LV Thạc sỹ_Training need assessment for sales staff at Daimatsu

CHAPTER 1: INTRODUCTION
1.1. RATIONALE
The training need assessment at Daimatsu is important to the company. In the case
of sales activities is not efficient enough to bring good business to the company, the
leader of the company should know what the root of the problem is. In many case,
training is not the tool to solve the problem. Thus, in order to make sure about the
case to avoid the waste (in time, expense…), the assessment is necessary.
Daimatsu Travel is a tourism firm acting in both inbound and outbound tour.
Tourism market in Vietnam is now increasing. Tour is the main products of
Daimatsu Travel. To get in to the market, Daimatsu Travel needs to design their
competitive strength to create income. A company that pay attention to training
matter, they will have good workforce. The good workforce, especially the sales
force who is always the representative of the company, is the competitive strength
in the market. Sales person is recognized a very important workforce in a firm.
They help attain organisational income. For a tourism company, sales person is the
representative of the company and the service they are selling. For an intangible
product as tours, the tourists buy the tour mostly by the belief in the company and
the sales person.
The practical status at Daimatsu shows that the staff knowledge in tourism at the
company is good but they lack of skill and attitude for the job. This causes the
ineffectiveness in work result. A training needs assessment need to carry out to
clarify the required standard for sales staff at the company, to identify the current
situation and to propose a training program to fulfil the lack of skill, attitude and
knowledge of the staff.
Finally, the author of this research is working at Daimatsu company limited, Human
resource department. This research directly support to author’s job at the company.
The data for the study also can be reached easily. Author also can be convenient to
interview leaders or running the survey to sales staff and can have the support from
sales staff themselves to conduct the survey to the customers.

With all above reason, “training need assessment for sales staff at Daimatsu Co.,
Ltd.” is chosen for the thesis of Master of business administraion
1.2. RESEARCH OBJECTIVES
The objectives of the thesis are:
-

To clarify the required skill, knowledge and attitude for sales staff at
Daimatsu Travel.

-

To determine the current situation of skill, knowledge and attitude of sales
staff in order to indicate the training needs for this work force.

-

To propose suitable training programme for sales staff at the company.

1.3. RESEARCH QUESTION
This research has to answer the following questions:
1. What are the required skill, knowledge and attitude for sales staff at Daimatsu
Travel?
2. How is current situation of skill, knowledge and attitude of sales staff at
Daimatsu Travel?
3. What is the gap between requirement and current situation of staff skill,
knowledge and attitude at the company?
4. What is suitable training program for sales staff at Daimatsu?


1.4. RESEARCH METHODOLOGY

1.4.1. Research process:

Secondary data:
- Job description

Primary data:

Requirement
on skill, knowledge
and attitude of sales
staff at Daimatsu.

- Interview 3 leaders

Primary data:

Proposed
training
program

GAP

- Survey to 50 customers

Current status
Primary data:
- Questionnaire with 5
sales staff

on skill, knowledge

and attitude of sales
staff at Daimatsu.

(Source: developed by author)
1.4.2. Data collection
To meet the above objective of my research, I used both qualitative and quantitative
research method. I collect the data for the research from two sources: secondary
data and primary data.
The secondary data was collected from the company database such as the job
description of sales staff from the human resource department I take analysis the job
description of sales staff to clarify the requirement on skill, knowledge and attitude
of sales staff. This will show the competency that the sales staffs need to reach to
adapt the job demand.
The primary data was collected through conducting in-depth interview, survey to
some groups: company leaders, target customers, sales staff at Daimatsu, and
professional trainers at Travel Trainer Club.


I conducted in-depth interview with three (03) managers in the company who
closely work with the sales staff. They are one (01) director of the company, one
(01) sales manager and one (01) human resource manager working in Daimatsu.
I also conducted survey to fifty (50) target customers of the company. I determined
that, this group opinion is very important to the company. They are the one who
contribute for sales volume. Hence, I conducted survey to them both to identify
their needs on the sales performance to contribute to clarifying the required skill,
knowledge and attitude of sales staff and to collect their comment on current
situation of staff competence.
The survey was also implemented to the sales staff in the company. The survey is
designed to ask the sales staff to assess their current status in skill, knowledge and
attitude at work.

