SMARTHOSPITABLECONNECTED

the new generation of hotel management professionals

National Dutchqualifications profileBachelor of Business

AdministrationHotel Management

2012 – 2016

The national Dutch qualifications profile Bachelor of

Business Administration in Hotel Management

2012 – 2016 has been commissioned by the Dutch

Hotel Management Schools Association, the partner-

ship of the five Dutch Hotel Management Schools.

The partner schools are:

– Hotel School The Hague

– Hotel Management School Maastricht

– Saxion Hospitality Business School

– Stenden University International Hotel

Management

– NHTV – Academy of Hotel Management

The qualifications profile clearly describes what the

industry would expect from a graduate of one of

the five Dutch Hotel Management Schools. It is the

benchmark for the diploma Bachelor of Business

Administration in Hotel Management.

Professionals to go

The program delivers competent professionals

who possess the unique combination of ‘hospital-

ity expertise’, a ‘hospitality mindset’ and ‘hospital-

ity skills’. Such a professional is able to create value

for organizations, both inside and outside the tradi-

tional hospitality industry.

In every organization where hospitality is the core

business or a part of it, such as, for instance,

health care institutions, there is an increasing call

for hotel management schools graduates.

In this context hotel management is defined as:

“The art of thinking up, creating, organizing, master-ing, executing, overseeing and controlling hospitality services, hospitality products, hospitality concepts and hospitality processes in hotels and the hotel function, in such a way that value is added to the experience of guests or other stakeholders, geared towards generating revenues from guests’ spending.”

Hotel function is defined as: “The provision of hospi-tality services as determined by the provider in a par-ticular setting.”

Mission graduates

The world of hospitality is open to graduates of

hotel management schools. Their mission is chal-

lenging: to contribute to a hospitable society in

which people and guests are approached in a wel-

coming way and where there is space for everyone

to shape ‘life away from home’ in their own way.

Program requirements versus individual character

All schools have the responsibility to educate and

form their students in such a way that they meet

the agreed requirements. The diploma that is

issued by the schools guarantees this. That does

not mean that the hotel schools do not have their

own character. Within the framework set, each

school has the freedom to shape the curriculum

in its own way.

‘Dutch Hotello’

The schools are distinguished by their high qual-

ity. They train entrepreneurial professionals, joc-

ularly called ‘hotellos’, that stand out, also from

their international peers. The Dutch Hotello is rec-

ognized all over the world. He or she can be char-

acterized as guest-oriented, down to earth, reli-

able, pragmatic, problem-solving, results-oriented,

creative, having strong communication skills and

a good command of foreign languages. He or she

thinks process-oriented, follows up on commit-

ments, organizes and is willing to travel.

The Dutch Hotello is formed in the Dutch educa-

tional system, in a democratic study climate, with

plenty of room for individual development, with a

lot of interaction between teacher and student,

with ample choices in internships, projects and

exchange programs.

In short, hotel management education is a won-

derful step towards an exciting international

career in hospitality and business.

10 competences

Someone is competent if they succeed in apply-

ing knowledge, skills and attitude integrally and

show effective behavior in professional situa-

tions with a certain level of complexity. The inte-

gral competence of the Hotel Management

School prof essional can be subdivided into 10

key competences. Competences are defined as

the demonstrable and measurable combination of

knowledge, skills and attitude. Courses carrying

the Hospitality Manager license have the author-

ity and the expertise to measure the competences

of students on the basis of valid and reliable

examination. The course guarantees the phase

levels and the end qualifications of its graduates

by maintaining a systematic, transparent exam-

ination policy. These end qualifications are

described in the specific profiles of each school.

On a national level, these are calibrated to the bba

profile, the common domain competences of the

sector Higher Economic Education, the national

educational Hospitality Manager profile and the

Dublin descriptors.

In order to become co mpetent as a Hospitality

Manager professional, a student needs to develop

knowledge, skills and attitude. This we call the

Body of Knowledge, Skills and Attitude (boks).

This boks is applied during the study in an authen-

tic and up-to-date hotel management and hospi-

tality context.

Competence 1:

Creating value through hospitality in hotels

and the hotel function

The Hospitality Manager professional knows the

practice and the culture of the global hospitality

industry on the grounds of experience. He is aware

of trends and developments and combines curios-

ity with an inquisitive attitude. He can exceed expec-

tations of guests and possesses up-to-date exper-

tise in the area of ‘homes away from homes’, the

hospitality experience in hotels and other accom-

modations away from home. He uses this expertise

to create added value for all relevant stakeholders.

