Professional Industry Experience (PIE)

A PRIOR-VOCATIONAL EXPERIENCE REPORT

BASED ON REFLECTIVE LEARNING AT HILTON ABUJA NIGERIA

BY

MODULE TITLE: PROFESSIONAL INDUSTRY EXPERIENCE

MODULE NUMBER: CBM 314

DEPARTMENT: INTERNATIONAL TOURISM AND HOSPITALITY MANAGEMNET

MODULE COORDINATOR: SALLY BERRISFORD

EXECUTIVE SUMMARY

This report was commissioned to explore prior-vocational industrial experience with Hilton Abuja-Nigeria. Using Gibbs reflective cycle, Kolb’s experiential learning theory, Kotler’s situational analysis and Liz’s professional development plan as a diagnostic and controlled composition; the report explores and provide an answer to the environmental factor affecting Hilton Hotel Abuja through the position of a manager attempting to achieve professional ideals; to critically evaluate self-assessment; to reflect on learning, and to develop a professional competencies and personal attributes.

The report is structure in two part; where part 1 deals with student industrial based experience that comprises of section A and B which evident the results of situational analysis, and self-reflective assessment and learning respectively. Whereas, part 2 is divided into four levels which comprises of level 1- Personal details; level 2 – personal competency review; level 3 – career development plan and level 4 – Personal objectives.

The report draws attention to the knowledge gained in the cause of engaging in solitary introspective by practitioners, managers and organisations. It also brings to lime light the needs to engage employees during personal development plan appraisal. To this end, the report recommends self-reflection as the best skills for practitioners as it enhances critical thinking, experiential learning and self-evaluation.

KEY WORDS: Prior-Vocational Experience, Self-Assessment/Reflection, Hospitality,

Personal Development Plan, Experiential learning, Swot/Pest analysis,

And Professional Industrial Experience

Table of Contents

Part 1 – A1

1.0 Introduction ---------------------------------------------------------------------------------------------1

1.1 Aims of the Prior–Vocation Experience Report-------------------------------------------------1

1.2 Hilton Historical Background----------------------------------------------------------------------1

1.3 Organisational Management Structure------------------------------------------------------------2

1.4 Hilton Future Strategies-----------------------------------------------------------------------------3

1.5 Hilton Pest and Swot Analysis---------------------------------------------------------------------4

1.6 Implication on Manager’s Performance----------------------------------------------------------6

Part 1 – B1

2.0 Critical Evaluation of Self-Assessment and Self-Reflection/Learning-----------------------7

2.1 Reflective Practice Overview----------------------------------------------------------------------7

2.2 Communication Skills-----------------------------------------------------------------------------10

2.3 Staff Relationships---------------------------------------------------------------------------------11

2.4 Planning and Organisational Skills--------------------------------------------------------------12

2.5 Problem – Solving and Learning Skills---------------------------------------------------------14

Part 2 – A1

3.0 Personal Development Plan Overview------------------------------------------------------------15

4.0 Conclusions/Recommendation----------------------------------------------------------------------18

Reference ----------------------------------------------------------------------------------------------------19

Appendices

Appendix 1: Certificate of Service delivering to World Economic Forum on Africa -------------24

Appendix 2: Recognition of Excellence for Team/Hotel of the year Africa and Middle East---25

Appendix 3: Certificate of Excellence/ professionalism in 2015-------------------------------------25

Appendix 4: Certificate of Recognition: 10 year Long Service Anniversary Hilton---------------26

List of Tables

Table 1.1: Hilton Pest Analysis-----------------------------------------------------------------------------4

Table 1.2: Swot Analyses of Hilton Hotel-----------------------------------------------------------------5

Table 2.1: Linen Complaint logbook---------------------------------------------------------------------13

Table 3.1: Level 1 - Personal Details---------------------------------------------------------------------15

Table 3.2: Level 2 – Personal Analysis (Personal Competency Review) ---------------------------15

Table 3.3: Level 3 – Setting Goals (Career Development Plan --------------------------------------16

Table 3.4: Level 4 – Personal Objectives----------------------------------------------------------------17

List of Figures

Figure 1.1: Picture of Hilton Abuja ------------------------------------------------------------------------2