1.4.3. Data analysis
After collecting the data from the above sources, I used Microsoft Office tools
(Excel, Word‘s diagram) to analyze the number and information collected.
The secondary data of job description is analysed to clarify the required skill,
knowledge and attitude of the sales staff at Daimatsu. (This result called: J1).
The primary data collected from in-depth interview with three (03) managers in the
company: director, sales manager, human resource manager of company is analysed
to clarify not only the required skill, knowledge and attitude of the sales staff at
Daimatsu to adapt the manager expectation (This result called: M1) but also the
assessment on the current situation of the staff competence (This result called: M2)
and the opinion of the necessary training program (This result called: M3).
The data collected from the customer survey is used to collect their comment on
current situation of staff skill, knowledge and attitude of sales staff (This result
called: C2)
The survey to sales staff helps to assess their current status in skill, knowledge and
attitude at work (This result called: S2).


From J1and M1: I could clarify the required skill, knowledge and attitude for sales
staff at Daimatsu Travel. The first question was answered.
From M2, C2 and S2: I could identify the current situation of skill, knowledge and
attitude of sales staff at Daimatsu Travel. The second question was answered.
When the first and second question was answered, I could indicate the gap between
requirement and current situation of staff skill, knowledge and attitude at the
company. The third question was answered.
From M3 and author’s analysis: I could propose a suitable and reliable training
program for sales staff to the company. The last question is answered.
From above results, all the research questions are answered and it means that the
objective of the research is reached.
1.5. RESEARCH SCOPE

Content
The research took place at Daimatsu Company Limited which situates in Hanoi
City. The research worked on assessing the training needs for sales staff the
company. The research will be carried out with the sales staff. However, the
research also worked on some groups that involve or influence the training needs
assessment of Daimatsu. They are leaders in the company who work closely with
sales. They are customers with whom sales staff works directly in their job.
Location
The research will be carry out in Daimatsu Company with the case of sales staff
skill, knowledge and attitude. However, the research will work on some groups that
involve or influence the training activities of Daimatsu. They are: International and
Vietnamese tourists who are potential customer for tour, sales person at Daimatsu.
Time
Secondary data is collect form the company set of job description which is firstly
made in 2008. The time limit for this research is from 2008 till present.


Primary data of this study was collected in 2010, the year of this research take
place.
1.6. RESEARCH STRUCTURE
The thesis will include following parts:
Chapter 1: INTRODUCTION
Chapter

2:

THEORETICAL

BACKGROUND

ON

TRAINING

NEEDS

ASSESSMENT.
Chapter 3: OVERVIEW OF DAIMATSU AND COMPANY’S SALES STAFF.
Chapter 4: TRAINING NEEDS ASSESSMENT FOR SALES STAFF.
Chapter 5: PROPOSED TRAINING PROGRAM.


CHAPTER 2: THEORETICAL BACKGROUND

2.1. Nature of training needs and training needs assessment.
* Definition of training
Training refers to organized activity aimed at imparting information and/or
instructions to improve the recipient's performance or to help him or her attain a
required level of knowledge or skill.
()
Training including 2 types: on-the-job training and off-the-job training.
On-the-job training refers to the training method that the trainee works in the
actual work setting, usually under the guidance of an experienced worker,
supervisor or trainer.
On-the–job training contains three forms:
Job rotation allows employee to gain experience in different kinds of narrow define
jobs in the organization. It is often used to give future manager a broad background.
Apprenticeships typically associated with the skilled trader, derive from the
medieval practice of having the young learn a trade from an experienced worker.
Internships are a route to white-collar or managerial job in variety of fields.

Internships are opportunities for student to gain real world job experience, often
during summer vacation from school. Although, most internship offer a very low or
no pay, student interns can gain college credit and possibly, the offer of a full-time
job after graduation.
Off-the-job training is an effective alternative to on-the-job training. Common
examples of off-the-job training are formal course, stimulations and role playing
exercises in a classroom setting.


* Definition of training needs
Training needs is a shortage of skills or abilities which could be reduced or
eliminated by means of training and development. Training needs hinder employees
in the fulfillment of their job responsibilities and prevent an organization from
achieving its objectives. They may be caused by a lack of skills, knowledge, or
understanding, or arise from changes in the workplace. Training needs are
identified through training needs analysis.
(Source: )
* Definition of training needs assessment.
Training needs assessment is the process to analyze the training requirements of a
target group in terms of number of trainees, their educational and professional
background, their present level of competence, and the desired behaviour or skill
level acquired at the completion of training.
(Source: )
The overall purpose of the needs assessment is to determine if training is needed
and if so, to provide the information required to design the training program.
* Roles of training need assessment.
Performance problem can come from numerous sources, many of which would not
be affected by training. The only performance problem that training can address is
deficiency that is under the trainee’s control. For example, sales training will
improve sales only if poor sales techniques are the source of the problem. If

