-level introduction to the potential risks faced by the hotel industry from cybersecurity. It outlines some initial steps that hotel companies might consider in their risk-management process and also gives some very specific examples of risk related to franchise contracts.
artandmer

Are hotels and outdoor concerts any safer since the Las Vegas attack? | PBS NewsHour - 0 views

  • By now, many details of that October evening in Las Vegas are well known: the lone gunman in a 32nd floor suite atop the Mandalay Bay Hotel, the arsenal of firearms, the terrified concertgoers below.
  • In a 2017 Gallup poll, 38 percent of U.S. adults said they were less willing to attend events with large crowds out of concern the events could become a terrorist target.
  • A separate Gallup poll taken days after the Las Vegas shooting found that 39 percent of Americans are “very” or “somewhat” worried that they, or a loved one, will be a victim of a mass shooting.
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  • The Las Vegas attack was, however, the first mass shooting at a hotel in the U.S., and it served as a reminder that attacks on entertainment events are a worldwide emerging threat
  • The attack Paddock carried out — from a hotel with robust security and a state-of-the-art surveillance system — left many industry insiders and security experts stunned.
  • For the first time in Coachella’s 19-year history, organizers used surveillance drones to monitor the vast grounds of the festival.
  • For months ahead of the festival, a security company called Emergence also trained Goldenvoice security and police officers in “predictive threat analysis,” a security technique that focuses on spotting signs of trouble and disrupting attacks before they take place.
  • And as security costs for hotels and event promoters increase, concertgoers in the U.S. may see slightly higher ticket prices
  • Police say Stephen Paddock planned his attack in Las Vegas at least a year in advance. In the days leading up to the shooting, Paddock was able to bring more than 23 rifles into his hotel room, set up a hidden camera in the hallway outside of his room, and drill L-brackets into the 32nd floor stairwell door and his suite to delay police from entering.
  • After the shooting, Wynn Resorts, Hilton and Disney Resorts all changed their internal policies regarding do-not-disturb signs
  •  
    High profile hotels near large events have had to respond to events such as mass shootings since the 2017 Las Vegas attack where a guest used as hotel room to carry out the shooting. Concert venues and large hotels are now using surveillance drones and predictive threat analysis to enable their staff to recognize patterns that could indicate signs of trouble. Security costs at large venues are expensive, and they are being passed on via ticket prices. Hotels need to evaluate their need for an active shooter plan and evaluate their "do not disturb" policies and train their staff to alert management when they are unable to enter a guest room, or when they recognize something out of the ordinary.
Manali Rabari

Steps to Buying a Human Resources Information System - Featured Article - Workforce - 0 views

  • she urges HR professionals to first look for a tool that will integrate with any existing systems, including payroll, then make a list of the features they want to automate, including recruiting, performance management, time entry and compensation.
  • Fewer data errors, more-efficient recruiting, better performance management tracking and shorter time to fill vacancies are also measures that define the business value of an HRIS, Carney says.
  • The actual cost of your HRIS will vary wildly depending on the modules you choose, number of employees, the vendor, the robustness of the offering and whether you go with an installed or software-as-a-service model.
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  • Software-as-a-service products are another option.
  • These systems require no maintenance and come with automatic upgrades, making them a cheaper and easier choice.
  • "Pay close attention to the support features when reviewing HRIS demos," she says. "Otherwise on Day One, you might find out you don't have the technical skills to use it."
  •  
    This article discusses the factors that are considered when deciding on selecting a human resources information system. They are extremely useful for streamlining processes and maintaining a database on employees and policies and procedures of a company. They are easy to integrate with other existing systems such as a PMS system of a hotel. Depending on the features and services chosen the costs will vary among systems, it all depends on the customization done on the system. The system can include such features as payroll, recruitment and compensation. It can also cut down costs on keeping a full HR staff.
Xu Wang

Emerald | Have human resource information systems evolved into internal e-commerce? - 0 views