Figure 1.2: Hilton Abuja functional Organisational Chart----------------------------------------------3

Figure 2.1: Borton’s reflective framework----------------------------------------------------------------8

Figure 2.2: Kolb’s Learning Styles Model/Experiential theory----------------------------------------8

Figure 2.3: Gibbs Reflective Cycle-------------------------------------------------------------------------9

Figure 2.4: Linen Complaint Bar Chart------------------------------------------------------------------13

24 | Page

PART 1 – A1

1.0 Introduction

Prior Vocational Experience ( PVE) come into view in contemporary and present day studies because student cherish the route out of the desired not to repeat already undertaken training (Judy,1999). Research by Per, Andreas and Fredrik (2013), discovered that prior vocational and experiential learning is an experience that is distinguish and associated with various application and factors, notion and conceptualisation. However, Tony’s (1996) report on learning from experience outlines the application and recognition of prior vocational learning in education and training of teachers to include predetermined credit, personal development plan and infusing PVE in developmental learning programs. He therefore argue that PVE design be critical and incorporated to learning curriculum with reflective underpin which will enhance experiential learning. But Jane and Gillian (2001) argue against PVE design and credit and that emphasis be rather channelled to enhancing and supporting learners as that will create a lasting learning experiences.

The justification of PVE is to furnish students with experiential learning through critical reflection by extricating self and looking back at action with a view to learning valuable lesson with future application. To this end, in 2007, I enrolled as an apprentice with Hilton Abuja Nigeria where thereafter I spend over a decade working in various department of the Hotel. This PVE avail me the opportunity to look back at my decisions and actions with a view to critically evaluate my experience.

1.1 Aims Of The Prior–Vocation Experience Report:

· To critically evaluate the external and internal factors affecting Hilton Abuja.

· To provide critical evaluation of self-reflection, self-assessment and learning.

· To draft a personal development plan and strategies for enhancing my professional competencies.

1.2 Hilton Historical Background

Hilton is an American multinational privately owned hospitality company, founded by Conrad Hilton in 1919, and currently headed by Christopher J. Nassetta. It has portfolio of 19 foremost brands with 5,700 properties and 1,134,065 rooms cut across 117 countries. Hilton has a revenue base of $8.9 billion as at 2018, with workforce of 300,000+ cutting across its franchised, managed facilities and corporate office (Hilton, 2019).However, to date, Hilton had welcomed about 3.2 billion loyal guests and has being at the forefront of revolution in hospitality industry. Similarly, Hilton Hotel Abuja Nigeria began operations with 670 rooms in 1987 with National Insurance Corporation standing as an intermediary and principal partner where both signed an agreement (franchise) 51% to 49% share with Hilton International Company on 10years renewal basis (see fig. 1.1 pictorial). Consequently, the agreement has gone through series of review till the present day where the hotel saw an upgrade from five to seven stars; ranging from digital improvement and upgrading the hotel with state of the art facilities. Presently Hilton strategically expands her operation across Nigeria, bringing the total rooms to 1480.

Figure: 1.1 Picture of Hilton Abuja

1.3 Organisational Management Structure

Jones (2013) defined organisational structure as a relationship that connects tasks and authority for the purpose of controlling and supervising employee. It’s the deliberate system of equating tasks and authority (Robbins, Culter and Vohra, 2009). Thus, for a better performance and productivity, organisation must be structure (Herscovitch and Meyer, 2002). Van Reil and Charles (2007), present another divergence view that management structure be focus on communication as this is where organisation drives its legitimacy thereby networking and putting competitor out of market. John and Brian (1977) argue that organisational structure which depends on rules and hierarchy become identical and often led to conflict thereby making a manager defenceless in achieving ideal service and objectives. Whereas, Porter (2008), highlighted the relationship between management and organisational structure where he identified revenue as the end products. In line with this, Hilton Abuja functional management strategy is driven by competition and customers’ purchasing power (Henry, 2004). More so, Dudovskiy (2016) added that Hilton business strategy is informed by service differentiation through quality service, integrity, honesty, purposeful leadership, urgency in customer recognition and infusing of latest digital technology and the interaction of internet of things.