declining sales are due to a poor product, high prices or a faltering economy, sales
training is not going to help.
Training is not the only option available for responding to a worker deficiency. For
example, if decision makers determine that the training needed would be too costly,
transferring or terminating the deficient workers may be the more cost-effective
course. Strict competence requirements can then be used to select new employees
and eliminate the performance gap. The obvious drawbacks of terminating or


replacing employ deemed deficient is that these options are likely to harm
commitment and morale in the workforce.
Trained effectively will be a success key for every travel companies. Studies show
that the majority of the sales staffs who work effectively and finish tasks perfectly
have been trained appropriately. They always contribute significantly to the success
of the companies. In an ideal world, travel companies can recruit salesman who are
full ownership of skills most needed. But it is in theory, it is easy to get sales staffs
with such fully skills in actual.
That's why training has become one of the most important tasks today. Training not
only equip the companies’ staffs with the needed professional skills and careers but
it also shows that the companies is investing for their sales staffs and concern for
the general successes of both parties in the future. Therefore, training is also an art
motivation which increases the sales staffs engaging with companies.
In many companies, training programs have become important in business
management because according to them the qualities of the staff will directly affect
the labor productivity of the entire organization.
For those businesses that employee is a direct collision with customers such as
hospitality, tourism retail ... the expertise and attitude of the staff will directly affect
business reputation.
Not only Daimatsu any business that needs a dynamic, persistent and enthusiastic
sale team and how to build and maintain a team like that is always a top concern

* The levels of training needs assessment.
Training needs assessment consists of three levels of analysis: organizational, task,
and personal based.
Organizational analysis
Organizational analysis examine broad factors such as the organization’s culture,
mission, business climate, long and short term goals and structure. Its purpose is to
identify both overall organizational needs and the level of supporting for training.


Some of the key issues to be addressed at the organizational level of analysis are
external environment and the organizational goals and value. An analysis of the
external environment may indicate a shortage of skilled workers and changes in
technology. Training can help the organization to meet the challenges. The goals of
an organization are targets it is trying to achieve - perhaps increased market share or
expansion into a new market. Training may be needed to give employees the skills
to achieve the organizational goals. Similarly, values can be core of how an
organization operates. Employees should understand these values and have skills to
work within them. In sum, the organizational level of needs assessment looks at
external influences and the directions and principles of the organization to
determine whether training is needed.
Task analysis
Task analysis is an examination of the job to be performed. A recent and carefully
conducted job analysis should provide all the information needed to understand job
requirements. The duties and tasks are used to identify the knowledge, skills,
attitude required to perform the job adequately. Then, the knowledge, skill and
attitude are used to determine the kinds of training needed for the job.
Personal analysis.
Person analysis determines which employees need training by examining how well
employees are carrying out the tasks that make up their jobs. Training is often
necessary when there is a discrepancy between a worker’s performance and the

organization’s expectations of standards. Often a person analysis entails examining
worker performance ratings and then identifying individual worker or group of
workers who are weak in certain skills. The source of most performance ratings is
the supervisor, but a more complete picture of worker’s strengths and weaknesses
may be obtained by including other sources of appraisal


2.2. Competency base - model for training needs assessment
2.2.1. Definitions
* Competency definition
Nowadays, competency is so important for everyone to succeed in their job.
It is the same to sales in tourism. Globalization and modernization are creating
increasingly diverse and interconnected world. To make sense of and function well
in the world, individual need for example to master changing technologies and
make sense of large amounts of available information. They also face collective
challenges as societies-such as balancing the economy growth with environmental
sustainability and prosperity of social equity. In these contexts, the competencies
that individual needs to meet their goals have become more complex, requiring
more than the mastery of certain narrowly defined skills. Because of the importance
of competency, it is really necessary to define competency clearly and correctly to
make the organizations and travel companies understand and use it the best.
In human resources, defining competence is very important because
competences become the basic for decisions about hiring, training, promotions and
other human resources issues to help companies describe the key characteristics we
should look for or develop in a candidate for the job in question. So, thousands of
organization throughout the world have joined in the quest for competencies, they
spent many years on conducting competency studies – identifying “ cluster” of
knowledge, attitudes, and skills need to perform various job, in the past decades.
Through these studies, we have a general definition “competence is defined as a
standardized requirement for an individual to properly perform a specific job. It en

