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- Social sustainability: the challenges to the restaurant sectorPublication . Maia, Beatriz; Silva, Susana; Melo, AntónioThe guarantee of sustainable development has been a growing concern in various economic sectors, particularly from the economic and environmental perspective. In a post-pandemic scenario, the restaurant industry was one of the most affected worldwide and had to undergo abrupt changes to remain operational. Thus, this study primarily focuses on addressing the challenges faced by Human Resources Management (HRM) in attracting and retaining employees in the restaurant sector. This research aims to understand the challenges faced in retaining and attracting talent to restaurants and to explore the strategies that should be adopted to ensure the restaurant’s social. It used a qualitative methodology, with 10 (5 female and 5 male, with a mean age of 35 years old) semi-structured interviews with professionals who chose to leave this profession, to ensure a concerted view of the current state of the sector in the north of Portugal. Through thematic analysis of the interviews, the results identified the current difficulties in attracting and retaining employees in the sector, as well as some HRM strategies that can address these challenges. These findings emerged from the themes 'Special Features of the Restaurant Sector' and 'Attraction and Retention Strategies.' The first theme contextualizes and characterizes the sector's reality, arising from four categories: activity context, company type, the COVID-19 pandemic, and turnover factors. Meanwhile, the second theme presents the attraction and retention strategies that HRM in restaurant companies should implement, while also exploring some challenges faced in designing and implementing these strategies in practice. Specifically, recruitment and selection, compensation and benefits, onboarding, integration and socialization, and career management. In conclusion, social sustainability still has little prominence in the restaurant sector. To become more attractive, the restaurant sector needs to invest in better non-monetary benefits, such as flexible working hours, health insurance, professional recognition, training investment, and career advancement opportunities. This study intends to help companies take measures to improve employee satisfaction and also increase talent retention and new employees’ attraction.
- ICT skills in hospitalityPublication . Silva, Susana; Aires, Cátia; Silva, Cândida; Melo, AntónioGlobalization and advances in information and communication technology (ICT) have contributed to the computerization of society, but also to the improvement of working conditions in diverse areas of activity. Hospitality have not been an exception to this reality and increasingly is seen a proliferation of ICT in these areas of activity and the consequent need for training and specialization by these professionals. Thus, this research aims to understand the level of preponderance of ICT in the hotel activity and to characterize the use of ICT in hotel activities. Thus, a quantitative study was conducted with the dissemination of an online survey to hospitality companies during November 2017 to January 2018. Our sample has 51 hotel companies from different categories and several tourism regions in Portugal. The respondents were 15 (29,5%) female and 36 (70,5%) male with mean age of 45,7 (SD=12,1) years. In our sample, 43 (84%) had a formalized Room Division department, 38 (74,5%) had F&B department, and 32 (62,7%) had sales and marketing department. The results suggested that, for each department, the need of digital skills is related to the specific features of the Department. For the majority of the departments, the seniority of the activity is related to the need of an advanced level of digital skills, for example in the room division department, the front office manager needed a medium (n=26, 58%) or advanced (n=17, 38%) level of digital skills but, for 40% (n=15) of the participants, the housekeeper, to order online the amenities, needed a basic of digital skills. In the F&B department Food and Beverage, the Head Chef for the task of procurement, through an online system, the goods needed for an event, 75% (n=28) of the participants referred that requires a medium-advanced level of digital skills. To the Barman, for promoting, in the Instagram, the image of a new cocktail available, we observed that 13 (38%) participants referred the need of basic level of digital skills. Only in the sales and marketing department, all the functions required an advanced level of digital skills, the sales manager, for the several tasks needed medium-advanced level of skills (n=27, 85%), 85% (n=27) of the revenue managers also needed an medium-advanced level of digital skills, and 47% (n=15) of the participants referred that sales promoter needed an advanced level of digital skills. In conclusion, this paper discusses the ICT skills needed to develop the several activities in each department of a hotel, as well as in managing the different issues of each department, namely in the relationship with costumers and guests, before, during and after the reservation, using ICT to promote hotel ecologic sustainability, managing social networks and promoting the hotel online.
- Cooking up a sustainable future: insights of circular economy in the restaurantsPublication . Maia, Beatriz; Silva, Susana; Melo, António; Silva, Goretti; Azevedo, Daniel; Camões, Henrique; Melo, CarlaRestaurants increasingly prioritize promoting sustainability within their kitchen’s operations, focusing their offers on valuing raw materials as a central point of gastronomy, thus highlighting the importance of local, responsible consumption and respect for nature and the environment. The Circular Economy (CE) emerges as a new sustainability paradigm, uncovering valuable opportunities for organizations and customers, in harmony with the environment. This study aims to characterize good sustainable and circular practices in the restaurant sector, understanding how endogenous products can enhance food waste reduction. Through a qualitative methodology, nine semi-structured exploratory interviews were carried out with restaurant experts, to gain in-depth knowledge into sustainable and CE practices used in restaurants. By conducting a thematic analysis, three main themes emerged 'Positioning and Branding,' 'Circular Economy,' and 'Product and Food Waste'. 'Positioning and Branding' covers the evolution of an eco-conscious mindset in organizations, from the inception of sustainable thinking to the imperative for change. It emerges from the categories: ´Organization, actions, and partnerships’, ‘Challenges and success factors’, and ‘Awareness’. The theme 'Circular Economy,' presents circular practices within daily restaurant operations, their understanding of circular concepts, and the progress made in adopting these behaviors. It arises from three categories: ‘Circularity’, ‘Resource Management’ and ‘Transition’. The 'Product and Food Waste' theme addresses concerns related to product and food waste, including supplier selection, innovative gastronomic offerings, and food waste minimization strategies. It is based on the categories: ‘Suppliers and Raw Materials’, ‘Food Waste Minimization”, and ‘Gastronomic Offer’. The findings reveal a growing awareness of the need for sustainability and circular practices in the restaurant sector. Organizations are actively seeking ways to reduce food waste, optimize sourcing, best operating procedures and offer more sustainable menus representing significant progress toward a more sustainable future in the restaurant business.