The Hospitality Manager professional thinks and

acts on the basis of a ‘hospitality mind-set’, which

means that he directs operational processes from

the perspective of the human being experiencing

the effects of the hospitable behavior. The behav-

ior of a Hospitality Manager professional is aimed

at getting to know other people, servicing them

and making their work, travel and lives more pleas-

ant and easy. The Hospitality Manager professional

communicates professionally, masters at least two

foreign languages and considers himself a ‘global

citizen’. He is culturally sensitive and he is aware of

his responsibilities and the impact of his choices on

other people’s quality of life, both near and far away.

The Hospitality Manager professional is able to take

up various roles, as employee, manager, entrepre-

neur, or leader.

Areas of expertise

§ organization theory

§ marketing

§ human resource management

§ business administration

§ financial management

§ communication

§ foreign languages

Skills

§ analyzing, improving

and developing guest-

oriented processes

§ creating hospitality

experience

§ working systematically,

project-oriented and

result-oriented

§ working cost-oriented

and profit-oriented

§ co-operating

§ managing people / leadership

§ recognizing, selecting

and using relevant and up-to-

date (e-)tools and systems

Attitude

§ guest-oriented

§ commercial

§ creative

§ entrepreneurial

§ result-oriented

1

Areas of expertise

§ methods and techniques

of hospitality research

§ consumer behavior

§ relation and network

management

§ guest experience

Skills

§ carrying out applied research

§ developing networks

around hospitality

§ developing vision

and strategy on the

experience of hospitality

Attitude

§ inquisitive

§ analytic

§ methodical

§ external orientation

§ network-stimulating

Competence 2:

Developing a vision on changes and trends in the external environment and developing relations, networks and chains

The Hospitality Manager professional experiences

the external environment as transparent and com-

plex. The market belongs to the consumer, quality

is transparent, hospitality concepts are deployed in

new contexts. Power shifts are detectable within the

distribution channels and globalization demands

different cross-cultural networks. The Hospitality

Manager professional uses networks she developed

herself and analyzes trends and changes with and

for the relevant environment and stakeholders. This

opens up the possibility to use internal and external

knowledge and experience, and develop a personal

vision. She also has the ability to carry out applied

research, with the aim to substantiate decision-mak-

ing and provide insight in changes and trends in the

external environment.

2

Competence 3:

Analyzing policy issues, translating them into policy goals and alternatives, and preparing decision-making

The Hospitality Manager professional experiences

the environment of his organization as faster,

more transparent and more complex and steers

his organization or department on the basis of

analyses, aiming to discover and achieve a high

added value for all stakeholders concerned. In this,

the Hospitality Manager professional is aware of

the impact of his professional activities on people-

planet-profit. In a position as general manager this

job will concern the whole organization. In a posi-

tion as department head the Hospitality Manager

profes sional will design and implement policies in

this part of the organization and thus contribute to

policy on corporate level.

Areas of expertise

§ human resource

management

§ labour legislation

§ leadership

§ diversity management

§ corporate social

responsibility

§ organizational behavior

Skills

§ cross-cultural management

§ recruitment, selection and

schooling of new employees

§ motivating, stimulating

and coaching leadership

§ advising, delegating

and empowering

§ conversation skills

Attitude

§ problem-solving

§ diplomatic

§ empathic

§ result-oriented

3

Competence 4:

Applying human resource management in line with the organization strategy

For the Hospitality Manager professional good

employees are of crucial importance for the suc-

cess of the company. Good employees that are

able to carry out the hospitality concept in line

with the goals of the organization, are scarce.

Differences between generations have impact

on the shop floor. Employees show a great diver-

sity, have varying standards and values, are less

loyal, have a new etiquette, mix their private and

professional lives, have a different guest orienta-

tion and have different knowledge. Generation Y

employees are 24 / 7 online, are more interested

in personal development and growth opportuni-

ties, but also in a good working atmosphere. It

becomes more challenging to find talented emplo-

yees, to captivate and bind them. As an employee,

the Hospitality Manager professional is aware of

his broad “employability” and less often chooses

for the traditional vertical career within a chain of

hotels and more often for a varied career in the pri-

mary, secondary of tertiary professional field.