compasses a combination of knowledge, skills and behaviors utilized to improve
performance”, or more general “competence is the state or quality of being
adequately or well qualified, having the ability to perform a specific role.
Competence is also used to work with more general descriptions of
requirements of human beings in organizations and communities. Examples are
educations who want to have a general language to tell what a graduate or what a


member of an organization is required to be able to do in order to be considered
competent. An important detail of this approach is that all competences have to be
action competences, which means you show in the action, that your are competent.
After many issues: the importance of defining competence, history of
defining competence…, we have a definition in UNIDO most suitable applied with
research:
“A competency is a set of skills, related knowledge and attitudes that allow
an individual to successfully perform a task or an activity within a specific function
of job”.
The definition of competence can be seen in the model bellow:
Figure 2.1. The definition of competency

KNOWLEDGE

SKILL

ATTTITUDE

COMPETENCY

PERFORMANCE

(Source: UNIDO competency model 2002)
-

Knowledge: information accumulated in particular area of expertise.

-

Skills: the demonstration of expertise.

-

Attitude: relates to qualitative aspects or personal characteristics or traits.


* Competency assessment definition.
Assessment is a process of collecting evidence and making judgments on whether
competence has been achieve. The purpose of assessment is to confirm that an
individual can perform the standard expected in the workplace, as expresses in the
relevant endorsed competence standard.
Competence based performance assessment.
Competency based performance assessment is essentially about how organization
use competencies to improve the way they asses and provide feedback in respect of
an individual’s performance. Competencies allow the whole process of measuring
performance to be more open and inclusive of all of the interest parties.
Competence based assessment is a form of assessment that is derived from a
specification of a set of outcomes; that so clearly states both the outcomes – general
and specific – that assessors, staffs and interested third parties can all make
reasonably objective judgments with respect to staff achievement or non- achieve of
these outcomes; and that certifies staff progress on the basis of demonstrated
achievement of these outcomes.

The three components of competence – based assessment which are especially
important, and that the definition above encapsulates are:
+ The emphasis on outcomes; specific, multiple outcomes, each distinctive and
separately considered.
+ The belief that these outcomes and should be specified to the point where they are
clear and “transparent”. Assessors, assesses, and “third parties” should be able to
understand what is being assessed and what should be achieved.
+ The decoupling of assessment from particular institution or learning program.
2.2.2. Competency assessment tools.
Competency assessment can be implemented by 3 following steps:
Step 1: Job analyzing to identify required competency
Step 2: Staff competency analysis


Step 3: Competency gap analysis to find out training needs

2.2.2.1. Job analyzing to identify required competency
In this step, job description is used to analyze the required competency of
sales staff in the company. Job description is a list of the general tasks,
or functions, and responsibilities of a position. It can be useful source
of information, assuming that they are up to date and supplement with
some data from interviews or questionnaire.
2.2.2.2. Staff competency analysis
In this step, the in-depth interview and survey is conducted to identify the
current situation of competency among sales staff.
Competency analysis is a useful tool for human resources in assessing and
planning. At minimum, there are means to identify capabilities, attitudes and
attributes needed to meet current and future staffing needs as organizational
priorities and strategies shift. It also focus on employees development efforts to
eliminate the gap between capabilities needed and those available.

In organizations, companies, to choose the best person they have to base on
suitable competencies with systems and technology. And to make your competence
better and better and your available competencies meet organization’s needs, can be
directly linked to results, and make more efficient use of scare training resources.
In building competency models, we need to identify competencies that will improve
results, making it worth investing in their development and use.
Competencies are also being used to support the new role of human resource.
As a strategy to strengthen the link with organizational culture results and
individual performance by emphasizing competencies that are needed occupational
specialty. As a toll to help describe work and what is required from employees in
jobs in a broader, more comprehensive way. It is as a method to align individual and
team performance with organization, vision, strategies and the external
environment. It require both behavioral and technical competencies.