Figure 1.2 Hilton Abuja Organisational Chart

Source: https://image.app.goo.gl/gqbbwqwsfmlbky58

1.4 Hilton Future Strategies

Thompson (2001), “… strategy is fundamentally about a fit between the organisation’s resources and the markets it targets-plus, of course, the ability to sustain fit overtime and in changing circumstances.” Leading strategy theories from Chandler (1962), Porter (1980), Drucker (1954) and Mintzberg (1978), attempt to link strategic goals and objectives with competitive scarce resources in an organisation. Drucker, it’s the theory of organisational win. Porter (2008; 1998), it’s a purposeful step between choice and competition. Chandler, it’s a logical flow as a result of competition. Mintzberg, it’s a deterministic patterns of unravelling a probabilistic occurrence. Divergently, Johnson, Scholes and Whittington (1998), viewed strategy as organisational long-term plan informing future decision. Montgomery and Collins (1995), argue that strategy showcase and direct the purpose why organisation exists and that strategy intertwine with vision, value and mission which gives rise to competitive advantage. To this end, Thompson, align both stakeholder and producer together; where he said companies fail because their strategy run short of expectations. These give rise to her competitive strategic advantage:

· Using the potential of her employee effectively through team work

· Domesticating Customers’ Needs/Expectation through networking.

· Constant innovating and learning customers buying behaviour.

· Introducing differentiated products/services through quality Management/Supplier Alliances

1.5 Hilton Pest and Swot Analysis

PEST is strategic tool used to analysing and understanding external environmental factors affecting organisation and business profitability (Fam et al. 2017). The acronyms PEST stand for political, Economic, Social and Technology. Gupter (2013:42) viewed Pest analysis as a “business measurement tool” only necessary for “strategic management”. But Gray (2016), argue that Pest analysis considers the wider environmental implications on the business while Swot analysis interpret the internal impact of external environment on the organisation. Kotler’s (1998) model postulate that without Pest analysis, organisational market capacity wane, risks become unavoidable and future strategies suffer. Conversely, research by Johnson, Scholes and Whittington (1998) postulated that Swot analysis evaluate the strength and weaknesses used in exploring resources and capacity within the environment thereby mitigating opportunities and Threats. However, this they concludes, complement Pest analysis in strategic organisational planning. However, table 1.1 and 1.2 present the results of Hilton external environmental audit through PEST and SWOT analysis.

Table 1.1: Hilton Pest Analysis

Political	1- Political instability in Nigeria occasion by violent election (Adel and Sally 2017). 2 – Poor Tax policies and regulation. 3 – Consumer protection law not strong. 4 – Unstructured employment law.
Economic	1 – Exchange rate fluctuation and inflation on local currency (Ming-Hsiang et al., 2012). 2 – Poor monetary policy and domestic (Hanqin, Basak and Wendy (2012). Hilton Abuja suffered a devastating impact in sales during the global financial crisis in 2009 which impacted on revenue negatively by 27% (Hilton PW-report 2016).
Social	1 – Demographic and population growth of 210 million in Nigeria (NPC,2018) 2 – Poor work attitude and culture (Hofstede, 2001). 3 – Living condition and social attitude toward technology.
Technological	1 – Advancement in internet of thing (IoT) 2 – Energy usage and costs associated with servicing technology. 3 – Change in mobile technology and user attitude (Kevin, Chi and David (2005).