  • Human resources (HR) have been a well-established function in organizations for decades,
  • the department was typically perceived by many organizations as a “necessary evil,” that is to say, as an essential but in no way profitable or advantageous element,
  • even at the current time HRIS is not limited to technological elements alone, such as computer hardware and software applications, but also includes the people, policies, procedures, and data required to manage the HR function.
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  • Nevertheless, these well-accepted attributes of HR have been challenged in the past few years, as several indicators reflect fundamental changes within the HR function,
  • although little has changed in this function over the past decades, there are growing expectations that HR will improve corporate competitive advantages by adding real measurable value to the organization.
  • The apparent difficulties in upgrading HR to a strategic position in organizations result in missed opportunities especially in hospitality and tourism, where the human capital has substantive potential to improve the competitive advantage of enterprises, particularly due to the growing competitiveness of the industry, as well as the centrality of the human element in the delivery of hospitality products and services
  • The second change in contemporary HR which, interestingly, is closely related to the previous one, is the growing trend of incorporating advanced information technology (IT) in HR practices.
  • There is extensive evidence to the growing transfer of HR functions to digital formats, as can be seen in the growing popularity of human resource information systems (HRIS) among organizations. HRIS is currently perceived as one of the important factors influencing the role of the HR function, as well as the workplace as a whole. Although in many aspects, technology remains under-utilized in HR functions (Jones and Hoell, 2005), recently its effects have begun to be evident in many organizational aspects,
  • Furthermore, it is widely argued that the adoption of HRIS is likely to promote HR to the awaited position of strategic partner in the organization. The main reason for this is that by using HRIS, HR professionals can improve their performance by gaining better knowledge of the organization and its employees, thus facilitate participation in strategic planning and implementation. In addition, by improving the efficiency and effectiveness of the HR day-to-day administrative tasks, HRIS allows the HR staff to dedicate more time to strategic decision making and planning, which consequently provides more value to the organization to enhance its position within it
  • modern HRIS make optimal use of internet and web capabilities for performing their tasks
  • successful HRIS support the planning and implementation of managerial key processes in the organization, such as executive decision making, technology selection, interdepartmental integration, and organizational reporting structures.
  • Intranet-based employee self-service (ESS) provides employees direct access, mainly through a web browser but also through a centralized kiosk, to personal HR-related information. Thus, the employees can individually handle transactions that used to be carried out by HR personnel,
  • Both MSS and ESS create a trend of delegation of responsibilities and activities that were once considered to be the domain of HR professionals and administrative personnel, directly to employees and managers
  • HRIS was seen mostly as a special form of office automation systems, the emphasis being on reducing costs and staff while making the standard HR tasks more efficient
  • In addition, in today's workplace the HR tasks have become more complex, along with organizational trends such as globalization, consolidations, strategic partnerships, and greater than ever governmental and regulatory reporting requirements for employees.
  • Therefore, from the administrative perspective, by providing powerful computing capabilities, HRIS are changing and improving procedures and processes that were carried out less efficiently before,
  • the automation of routine transactions provides HR professionals with time to perform strategic functions related to the human capital
  • HRIS allow the firm to be proactive in HR planning, by giving managers a constant flow of employee information
  • since HRIS can significantly improve the way employees and managers communicate with each other through various communication channels, this improves the flow of information and expertise throughout the organization, thereby enhancing the firms' strategic capabilities
  • Another prominent perceived characteristic of the HR function has been its reliance on relatively low-tech methods in implementing its tasks
  • Although HRIS can provide both administrative and strategic advantages, it should be noted from the onset that they are usually expensive systems to purchase and implement. Designing and implementing customized HRIS, adapted to the specific needs of the organization, will significantly enhance its functionality, but will result in increased software and hardware costs, as well as time-to-deployment
  • the initial costs of developing such HRIS are high,
  • In order to reduce the costs of HRIS, an organization can purchase off-the-shelf applications composed of HR database programs, aimed at meeting the general needs of HR functions
  • These findings point to the vital need of the HR function to provide evidence of the effectiveness of HRIS, for the purpose of attaining the executive management support for the change.
  • for a successful implementation of HRIS, it is no less important to obtain the support of managers and employees in the organization. Although modern HRIS offer clear advantages to managers, through the use of MSS, for better management of their staff, the implementation of such systems is likely to be followed by a certain level of resentment on the part of the managers. Since MSS transfer the responsibility of performing employee HR-related transactions from the HR staff to the direct managers, many of them are frustrated since they feel that additional administrative tasks are being imposed on them
  • Another relatively common problem, concerning both the implementation and the flowing management of HRIS, is the question of who is in charge of the system. Since the successful development of HRIS requires the input of both the IT and the HR departments, it is not uncommon for disputes over areas of responsibility to break out between these departments.
  • Other territorial conflicts around HRIS may arise when departments feel that the system expropriates some of its authorities; for example, the payroll department might resist HRIS that combines payroll functions. A possible solution to such a problem can be the establishment of cross-functional teams that run HRIS projects
  • the implementation of HRIS raises both ethical and legal issues that need to be addressed by the organization. First, the use of relational database technology provides access to more detailed employee information than ever before.
  • Second, HRIS usually contain private information on the employees, while the access to this information is often allowed to employees outside HR, as well. As a result, some employees feel that their private lives are not protected adequately.
  • The hospitality industry is characterized by a higher turnover rate than other sectors of the economy
  • Traditionally, HR in organizations has utilized low-tech methods in recruitment.
