Goals and Development Orientation of Hanoi College of Tourism in the Coming Time

3.1.3. Goals and development orientation of Hanoi College of Tourism in the coming time

3.1.3.1. School development orientation

Hanoi College of Tourism always strives to become a key school, a training facility providing high-quality labor resources for the tourism industry. And in the future, the school will be built into the Tourism Academy. To achieve that, the school needs a team of teachers who meet the general level of the industry and have a suitable structure to create prestige and affirm the position of the school. When graduating, students are equipped with knowledge and methods with sufficient capacity in a competitive environment.

Specific objectives:

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Build a team of teachers with sufficient quantity and reasonable structure, strive for 100% of teachers to have university degrees, most of whom have university degrees in foreign languages, reaching 80%, teachers knowing at least 2 foreign languages ​​to be able to participate in foreign projects or joint training programs of the school with other countries.

Training objectives:

- Training and further professional development for teachers with college, university and postgraduate degrees in the tourism industry to meet the demand for high-quality human resources for the industry.

- Develop and innovate teaching programs and vocational practice programs to become a key school in the Northern region and the whole country in training human resources for the tourism industry.

- Conduct exchanges of scientific staff with colleges and universities in the region and nationwide to improve professional qualifications and research capabilities of lecturers.

- Enhance technological awareness for students, increase the frequency of student internships, link with job support centers for students about to graduate and link with businesses to create opportunities for students to gain more practical knowledge in society to help them have the most general view of how working outside is different from studying theory.

- Develop more soft skills training programs to help students when exposed to the working environment to handle problems well, be confident in communication, have a wide range of knowledge and understanding in the tourism field.

Objectives of scientific research

- Carry out scientific research activities, provide information on admission to foreign organizations, develop careers and restaurant and hotel services within permitted conditions and capabilities.

- Aiming to become a school that provides high-quality human resources, applying science and technology into practice to meet the development needs of the key tourism industry of the Northern region and the whole country.

- Combine scientific research and training tasks to improve the quality of education and training to meet the requirements of highly qualified scientific and technological human resources.

- Conduct exchanges with scientific staff at domestic universities and colleges and some schools in the region to improve professional qualifications and research capabilities for lecturers.

- Increase the frequency of student internships, enhance students' cognitive capacity, and link up to build a "student support center and link with businesses" to introduce highly qualified students to work for tourism companies, hotels - restaurants or other organizations.

- Cooperate and develop scientific research activities with universities and colleges in the tourism industry to conduct training to improve scientific research capacity, deploy technical and technological advances for staff, teachers and students, deploy scientific topics on restaurant and hotel management into practice at tourism companies and tourism training institutions, contributing to promoting economic development.

3.1.3.2. Goals of the School Board

Teaching is always a profession that is respected and highly appreciated by the State. According to the school's Board of Directors, the issue of motivating teachers to dedicate themselves and work to their fullest potential is to help the school affirm its reputation in the eyes of businesses recruiting human resources in the tourism industry or from the eyes of students when choosing a school to take the entrance exam and apply for admission.

3.1.4. Orientation to motivate school lecturers in the coming time

In the current competitive era, school leaders and Board of Directors need to proactively integrate, actively learn, dare to think, dare to do, dare to take responsibility and make timely decisions. To successfully implement the school's goals, the Board of Directors needs to successfully implement breakthrough solutions: human solutions, management solutions.

Among those solutions, the school will spend a lot of time and effort on solutions to build the school's teaching staff. The school clearly realizes that whether or not it can develop strongly and sustainably depends on the decisive factor of human resources. Therefore, activities to motivate employees are always of top concern.

The school always understands that motivating employees is a long-term activity that needs to be done regularly and is a sustainable solution.

to attract and retain talent. Creating motivation for labor is an activity aimed at changing the behavior and attitude of workers in a positive direction. In addition, creating motivation for workers requires the synchronous use of tools and policies to ensure care for workers' lives in both material and spiritual aspects.

The school's orientation to motivate employees in the coming time will be to take care of employees comprehensively, both materially and spiritually. It is to create development opportunities for employees, train school staff to meet job requirements, arrange reasonable use of labor and build appropriate compensation policies.

Schools need to pay attention to creating conditions for workers to demonstrate their abilities as well as creating development opportunities for workers. Training is one of the urgent tasks that is given top priority.

Regarding the arrangement and use of human resources, the school needs to focus on building a mechanism to arrange the right person for the right job, and to use labor appropriately according to the employee's capacity and strengths. At the same time, there needs to be a policy to treat and honor talented people.

In addition, the school's Board of Directors is also determined to build a united leadership team, promote the collective role, enhance the role and responsibility of the school leader and each member of the school's Board of Directors, act resolutely, persistently and creatively, cooperate, support each other and strive to best complete the assigned tasks.

3.1.5. Some principled viewpoints when proposing solutions

On the basis of motivating teachers of the school, it is necessary to base on the foundation of proper recruitment and reasonable use of the school's teaching staff. How to make feasible proposals in motivating them, that is, it is necessary to focus on training, maintaining and improving

Ethical qualities for teachers, innovation in the system of organization and staff, reasonable policies and mechanisms to ensure the implementation of the policy of socialization of education.