Table 1.2 Swot Analyses of Hilton Hotel

STRENGTHS	WEAKNESS
1. Effective organisational leadership and management team (Porter, 2001). 2. National business portfolio spread across Nigeria with client relationship and availability. 3. Strong dedicated brand image – 14 brands with 670 rooms for sale 4. National Hospitality and Hotel management experience 5. High level of technological advancement and application. 6. Location Advantage: Located at the heart of the federal capital city of Nigeria. 7. Large parking capacity: 5300 parking lot.	1. Relaying on US and Canada Market. Dudovskiy (2016), United State account for 80% revenue generated from Hilton worldwide portfolio which make it more vulnerable to competitors in Nigeria. 2. Outrageous backlog debts 3. Comparative meagre market share in spite of the global presence 4. Rigidity and functional organisational structure. 5. Can easily be affected by global economy fluctuation since 80% reserve is in dollar. 6. Lack of elaborate arcades for family relaxation even when they have large expense of land.
OPPORTUNITY	THREAT
1. Consider extending to cruise line in Lagos the commercial centre of Nigeria. 2. Expanding her hotel chain in Rivers – Porthacourt the energy capital of Nigeria. 3. Take advantage of Obudu Cattle Resort in Cross River State Nigeria and build a world class resort. 4. Explore Catering and Event Market, Advertise through social media since technology is on the raise and digitalise the operation through internet of things.	1. The entering of Marriot and Radisson Blue brand into Nigerian Market and the rapid change in technology 2. The rising and incessant terrorist attack in the lake Chad basin in Cameroun. 3. Government political interference with 41% stake in the business and continuous contract review. 4. Rapid development of estate and building in Abuja thereby given international guest opportunity for short rental at cheaper price.

1.6 Implication on Manager’s Performance

Looking back at the impact of exchange rate, terrorism and political instability, overdependence on the US market, rapid change in technology and government interference; it’s evidently clear that a manager without a strategic plan will never meet objective and professional ideals (Thompson). However, for a manager to overcome this, he needs to be aware and plan ahead while considering tax policies, attitude to work and inflation rate.

PART 1 – B1

2.0 Critical Evaluation of Self-Assessment and Self-Reflection/Learning

2.1 Reflective Practice Overview

Reflective practice connects theories and practical learning based on critical thinking and conveys several implications which resulted to individual professional engaging in lonely self-examination which can be formal, explicit or implicit, Finlay (2008). Hibbert and Cunliffe (2015) argue that self-reflective practice connects practitioners’ by bonding practical learning and experiential knowledge, thereby enhancing managerial ideals. In health, Atkins and Murphy (1993) distinguish three level of reflective process which include; feelings and thought, critical analysis and finally development of new thinking or learning. In education, Zeichner and Liston (1996) identify five level of reflection as Rapid Reflection, Repair, Review, Research and Re-theorising and Reformulating. In addition, scholarly publication by Brown and McCartney (1995), building on Quinn (1988/2000), Gibbs (1988) and Schön (1983) on Reflective and Reflective Practices argue that reflective practice turn positive or negative experience into knowledge. Consequently, self-reflective skills are vital for experiential learning process as well as the impact on learning outcome (Clarke, 2004; Purcell, 2013). However, some practitioners view it as personal activities which don’t require formal planning since the premise is based on experience (Cisero, 2006; Morrison, 1996). Dewey (1933) brought to lime light the field of reflective and experiential learning where he identified reflective “in” and “on” practice and further argue that in reflective by chance, we formulate hypothesis in other to test the outcome of our ideas. Eraut (2004) criticise the proposition of lack accurateness and correctness. Usher et al (1997) viewed Schön report as too academic and unreflective, while Ekebergh (2006) argue that it’s possible to reflect momentary by staying aloof from experience. Larrivee (2000) argue that until it’s structured, the exercised remain personal experience that has no academic backing. Research by Katajavuori, Lindblom-Ylanne and Hirvonen (2006), agreed with Larrivee that experiential and theoretical learning be integrated and structure to promote better decision making. However, Helyer (2015) and Johns (1995) disputed the proposition that fusing theoretical learning with reflective practice make the exercise complex and unreflective but agrees on structuring which better enhance retrospection and repeated mistake. But Borton’s (1970) framework guiding reflective activities provides a template which cantered on sequence of event where no part is excluded; to him it’s a continuous integrated flow with endless circle. However, this also prompt Kolb(1984) cyclical model of learning where knowledge and action intertwine with four face of learning experience (see fig. 1.1) and Gibbs (1988) model of reflection with six face of learning where action plan was added to enable practitioner honestly evaluate process and learn from the outcome( see fig.1.2). However, Patricia (2012) seem to be at variance with the recent work on theoretical complexity of reflective and critical practice by Fook (2016); where it’s identified that critical reflective is “contested terrain” and difficult to practice. In spite the efficiency, several criticisms still negate the usage of reflective learning as an assessment tools (Boud & Falchikov, 2006; Boud and Walker, 1998). To this end, Blackman et al., (2012) viewed self-reflective practice as a tool for enhancing organisational change and collaborative decision-making. To ensure true reflection, it’s important you step aside and reflect retrospectively (Van Manen, 1990). Considering different argument from scholars, it’s evident that for reflective and experiential learning to achieve it aim and objectives in contemporary organisation structure, Gibbs reflective cycle and Kolb’s learning style model should be consider by practitioners but however, Gibbs model give a better insight.