  • Internet recruiting benefits both the organization and the job seeker's perspectives (Pearce and Tuten, 2001; Singh and Finn, 2003). The benefits to the recruiters include: Cost savings, as it is significantly cheaper to advertise on the internet than in a newspaper. Compared to the use of professional search firms (also known as headhunters) the amounts saved are even higher. Recruiters generally receive more applications, which results in a greater pool of candidates from which to choose. Recruiters may receive applications faster, often even on the same day a position is announced. Improved ability to target a specific audience, thereby decreasing future turnover. Time saving, as more unqualified or unfit applicants can be eliminated, through online contact, in the initial phases of the recruitment process.
  • On the other hand, internet recruitment is not without limitations.
  • Once the recruitment process has ensured a large pool of applicants to choose from, the next phase is to select the most suitable candidates.
  • Traditionally, these selection methods involve the visit of the candidate to the organization or, to a lesser degree, to an assessment center, for interviewing, pen-and-paper testing, or situational testing, including group dynamics.
  • The use of advanced technology allows the selection process to complete the widespread online recruitment methods.
  • Nevertheless, the main impact of technology in selection procedures is in relation to employee interviewing and testing.
  • Anderson (2003) broadly described the prominent technology-based selection procedures, along with an assessment of their acceptance and effectiveness.
  • Adequate training is essential in providing quality services, yet traditionally hospitality organizations have not invested adequate resources in training their employees (Conrade et al., 1994). Most of the knowledge and skills of hospitality employees is transferred through on-the-job training,
  • However, as noted by Collins (2004), delivery of organized and structured training programs in the hospitality industry is a constant challenge, mainly because of the size and geographical dispersion of the workforce, as well as the extensive resources – financial, work, and time – needed to establish in-house training programs.
  • Although technology-based training methods have been available for a long time, the hospitality industry has usually lagged behind other sectors in adopting them.
  • Web-based training (WBT) can deliver courses nationwide or worldwide at all time zones to any connected computer, and is easy to update and monitor.
  • Effective performance evaluation plays a critical role in the successful implementation of organizational strategy and in gaining a competitive advantage. Therefore, in addition to important HR decisions that greatly rely on performance evaluation, such as promotions, outplacements, dismissals, many organizations link performance to compensations and rewards. As noted by Bowley and Link (2005), a performance-based compensation plan, often known as “pay-per-performance,” should reflect the organization's goals.
  • the traditional methods, based on a disconnected blend of discrete applications, spreadsheet programs and paper-based systems, to communicate goals, track employee performance and manage compensation, are insufficient in the contemporary challenges of linking performance evaluation to organizational strategy (Bowley and Link, 2005). Yet, although sophisticated HRIS were developed to meet these contemporary challenges, Ensher et al. (2002) found little effect of HRIS on the process of performance management among HR executives, who still rely on paper-and-pencil administration and hard copy documentation of employee evaluation.
  • Nevertheless, CPM has drawbacks that are highly relevant to a service industry such as the hospitality industry (Miller, 2003). The main concern that CPM raises is that reliance only on quantitative criteria is likely to lead to the neglect of more qualitative aspects of performance.
  • Consequently, an effective CPM must be followed by the establishment of an employee development plan, designed in collaboration with his/her supervisor. The second application of technology in appraisal management is online evaluation and appraisal software (Miller, 2003). In contrast to the aforementioned CPM, in these cases technology facilitates delivering performance feedback, rather than generating the actual evaluation outcome.
  • 360° feedback,
  • In addition, evaluation software packages can be used as stand-alone applications or as an integral part of the organization's HRIS, which offers computerized standard evaluation forms. The use of user-friendly software in evaluating employees allows managers to focus more on the contents of the evaluation, rather than on the forms.
  • Therefore, the use of computer software programs allows better coping with these challenges, while saving time and money.
  • While the organization enjoys the reduced need for complex bureaucracy, the employees enjoy better control and enhanced anonymity, as there is no need for dealing directly with HR staff on personal financial matters.
  • The use of HRIS has significant impact on the current affairs between the management and the employees, as well as the characteristics and the environment of the contemporary workplace. From the administrative perspective, through the HRIS the managers and the employees have access to relevant information on employee work rules, policies, and regulations on issues like privacy, illegal discrimination, and work diversity. In addition, the HRIS can assist discharged or displaced employees in finding alternative employment, by providing links to career counselors, training programs, and information, all of which are required for a successful and effective job search
  • technology has changed the nature of the workplace and employer-employee relations more fundamentally than just providing more accessible information.
  • Traditional e-commerce technology provides product/service, promotion, placement, and pricing strategic initiatives to external constituents through the use of extranet platforms merged with intranets (for instance, customer relationship management). HRIS technology provides the same initiatives through the use of intranets merged with extranet platforms (for example, recruitment). Thus, HRIS technology may be considered to represent internal e-commerce systems, which are crucial to the alignment of HR functions within strategic initiatives aimed at sustainable competitive advantages.
  • The evolution of HRIS platforms provides a range of tools for use by enhancing employee-employer relationships. The full service range of HRIS functions brings human capital closer to the strategic direction of the organization.
  • However, the technology is merely a tool that may enhance strategic alignment.
  • There is also evidence from the literature that a disengagement of the HR function from strategic initiatives exist in many hospitality enterprises.
  • It is common knowledge that the hospitality industry is labor intensive with many points of intimate service interactions of long duration. HR will produce sustainable competitive advantages for those firms that include the HR function in a united strategic direction.
  • The literature identifies the advantages of aligned human capital as a means to accomplishing sustainable competitive advantage for enterprises.
  •  
    This article is a research paper did by Amir and Beer-Sheva. The purpose of this paper is to discuss the impact of technology on the human resources function in organizations, in general, and in hospitality firms, in particular. At the beginning, it introduced the role of human resources department in organizations for decades. And the trend or changes in contemporary human resources. Then it came out that we cannot skipped the effect of technology on the HR function, especially in tourism and hospitality industry. So, next it gave the definitions of HRIS by introducing technology. And list some advantages and challenges of using HRIS. In the end, it listed how technology put infusion across HR function, including recruitment, selection, training, performance evaluation and compensation, payroll, benefits and pension administration, labor relations and outplacement.
YIZHE YANG

