We must show training really does pay for itself
I wonder if we have lost our way trying to find links between spending on training and productivity gains. As a panellist for Investors in People (IIP), I see many illustrations of good practice, along with companies' evaluations of their corporate gains.
However, our industry seems to dwell on the softer issues. Other industries are more able to articulate production increases in hard figures and conclude that training really does pay for itself.
Industries like pharmaceuticals or professionals like solicitors can cite examples. They say: "We sent these people on this course and saved 'n' as a result."
Or, "We sent the sales team on this course and our sales rose by 'y'." Hospitality claims advances in "flexibility" or "multiskilling" and "empowerment". It's as if the payback is either not calculated or less important.
There are some case studies out there - the British Institute of Innkeeping regularly publishes the sales and profit improvements of its members undertaking training. We need more examples of factual gain to overcome the stop-go, hire-and-fire "revolving door" approach to people management.
It's time for HR professionals and accounting controllers to work together to provide those hard facts so necessary for our future. The British Association of Hospitality Accountants (BAHA) is happy to help with the search.
David Wood, Chief Executive, BAHA, Sheringham, Norfolk
Report espresso crimes to the 'coffee police'
In response to Jim Ainsworth's letter ("When is an espresso not an espresso", Caterer, 10 April), I sympathise with his dilemma and assure him that he is not alone.
A strategy for establishing and promoting standards in traditional espresso and all the modern milky variations now so popular in the UK, thanks to our American friends, is already in place.
As corporate members of the Real Coffee Society, we are dedicated to raising standards and awareness of great coffee.
Mr Ainsworth could shame the perpetrators of coffee crimes at the "coffee police" website, or simply ask them to contact a supplier associated with this society.
Also, there is the European Speciality Coffee Retailers Association which supports the cause. To reward his enthusiasm, and to claim a free bag of authentic espresso coffee beans so he can enjoy that home crema experience, Mr Ainsworth should get in touch.
Angus McKenzie, National Account Manager, Pelican Rouge, By e-mail
Age discrimination hits both older and younger
I often read about the value of older workers in the industry, and I have also seen a programme on TV about the new modern apprentice programme not being taken up.
However, even though the trade is reportedly crying out for staff, it still refuses to use any person over the age of about 35. I have had 35 interviews since January and have not been offered a single job, despite having more than 40 years' experience in catering at all levels. Every interview has been carried out by someone under the age of 24. I have concluded that they are nervous of employing someone with a lot of experience because it could show up their own lack of it. Older workers are no longer fashionable.
And that leads on to the failure of the modern apprenticeship. How can you train younger people when all the experienced people are no longer in the trade?
When will company directors appreciate, as B&Q does, that the older worker still has much to offer?
Michael Bell, By e-mail
It's not just over-50s who are out of work because of age discrimination. Those just out of school or college often find it difficult to get a job. These youngsters have energy and enthusiasm, yet cannot find work since companies are nervous about giving them a chance.
As I write, the Government is preparing to discuss the Equal Treatment Directive, which will make it an offence to discriminate on the grounds of age. This is an important issue to think about now, ahead of the new legislation.
If people are good enough for the job, then they are old enough to do the job. We interview thousands of people every year for hundreds of different jobs, and quickly recognise youngsters and experienced professionals who are going places.
Those first in line for the best jobs have a positive approach, sharp presentation, have managed their careers well and kept their skills up to date. In short, they have the ability to add value to a company.
David Goldfarb, Director, Maydayexec, By e-mail
Will SSC's head stay buried in the sand?
I write on behalf of the Council for Hospitality Management Education (CHME), the association of universities and colleges offering higher education programmes in hospitality management. We are alarmed at the tone and content of the recently circulated business proposition for the new Sector Skills Council (SSC) for Hospitality, Leisure, Tourism and Travel.
The council is described as "entirely employee-led", as if exclusion of all other stakeholders in leadership is to be celebrated. It will "take ownership of learning programmes that are publicly funded" and "ensure that the content of every relevant learning programme and qualification... fully reflects employers' needs".
The proposal perpetuates the myth that education is somehow found wanting and in need of an imposed direction from employers in the face of clear evidence to the contrary.
A research report published by the Higher Education Funding Council for England, Getting Ahead: Graduate Careers in Hospitality Management, published in 2001, paints a very positive picture of hospitality management education in the UK, with university curricula preparing students well for careers in industry, employers valuing the skills which graduates carry with them, excellent career prospects for graduates - and examples of excellent human resource development practice.
"Working inclusively with stakeholders" is not the same as the genuine parity of esteem and respect in a true partnership, with partners bringing their particular perspectives, experience and expertise to issues, creating solutions to problems, and achieving goals. The business proposition singularly fails to capitalise on a unique opportunity to establish such partnership between education and industry - without which, claims for "first class human resource solutions" are surely unfounded.
Education, and higher education in particular, should have a central role in the new Sector Skills Council. With its much enlarged sphere of influence, it should be seeking to include representatives of education in its business and planning, including those representing education provision in leisure and tourism as well as hospitality, and secondary and further education.
The "footprint" of the SSC is large, but the risk is that the ostrich will keep its head buried in the sand.
Clive Robertson, Chairman, Council of Hospitality Management Education, By e-mail