Areas of expertise

§ human resource

management

§ labour legislation

§ leadership

§ diversity management

§ corporate social

responsibility

§ organizational behavior

Skills

§ cross-cultural management

§ recruitment, selection and

schooling of new employees

§ motivating, stimulating

and coaching leadership

§ advising, delegating

and empowerment

§ conversation skills

Attitude

§ problem-solving

§ diplomatic

§ empathic

§ result-oriented

4

Competence 5:

Organising, controlling and improving the operational or organizational processes

Based on the agreed organizational policy, the Hos-

pitality Manager professional is able to (re)organize

the primary and supporting processes to realize the

desired added value for the guest and the stake-

holders concerned. Apart from this, he will contin-

ually steer the processes that he’s responsible for.

For this, the output variables of the processes con-

cerned are measured constantly, the esta blished

output standards are compared and the input vari-

ables are adjusted if this is necessary.

Areas of expertise

§ operational management

§ sustainable entrepreneurship

§ quality management

§ operational processes:

rooms division management,

food & beverage management,

among which technology,

housekeeping, revenue

management, front office

management, sales

§ project and event

management, mice

§ real estate and control / ad-

ministration

§ safety and security

management, calamities

Skills

§ effective and persuasive

communication

§ influencing

§ negotiating

§ networking

§ leadership

§ analytic powers

§ planning and process

management

Attitude

§ efficient

§ result-oriented

§ socially responsible / aware

§ cost-conscious and

profit-conscious

5

Competence 6:

Analyzing the financial and legal aspects, internal processes and environment of the company or organization in order to strengthen coherence and interaction

The Hospitality Manager professional has insight

in environment factors that impact his own orga-

nization. He is capable of supporting the decision-

making process by collecting, processing and

using relevant management information, qual-

ity standards, (financial) preconditions, legisla-

tion and guidelines. In doing this, the Hospitality

Manager professional takes the interests of all

stake holders into account.

Areas of expertise

§ management accounting

§ revenue management

§ management

information systems

§ purchasing procedures

§ contracts

§ liability

§ European contracting

procedures

§ permits and legislation

§ insurances

Skills

§ working with a financial cycle

§ making a business case

§ explaining and presenting

a business plan, financing

plan, periodical financial

report and budget plan

§ pin-pointing and applying

relevant legislation and rules

§ assessing various suppliers

of products / services

Attitude

§ analytic

§ responsible

§ eye for detail

§ reliable

6

Competence 7:

Developing, implementing and evaluating a change process

The complex network surrounding the Hospitality

Manager professional is active in an international,

multicultural setting. This environment changes

ever faster. Demographic, economic, technologi-

cal, sociological and political developments influ-

ence the environment. The dependency between

economic regions in the world is increasing. Big

issues like global energy supply and water man-

agement, ecological disasters, changing economic

power relations and democratisation cause great

dynamic change. These global issues impact the

Dutch economy and the hospitality industry. For

the Hospitality Manager professional change is a

fact. The Hospitality Manager professional works

continually at improving the quality of relations

with all stakeholders. The often conflicting inter-

ests harbour the challenge to lead the necessary

change and improvement processes, asking for

accountability at several fronts. The Hospitality

Manager professional analyses new information,

makes choices, keeps control, acts consistently,

is effective and books results in implementing

change processes.

Areas of expertise

§ change management

§ organization development

§ project management

§ internal and external

communication

Skills

§ decision-making on

the basis of scenarios

§ leading change processes

§ initiating change processes

§ motivating stakeholders

§ advising

Attitude

§ motivating

§ result-oriented

§ consistent

§ inspiring

7

Competence 8:

Initiating and creating hospitality concepts, products and services, self-reliant and entrepreneurial

The Hospitality Manager professional shows an

entrepreneurial attitude in which innovation is an

important value. The Hospitality Manager profes-

sional spots opportunities in the market and uses

his qualities as an entrepreneur to create added

value for guests and all other stakeholders. This is

a constant process of adaptation to development

of profitable or financially sound integral hospital-

ity concepts, services or products, or parts of it. In

the market the Hospitality Manager professional

knows how to make products and services profit-

able, how to market and sell them. In not-for-profit

organizations the Hospitality Manager professional

is able to provide added value as well, by develop-

ing innovative services designed to create value for

guests, investors, contractors and clients.