3.2. Some solutions to motivate lecturers at Hanoi College of Tourism

After analyzing the current situation of motivating teachers at the school and pointing out its advantages and limitations, the author boldly proposed a number of solutions and recommendations so that the school can improve the work of motivating teachers in order to not only retain them for a long time with the school but also make them contribute more to bring about even higher achievements. In addition, these solutions also help the school achieve the set development goals.

3.2.1. Set effective work goals for teachers to help them do their best work.

Goal setting is one of the steps in motivating employees, enhancing their autonomy because they are directly involved in creating their own goals. This method helps employees better understand the goals and strategies of the organization, and see that they are an important link in implementing the common goals and strategies.

First, it is necessary to raise awareness among leaders about the importance of goal setting activities to employee motivation and performance. As such, leaders need to invest time and resources in applying and implementing motivational measures by setting effective goals for each individual employee.

The school can organize seminars and training courses on soft skills, including goal setting skills, for managers from top to bottom on basic and necessary knowledge that can be effectively applied in work.

Training can be conducted in conjunction with qualified training institutions or by inviting experts to teach at the school.

In weekly, monthly, quarterly and annual meetings, the school's Board of Directors directly disseminates and explains the development strategy and goals of the school and its departments to ensure that all teachers, staff and workers of the school clearly understand and commit to working together to achieve common goals.

Department heads and deputy heads are the ones who directly set work goals with their staff. It is necessary to clearly define the responsibility of the direct leader who is responsible for supporting the staff under his/her management in setting work goals.

Always involve employees in the goal setting process, so that they can set their own goals based on the overall goals of the organization. Then, managers need to discuss and exchange with employees to have the necessary consensus on the set goals. Employees are the ones who understand whether they are capable of achieving the goals or not, so in the process of building goals, it is necessary to discuss and consult with the opinions of school staff.

Some notes on the given goals:

The goals of teachers, staff, departments and faculties must be aligned with the common goals of the school.

Goals set must always be clear, specific, measurable, achievable and time-bound. Goals must be challenging to encourage employees to strive to achieve them.

From the job description and the employee's performance standards, the manager will determine the tasks that the employee needs to perform. The information in the performance standards will help them have a basis to determine the work results that need to be achieved. Completing job analysis documents, clarifying specific tasks of employees, and building performance standards

Clear job descriptions for job titles will be the basis for setting specific, appropriate goals for employees.

Work objectives should be weighted to reflect the importance and priority of the objectives.

The level of completion of the goals will be the criterion for evaluating the performance of employees (applying the performance evaluation method proposed by the trainee in the solution section to complete the performance evaluation activity).

3.2.2. Perfecting financial stimulus solutions

3.2.2.1. Perfecting the salary policy linked to teachers' work performance

The demand for high salaries still dominates the motivation of employees in general and school teachers in particular. To motivate teachers and keep them working long-term, schools need to pay salaries that are competitive in the market. Along with the realities studied in the school, the author would like to propose some solutions as follows:

Firstly, disseminate and clearly explain to employees the salary regulations currently applied at the school, salary calculation methods, salary coefficients for positions, etc. so that employees clearly understand the salary they receive and see the fairness when compared with the income of other employees in the school.

Second, perfecting the salary system to be more suitable in the direction of:

- Wages need to ensure the reproduction of labor, and are the main source of income for workers, so they need to ensure their lives as well as accumulate. Therefore, schools need to consider fluctuations in the consumer price index in the market to determine reasonable salaries.

- Salary is linked to work performance in terms of both quantity and quality.

- The salary of school teachers must be equal to or higher than the average of colleges in the tourism sector in Hanoi and the northern provinces to ensure the competitiveness of the school.

- Salaries need to differentiate between different types of specific work of teachers.

Third, build a mechanism to evaluate work performance, linking salary to efficiency, productivity and quality. Currently, the school's work performance evaluation is carried out in a formal manner, not accurately reflecting the contribution of employees. Therefore, salary does not reflect the different levels of contribution of teachers. With the completion of clear job descriptions, the development of full performance evaluation criteria, teachers' achievements need to be monitored and comprehensively evaluated not only in terms of completed work results but also in terms of capacity, behavior and attitude during the work process. Accordingly, salary increases are linked to the evaluation results and actual capacity of each teacher.

Fourth, for the additional salary, the formula for calculating the additional salary should be maintained but with an increase in coefficient T1. The adjustment of this coefficient, in addition to being based on the school's revenue and expenditure fund, also needs to be considered and adjusted to the fluctuations of other factors in the market. If the revenue and expenditure fund is in deficit, the school needs to use the reserve fund to provide additional support for the teaching staff. This is extremely important, directly affecting the lives of teachers and affecting their morale and working attitude, avoiding the situation where their salary decreases or increases more slowly than the inflation rate while prices are constantly increasing.

3.2.2.2. Building an attractive reward system and welfare system Regarding reward work