Figure 2.1: Borton’s Reflective Framework

Figure: 2.2 Kolb’s Learning Styles Model/Experiential Theory

Adapted From: Eray G. 2017. www.researchgate.net

Figure 2.3: Gibbs Reflective Cycle

Adapted From: Sarah S. 2015. https://blogs.glowscotland.org.uk/glowblogs/

2.2 Communication Skills

As a Shift Leader – Room Division, my communication skills was brought into question in May, 2014 when Hilton Abuja Nigeria hosts the World Economic Forum on Africa. Barker (2016:10), “communication is the process of creating shared understanding.” Watson (1998) identifies communication channels to include technology medium base model, output model, content model and response model; which he called the media prism. He then argues that effective communication depend to some degree on technology media prism. Van Riel and Fombum (2007), propounded that organisation can’t operate effectively without communication because it’s a medium and lifeblood. As a supervisor, my role was to assign duties, investigate complaints, inspect cleaning and report defects.

However, the protocol officer to the then president of South Africa, Jacob Zuma called requesting for a room makeup. The switch board operator promptly relayed the information to me and i quickly delegated the senior floor attendant to provide the service. After two hours, I received a called from the room stating how disappointment they were with us and promised to make a formal report to the management. Initially, I thought the service was already done because there was no feedback but ideally I should have call back to find out if my instructions were actually carried out, because it resulted to embarrassment, poor service, mistrust and bad communication etiquette. Barker (2016:5), publication on Kanizsa triangle model: states that, when we assume and refused to get feedback, our brain filled in the space and creates a perception. Similarly, Dan (2017) presented a divergence view that ineffective communication and improper follow up create mistrust between customer and service giver which not only impede revenue but also attract bad reviews. Johntson and Fern (1999) argues that even though communication gap result to bad service but service recovery, recovers both trust and loyalty from service user when service falls short of standard. Furthermore, it was then, I offered service recovery with a complementary wine and breakfast even when I knew the negative impression had been made.

Looking back, I am deeply saddened for the poor communication attitude on feedback assumptions I displayed. According to Barker (2016:3),’’communication begins, not with the intention to communicate, but with the act of paying attention.’’ Leonard, Graham and Bonacum (2004), recognise effective communication as language of passing critical information within teams which further reduces risks and enhance service delivering. Fook, White and Gardner (2006, p.6), for practitioners, reflection often “remain at the level of relatively undisruptive changes in techniques or superficial thinking”.

On further reflection, this incident calls attention to my weakness in effective communication for healthy outcome. As a supervisor, I should have used my initiative and examined whether my instructions were indeed carried out. Most importantly, it was evidently clear my action caused the president embarrassment and management which resulted to me not making it right the first time.

After the event, I took a further refresher course on communication skills as this kept me abreast with future challenges. Now, if such opportunity presented itself again, I will certainly do better as I am better equipped with the required skills couple with Hospitality operations management and CBM 314-PIE Module.

2.3 Staff Relationships

My role as an outlet Food and Beverage supervisor exposed me to collaborative work from culturally diverse team made of 11 nationalities. I was responsible for quantifying productivity per staff, assisting with menu engineering, attending to guest compliant, and ensuring quality service and responsiveness to guest. To achieve workplace organisational goal through employee relationship, I had to motivate and encourage cooperation between my team (Abdullah et al. 20013).But however, social interrelationship theory acknowledge a pattern of staff relationship called ‘positive interdependence’, expressing team relationship and synergy (Johnson and Johnson, 1993, cited by Maughan and Webb, 2001). Weymes (2002), attempt to draws a parallel between relationship management in workplace and a manager, which he established that quality service is achieved when manager deliberately relate with their subordinate and create a welcoming working environment.