Competencies are individual abilities or characteristics that they are keys to
effectiveness in work. Competencies are not a way of providing a complete
inventory of a person’s skills and abilities. Instead, the starring point in using
competencies is always what the job requires.
2.2.2.3. Competency gap analyzing to find out training needs.
After having job analysis to identify required competency and having the staff
competency analysis, they are compared to each other. If there is no gap between
these two results, that is the ideal case and nothing need to be done and there is no
training need. But in practice, there is usually a difference between the required and
current situation in competency. This difference is the gap that need to be fulfilled
by training activities. Thus, the training need is indicated.
2.3. Factors that influence the training need assessment.
2.3.1. From oorganizational side
Organizational climate or culture is really a barrier for competence based
assessment. There are seven primary determinants of organizational climate:

1. Mission and strategy.
2. Leadership and management
3. Values and beliefs
4. Rewards and recognition
5. Systems and structure
6. Knowledge and skills
7. The external environment.
There are advantages or disadvantages:
Advantage: competency studies and approaches should ultimately improve
performance in these areas.
Disadvantages:


+ Seven remaining determinants which each hold inhibiting factors, working
against the success of the competency project.
+ Difficult to identify the potential high flyers.
Conflict styles are considered as a factor affecting competency assessment. In some
organizations, there is a relaxed, liberated and liberating executive at the top,
greeted by smiles wherever he or she goes in the organization. That leader might be
blissfully unaware that, at the next level down, there is real power-base effectively
running at dictatorship. In these circumstances, the desired competencies agreed to
by the highest decision maker stand no chance of implementation if the dictator
does not agree. It then becomes vital to involve the second level in all discussions
and decision – making, facilitating agreement on areas where is common ground.
This scenario demand more emphasis on the business benefits to be gained from a
competency approach, including cost benefit analysis.
Hidden norm may be a part of the organizational culture that certain behavior or
attributes are necessary, unspoken norms which never appear in a published list or
corporate values.
2.3.2. Factors from the researcher.

There are some pisfalls that affect competence assessment involving in the analysis
stage.
The first factor to be considered is that the survey target group is too small to
provide a truly representative.
The second issue frequently faced when asking managers to identify high
performers is that of personal prejudice or favor.
There are some further challenges and issue that might be faced during analysis
phase.
-

Ignoring basic knowledge, skills and attributes for the purpose of defining
competence

-

Time consuming


-

Interviewer expertise. Internal interviewer may well need to be trained, to
maintain quality and consistency vital to success of research phase.

-

Missed job task because they focus on the more important things and missed
some less aspect in the analysis.

-

Survey results are only as good as the surveyor because the survey result
depends on the question asked which may result in key areas and
competencies being missed

* Factors from the result user.
Once the concepts have been understood and accepted, senior management
usually remain committed to the competence approach, unless line manager
convince them that the usage will be too unwieldy or if the length and oust of
research phase gets out of hand.
Firstly, the manager won’t use it. Some will use their power their bias to
evaluate employees or some. They will become converts to competence
basement if they involved in the project while few will not convert because of
their discrimination.
Secondly, managers may overuse it so managers become tyrannical in their use
of competencies, especially to evaluate employees. But still keep in mind that
even the best competency models are generalization of complex phenomena.
Thirdly, people make it up. They create a list of competencies. That may appear
to be a way to expedite development, but it’s more often than an effort to ensure
one’s own input to the model.


CHAPTER 3: OVERVIEW OF DAIMATSU COMPANY AND
REQUIREMENT FOR SALES STAFF

3.1. Overview of Daimatsu Company
Daimatsu was established in 2008. The office is based in Hanoi, the capital, the
center of culture, politic and economy of Vietnam. Daimatsu offers excellent
services and good value for money involved to a tours arrangement, hotels and
apartment, offices for lease, restaurant, air ticketing, car rental, investment, etc.
Green and cultural travel is their aim while paying full attention to consumer’s

travel needs.
The Daimatsu’s market is traveler who has a chance to join daily typical tours with
others, to traveler who wants a customized tour, personalized service and a high
quality product, who want to go where they want to go, do what they want to do and
have the travel experience they desire. Daimatsu commit to provide consumers with
the best products and services. Daimatsu cares about service more than anything.
The company put its position to the customers for providing the best service
possible to value for the customer's hard earned money. Daimatsu is the team who
care about long term business. The company expects consumers’ recommendations
to other travelers; Daimatsu serves the customers today and trust them will be back
with the company in the future. Below are some listed services consumers will get
from Daimatsu:
•

Free travel advice from our tour experts.

•

Free tour customized itinerary.

•

Prompt response from professional tour experts

•

Flexibility and really listening to consumers’ requests

•

Get consumers the best accommodation, transport, meals, guide service… on
tours.

•

Get customers the best quality for money they spend.