Areas of expertise

§ innovation

§ marketing

§ revenue management

and sales

§ market intelligence

§ concept design

§ imagineering

§ distribution channels

Skills

§ analyzing trends and

developments in the market

§ translating trends and

developments into likely

applications for the market

§ developing integral

hospitality concepts

and parts of them

§ understanding and

developing business models

§ sales

§ entrepreneurial skills

Attitude

§ extravert

§ analytic

§ entrepreneurial

§ creative

§ result-oriented

8

Competence 9:

Social and communicative competence

The Hospitality Manager professional is capable of

building relations both inside and outside the orga-

nization at various levels, with individuals, within the

organization and with other organizations. Optimal

control of these networks at all three levels leads to

personal and business success. Communication

within these networks takes place both in physical

and in online environments. Relevant and influen-

tial trends and developments for this competence

are: 24 / 7 online communication, transparency and

accountability. The globalisation of the hospitality

enterprises themselves asks for more cross-cultural

communication skills from Hospitalilty Managers.

Both in professional networks and in guest rela-

tions, with guests one needs to deal with many dif-

ferent nationalities. We also see a shift from the

“predictable target groups” from the own booking

channels to fluctuating groups of guests from vari-

ous online booking channels. This competence is

almost always demonstrated in combination with

the other competences.

Areas of expertise

§ foreign languages

§ intercultural communication

§ organization culture

§ communication,

communication tools and

communication techniques

Skills

§ business communication in

Dutch / English and a second

modern foreign language.

§ social and intercultural skills

§ stimulating, motivating,

influencing and convincing

§ recognizing standards,

values and interests of other

people and anticipating on them

§ conflict management

§ negotiating

§ advising

Attitude

§ being open for other

cultures

§ extravert

§ networker

§ diplomatic

§ empathic

9

Competence 10:

Self-management (as an individual and as a professional)

The Hospitality Manager professional works

actively on his personal development through self-

consciousness, reflection and self-management.

Her actions as a private person and as a profes-

sional are highly visible. The Hospitality Manager

professional reflects on her own behavior and per-

formance and is able to examine the underlying

motivation, values and standards. She is receptive

to feedback from others. The Hospitality Manager

professional is able to make choices based on

moral standards. She has a strong motivation to

help others and is able to service them under all

circumstances. She knows her qualities and estab-

lishes learning goals to improve herself.

Areas of expertise

§ leadership

§ professional behavior

§ psychology

§ ethics

Skills

§ analyzing

§ reflecting

§ correcting

§ making choices

Attitude

§ open

§ critical

§ professional

10

NHTV – Academy of Hotel ManagementSibeliuslaan 13

4837 CA Breda

+31 (0)76 53 32 780

www.nhtv.nl

Saxion HospitalityBusiness SchoolKerklaan 21

7311 AA Apeldoorn

+31 (0)57 06 03 591

www.saxion.nl

Stenden UniversityRengerslaan 8

8917 DD Leeuwarden

+31 (0)58 24 41 100

www.stenden.com

Hotelschool The HagueCampus The HagueBrusselselaan 2

2587 AH Den Haag

+31 (0)70 35 12 481

www.hotelschool.nl

Hotelschool The HagueCampus AmsterdamJan Evertsenstraat 171

1057 BW Amsterdam

+31 (0)20 85 12 900

www.hotelschool.nl

Hotel Management School MaastrichtBethlehemweg 2

6222 BM Maastricht

+31 (0)43 35 28 282

www.hotelschoolmaastricht.nl

Schools and addresses Hotel

Management Schools

Master’s Degree program

Master Innovative Hospitality Management (Hotel Management

School Maastricht) | Master Facility and Real Estate Management

(Hotel Management School Maastricht) | Master in Hospitality Man-

agement (Hotel School The Hague) | Master in International Service

Management (Stenden University) | Master in International Leisure

and Tourism (Stenden University) | Master in Tourism Destination

Management (NHTV) | Master in Leisure Studies (NHTV) | Master

Facility and Real Estate Management (Saxion)

Colophon

This brochure is commissioned by the Association Dutch Hotel Man-

agement Schools

Author: Bastienne Bernasco

Secretary Association: Marijke Klaassen | marijke.klaassen@zuyd.nl

Graphic design: Véronique de Jong | www.veroniquedejong.nl