Then as a supervisor, I had limited knowledge on cultural diversity and how to navigate it to the team advantage and it’s my responsibility to ensure and promote cordial relationship for a better performance in workplace. Brand and Jia (2008) identifies incivility as mitigating factor for better employee relationship within organisational structure. Conversely, Meyer (2014) argues that for a harmonious relationship in work place, a manager should be aware of individual culture, as that will enhance better relationship and productivity. Attesting to the publication of Brand and Jia; Turner, and Keegan (2008) attributes the lacks of care and concern by supervisor toward employees that account for poor relationship. However, Barker (2016:23) was able to connect human relationship and conversation for a harmonious performance, where he identifies four dimensions: status, power, role and liking, and these actually define staff relationship. It was really a big challenge for me because individuals preferred relating with their ethnic nationals rather than relating and working as a team (Phinney, 1990). These on several occasion resulted to poor competency review from my manager on my performance development.

Looking back at my weakness and the poor review I received from my manager, I now realised he was right because then, I was supervising a dysfunctional team with poor organisational relationship from my inability not to provide cordial atmosphere for culture awareness. On further reflection, this experience shows that I wasn’t doing much to encourage and care for my team emotional wellbeing and the psychological factors associated with working in culturally diverse organisation aside from the tasks given to them. However, it was evidently clear that the entire attitude I received then was as a result of lack of skills on staff relationship. I have since worked on my weaknesses on staff relationship and presently my skills had also improved greatly couple with my study at Robert Gordon University. On getting back, I hope to improve my human manger skills and strengthen my staff relationship skills across all departments.

2.4 Planning and Organisational Skills

I was elevated in March 2013 to a foreman and transferred to Room Division with a mandate to improved quality as guests complained of being served hard towels. I was terrified and nervous because I had little knowledge on laundry operations. As a foreman, I was responsible for the turnaround of linen to 670 rooms, coordinate timely laundry machine maintenance, and ensure strict adherence to material costs and to provide training based on SOP. Initially, I questioned whether I am the right man for the job because the operation involved planning and organisational skills. Leonard, Anantharanthan, Valerie (1994), proposed 10 ways to improve service, quality and organisation skills which include time management, prioritization, analytical, multi-tasking, and training. Nitin, Deshmukh and Prem (2005), claims that planning and organisational skills are vital skills needed in solving customers complaint.

To address the challenge, I had to prioritise tasks, carried out sectional evaluation, holding meeting, making presentation on the situation at hand, organise on the job training, quantification of laundry chemicals and automating chemical inlet to the industrial washing machine. Organisations are better position when team leaders share knowledge and responsibilities (Eileen et al, 2000). Through time management and efficient planning, linen time delivery was reduced from 8hours to 3hours and Linen texture improved with the application of alkaline booster. And more so the complaint level recorded dropped from 483 to 90 representing 81.36% reduction, (see table 2.3). Richard (1973), theory of organisation and planning, identifies inclusiveness and participation in prioritisation of tasks as factors to achieving organisational goals.

Looking back, I was impressed with my planning and organisational skills which enable me to solve the challenges itemised. Simoneaux and Stroud (2011), when you plan and prioritise, employee will make the journey with you and get the tasks done.

On further reflection, I now understand its natural for one to be nervous and worried when taking responsibility in an unfamiliar terrain even when you were equipped with the job skills. Leadership is not accidental and planning is part of management function where prioritisation of tasks eliminates fear (Raymond, 2017; Miranda et al., 2006). However, in future, I will build on my confidence whenever I am given assignment as this will reduce my nervousness and apprehensive behaviour.

Table 2.1 Linen Complaint Chart

Guests Complaint Floors	Complaint Recorded Before March 2012 – March 2013	Complaint Recorded After March 2013 – March 2014
Executive Floor 10	36	9
Executive Floor 9	27	7
Floor 8	37	11
Floor 7	41	8
Floor 6	62	12
Floor 5	22	1
Floor 4	45	3
Floor 3	49	6
Floor 2	81	19
Floor 1	83	14
Total	483	90

Data Source: Hilton Complaint Logbook Chart 2012 – 2014.

