Hospitality Supervisor Certificate
Skill Builder
358
About this Activity
The Skill Builder Self Assessment Activities come next. Knowing oneself is the best bit of advice we can give students to help them find a career they are passionate about and makes them happy. A satisfying career engages their heart as well as their mind. Through a series of personal assessments, students will learn about their likes and dislikes, their values, their interests, what they do well so much more. Some of the Skill Builder responses will help populate their Go Plan found in Part three. Teachers have the flexibility to add additional skill builder activities should they want to enhance the module topic.
Why People Quit People
At Harbor View Hotel & Resort, two supervisors manage different teams of front desk and guest services employees.
Supervisor A (Traditional Style): Runs the front desk with a strict, top-down approach. He micromanages check-in procedures, points out errors without offering guidance, and rarely thanks staff for handling difficult guests. Within a few months, several employees resign, citing stress and lack of support. Guest satisfaction scores begin to decline, and HR notices a pattern of exit interviews mentioning “lack of appreciation” and “unfair management.”
Supervisor B (21st-Century “Aha!” Style): Leads the concierge team by blending structure and support. She ensures systems (hard skills like scheduling and accurate check-in procedures) are followed but also applies soft skills — listening to concerns, recognizing effort, and coaching staff through challenges. Her team reports higher morale, fewer absences, and consistently strong guest reviews. TripAdvisor comments even mention individual staff members by name, crediting the positive team culture.
The General Manager, comparing outcomes across departments, asks: “Why is one team struggling while the other is thriving under the same brand standards?”
Supervisor A (Traditional Style): Runs the front desk with a strict, top-down approach. He micromanages check-in procedures, points out errors without offering guidance, and rarely thanks staff for handling difficult guests. Within a few months, several employees resign, citing stress and lack of support. Guest satisfaction scores begin to decline, and HR notices a pattern of exit interviews mentioning “lack of appreciation” and “unfair management.”
Supervisor B (21st-Century “Aha!” Style): Leads the concierge team by blending structure and support. She ensures systems (hard skills like scheduling and accurate check-in procedures) are followed but also applies soft skills — listening to concerns, recognizing effort, and coaching staff through challenges. Her team reports higher morale, fewer absences, and consistently strong guest reviews. TripAdvisor comments even mention individual staff members by name, crediting the positive team culture.
The General Manager, comparing outcomes across departments, asks: “Why is one team struggling while the other is thriving under the same brand standards?”
Course Facilitator