The HRIS solution - Express Hospitality - 0 views

  • The Human Resource Information System (HRIS) is a software, an online solution for the data entry, data tracking, and data information needs of the Human Resources (HR) and management functions within a business. Normally packaged as a data base, hundreds of companies sell some form of HRIS and every HRIS has different capabilities.
  • New business intelligence technologies offer HR departments the ability to invest in Human Capital Management analytics solutions designed to yield the insights essential for making informed decisions on HR. Business intelligence allows HR departments to become a strategic asset within the organisation.
  • Future of human resources analysis has to be linked to other key performance indicators such as revenue and profitability. HR professionals must understand the organisation’s business plans and the operational, financial and customer-facing goals they are expected to achieve. Then they should associate these goals with the existing workforce metrics. In many cases, HR information is scattered, which leads to non-systematic hiring, training, measurement data which is essential these days, as globalisation, tight labour markets and an aging workforce are causing many businesses to more closely inspect the performance of their largest investment, i.e. the workforce whose compensation represents 60 per cent to 70 per cent of the entire expenses of the organisation. New business intelligence technologies offer HR departments the ability to invest in Human Capital Management analytics solutions designed to yield the insights essential for making informed decisions on HR. Business intelligence allows HR departments to become a strategic asset within the organisation. It helps the HR department make key decisions around recruitment, planning, and budgeting to support the strategic goals. More than ever before, HR professionals are being asked to show how their company’s workforce policies affect the overall business plan. Investing time and money in software solutions is the need of the hour.
  •  
    "The Human Resource Information System (HRIS) is a software, an online solution for the data entry, data tracking, and data information needs of the Human Resources (HR) and management functions within a business. Normally packaged as a data base, hundreds of companies sell some form of HRIS and every HRIS has different capabilities."
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    Using information technology to assist in Human Resources allows easier management of information and benefit plans. Human Resources will be able to measure their contributions easier and become more accountable for their specific work. Many high-end hotels use web based HRIS, which enables a corporate executive team to have access to the data. This also allows team members to access their own data, apply for leaves, or change their residential address. HRIS has great benefits that can be used in the hospitality and tourism industry. Human Resources can be easily scattered and confusing to new hires, so having a better systematic system that is computerized makes information clearer. When much of the hospitality industry is under globalized companies this can benefit companies when they have properties all over the world. Corporate offices can easily access human resources information from another part of the globe at anytime of the day, instead of having to call up a human resource manager who may be in a different time zone. HRIS makes life easier and allows human resources to show policies and business plans in an easier way.
  •  
    The Hospitality industry is known to have very high attrition rates. This makes it all the more critical to have a robust HR information system (HRIS) in place. HRIS has emerged as among the most crucial aspects of hospitality IT. No hospitality management system can be considered complete without an effective HRIS system. An efficient HRIS system manages the recruitment, staff-shifts, time & attendance, and many other aspects of your hospitality HR requirements. It should be able to drill down to history files and provide e-leave application & training management. Immerauf has partnered with Greytip software to bring you one of the industry's best Folklore HR software to suit all your HR needs including a resume bank to store a active database of prospective employees.
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    HRIS solution in hospitality industry is crucial. it makes managers save time and money to pursue the high profitability. this software can collect the employee information or interviewers information and choose the best employee who are suitable for hotel. this solution can compare the employee working experiences like how long this employee works in hospitality industry, what his job was before, what his position was before. using this software, managers can have a clear understanding of the performance of the employee.
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