Figure 2.4 Linen Complaint Bar Chart

2.5 Problem – Solving and Learning Skills

As apprentice back in 2008 with Hilton, I had no skills on problem-solving and learning. The apprenticeship scheme was design to develop us professionally on Hotel operations. I was expected to master the art of responsive service, developed and understand complaint handling algorithm, and applying same in real practical situation by timely evaluation of guests’ complaint and resolving them.

For me, the most significant experience happened barely six months into the apprenticeship; I found myself leading a team of 12 at the Oriental restaurant. An incident happened, where a guest complaint of being served cold Sushi and Chicken Curry, the complaint was forwarded to me; I neither empathise nor apologise to the guest for poor service, he left dissatisfied. Mayer (1998) identifies three attributes of problem-solving and learning skills which include: Cognitive, Metacognitive and motivation which facilitate work base learning. Norman, Dimitios and Rob (2009), argue that guests complaint because of poor service and that manager’s response necessitate positive or negative reaction. Robert and Susan (1997), appear to put the blame on manager when poor service happened and that it’s because of lack of empathy, poor feedback, observation and timely engagement that resulted to further escalation and complaint. My lack of problem-solving skills resulted to other guest leaving the restaurant in protest for what had happened to the first guest.

Looking back on my role; I am disappointed in myself and felt bad for displaying such attitude and carelessness for not resolving the guest complaint, and for letting my supervisor down even when he believed I can do it . On further reflecting, I now realised I should have apply the complaint handling algorithm I learnt. Now that I know and fully develop my learning and problem-solving skills, if such incident happens again, I will quickly resolve it without causing guests and management embarrassment.

PART 2 – A1

3.0 Personal Development Plan

Personal Development Plan is a brief, straightforward and unequivocal written report that itemise how individual progress and develop skills on the job. It also gives an insight on employees’ career aspirations and personal development goals base on the organisation’s aim and objectives, which focuses on individual’s long and short time development, (Trumper, 2018). Grayson (2012) questioned the monetary cost involved in developing employees but viewed it as an investment which eventually enhances employee productivity. Conversely, Macaulay (2012) divergently argue that the entire exercise about PDP will remain a mirage, waste of time and resources, except the employee is ready to commit to change. However, it’s the work of Moon (1999) that linked professional development plan and reflective practice in the context of a manager. More so, he identifies the commitment of the manager to encourage the employee to pursue personal development and professional ideals. PDP can be divided into four levels, where level 1 – personal details, level 2 – personal analysis which is made of weakness and strengths analysis, level 3 – Setting Goals and level 4 – Personal Objectives Review. In line with commitment to improve and meeting objectives, the PDP in table 3.2, 3.3 and 3.4 review my strategy, weaknesses, strength and area of developmental needs.

Table 3.1 Level 1 - Personal Details

Surname: Ushie	Middle Name: Clement	First Name: Mark
Clock Number: 12520	Position: Beverage/Food Supervisor	Department: Food and Beverage
Start Date: 01/03/2007	Review Date: 26/011/2018	Hotel Location: Hilton Hotel Abuja Nigeria

Table 3.2 level 2 – personal analysis

Evaluation Key	Exceptional	Exceed Expectations	Fully Meets Expectations	Partially Meets Expectation	Does Not Meets Expectations
Personal Competencies	EX	EE	FME	PME	DME	Comments
Team Work		75%				Exceed Expectation by working in a team
Productivity		83%				Exceed Expectation by maximising revenue and reducing costs.
Customer Focus					34%	Needs improvement by focusing on customer needs and opportunities.
Quality		71%				Exceed Expectation by delivering Hilton Values
Adaptability				49%		Require developmental needs in area of being flexible and willing to learn from others.
Dependability		85%				Exceed Expectation by showing commitments and taking challenges.
Hilton Values			62%			Displayed Honesty but requires improvement.

Table 3.3 Level 3 – Setting Goals (Career Development Plan)

Key Commitments: To leverage Strengths, Develop Competencies and Gain Experience	What is expected of me?	Support Required	Timelines	Success Measures
Communication/Complaint Handling Techniques	To take E-learning courses on Effective Communication and Complaint Handling Techniques as it will enable me to resolve guest complaint within 24hours.	Learning/Development Manager – Hilton University USA	01/09/19	Departmental Team Coach Appraisal Report and Hilton University Course Assessment Report.
Analytical Competencies	To develop Digital Marketing Skills by taking Business Analytics and Advanced SPSS Training as it will enable me make an insight on customer traffic and revenue	Google Analytics Academy and CSM 314 Modules – Professional Industry Experience.	07/08/19	Google Academy Assessment Report, Strategic Communication Analytics Report and Informal Appraisal Report.
Hospitality Management	To study MSc in Hospitality and Tourism Management as this will improve my Conceptual, Technical and Interpersonal Skills in hotel operations especially in Maintenance and Revenue Management.	Robert Gordon University Aberdeen and Hilton University.	04/05/2020	Robert Gordon University Final Assessment Score Report and Hilton university course evident.
Improve on Customer Focus and Adaptability	To take online course on team and customer relationship as this will enable me to be flexible, willing to learn and proactively sense and meet guests’ expectations.	Hilton University Moocs Tailored courses and Learning and Development Manager	01/11/2019	Improving my Personal Competency Score Review on customer focus and Adaptability (see table 3.3) will be Self-Evident

Table 3.4 Level 4 – Personal Objectives

Performance Objective	Threshold	Target	Max	Actual Achieved	Rating
Ensure 100% compliance with guests each shift in every day.	85%	100%	100%	90% (+5%)	Exceeds Expectations
Ensure guests’ complaints are resolved within 8 hours.	85%	100%	100%	92% (+7%)	Exceeds Expectations
Ensure prompt quality service to guests each shift in every day.	85%	100%	100%	86% (+1)	Meets Expectations
Ensure skills training on brand service standard are done twice monthly.	85%	100%	100%	60% (-15%)	Not Meet Expectation

PART 3

4.0 Conclusion/Recommendation

This prior-vocation experience report brings to the fore experiences of critical and self-reflection and self-assessment by linking knowledge to practice. Through the research of notable scholars, Gibbs (1988), Kolb (1984) and Schön (1983), reflective and experiential learning could put an end to the challenges faced by practitioners, student, manager and organisation if sincerely done.

Irrespective of the benefits, I find myself struggling to produce this reflective writing and possibly linking same with theory since it involves going back memory lane. At a point, I went into deep thinking in an attempt to reflect which almost got me depressed not until I realised it’s just a report. Like self-reflection, personal development plan if done sincerely and in collaboration with the employee, both parties will benefit and organisation will be better up.

However, for a manager to pursue and achieve professional ideals, strategic plan must be domesticated in all facet of organisational management structure. More so, graduate students will benefits immensely from undertaking PVE report route since it involves looking back, and this to me is the best learning practice through experience. By and large, the exhaustive style of reflective learning from this module, which I learnt, I deduce will bolster my leadership skills, improve my problem solving and strategy skills in repositioning organisational challenges. Ghaye (2000, p.7), reflecting continually will help us withstand uncertainty and employ courage in dealing with chaos and edge disorderliness. Conversely, in spite of the inherent benefits practitioners need to be aware of over indulging in self-reflection and fostering headquarters personal development plan on employee. More so, to improve service delivery in an organisation, especially hospitality industry where cultural diversity in both guests and employee are evident, further and structured support is required.

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Appendix 1: Certificate of Service delivering to World Economic Forum on Africa 2014

Appendix 2: Recognition of Excellence for Team / Hotel of the year in Africa and Middle East.

Appendix 3: Certificate of Excellence/ professionalism in 2015

Appendix 4: Certificate of Recognition: 10 year Long Service Anniversary Hilton

Complaint Recorded Before March 2012 – March 2013 Executive Floor 10 Executive Floor 9 Floor 8 Floor 7 Floor 6 Floor 5 Floor 4 Floor 3 Floor 2 Floor 1 Total 36 27 37 41 62 22 45 49 81 83 483 Complaint Recorded After March 2013 – March 2014 Executive Floor 10 Executive Floor 9 Floor 8 Floor 7 Floor 6 Floor 5 Floor 4 Floor 3 Floor 2 Floor 1 Total 9 7 11 8 12 1 3 6 19 14 90