Daimatsu’s business area:
Inbound tours: Individual Travel, Group Travel, Beach Holidays, Cultural Tours,
Business Travel, Incentive Trips, Sport Event Packages, Motorcycle Holidays,
Nature - Eco Tours, Scuba Diving, Golf Holidays, Health - Beauty Packages,
Special Events Packages, Special Interest Tours....
Outbound tours: Tours to South East Asia (Thailand, Singapore, Malaysia), North
East Asia (China, Hong Kong, Macau, Japan), Europe (France, Belgium,
Netherlands, German, Italy), North American (United State and Canada)...
Group tour or seat-in-coach tours: To join with other people on available daily
tours. These tours are fixed itinerary and departure time. It is possible to join in
even consumers’ own group of only 1 or 2 people. Customer does not to find other
people to form the group. It is the company duty to gather the tourists for each tour.
For these tours, customers have to share the coach, boat and tour guide with other
tourists who come from different nationalities.
Private tour: To do the tour privately. The tour is not fixed, it is possible to be
customized for customers’ group. All service is reserved for customers’ group only.
Car rental: many type and brand of car for rent
Air tickets: International Airlines & Domestic Airlines
Hotel reservation: Daimatsu offers a wide variety of Vietnam hotels, resorts and
accommodations with comprehensive and helpful information to assist consumers
in making up their mind as where to stay, travel or visit while they are in vacation
Interpreters - Tour guides: Daimatsu offers Japanese, English, French, Chinese,

German languages, etc. At each tour, depend on guest's requirement, the company
will send the English/ French/Japanese/….speaking guide to serve them.
Other services: Visa arrangement, travel insurance, restaurant, airport transfer, and
other special types of services.


3.1.1. Organizational structure of Daimatsu
Figure 3.1. Organizational structure of Daimatsu

Director

Operation
Department

Sales
department

Inbound
Section

Outbound
Section

Accounting
department

Transportation

Human
resource and

Admin

I.T
Department

Other
Services

(Sourse: Company structure)
Director
Director is a person giving crucial decisions in the company such as strategies,
plans and assistance to tourists.
The duties of the director in Daimatsu are:
• Manage a tourism information centre - including business management, staff
supervision and development, office systems and the provision of services
• Act as the executive officer for the local tourism committee
• Make sure services are in place to respond to day-to-day tourism enquiries
• Check and regularly report to management on the status of the tourism
marketing budget
• Give presentations on tourism awareness or new initiatives, on behalf of the
employers, to industry, community or interest groups


• Contribute to the planning, development and implementation of tourism
marketing strategies
• Liaise and build close relationships with the media to promote tourism
issues, and encourage community involvement and awareness.
Operation Department
Tour Operators in Daimatsu are involved in planning, development, promotion,
administration and implementation of tourism products. They may travel to

proposed tour sites, check them out and experience the services first hand before
assessing their tourism potential. Their responsibility is:
• Develop products
• Have good knowledge of relevant destinations, attractions and travel
• Have ability of leadership skills and team-building skills
• Devise and price all-inclusive tours and holidays
• Plan which countries, resorts and hotels to use
• Check on facilities and amenities in different resorts and countries
• Visit hotels, inspect rooms and negotiate rates
• Set prices, taking competitors’ prices into account
• Organize special-interest tours and holidays
• Buy or sell seats with different carriers
• Market and promote their organization’s services
• Arrange promotional visits for travel agents and tourist-board staff.
• Develop products for the tourists in terms of activities and services that
would make their trip more fun and memorable
• Use financial management skills to prepare tentative budgets for the tour
company


• Use operations and management skills to best run the company’s affairs both
administratively and on the field
• Apply sales and marketing skills in order to acquire clients/tourists for the
company to generate more income
• Effectively market the destinations of choice in order to earn the company
more clients visiting the various destinations on offer.
• Prepare brochures and fliers for distribution as a marketing tool or medium
for the company.
• Plan itineraries for specific groups that plan to take a trip.
• Aggressively and proactively seek new partnerships to increase the number

of clients for the company
Human Resources and Admin department
• Administer compensation, benefits and performance management systems,
and safety and recreation programs.
• Identify staff vacancies and recruit, interview and select applicants.
• Allocate human resources, ensuring appropriate matches between personnel.
• They oversee all the day-to-day tasks and also supervise, motivate and train
staffs.
• Provide current and prospective employees with information about policies,
job duties, working conditions, wages, opportunities to promote and
employee benefits.
• Perform difficult staffing duties, including dealing with understaffing,
refereeing disputes, firing employees, and administering disciplinary
procedures.
• Advise managers on organizational policy matters such as equal employment
opportunity and sexual harassment, and recommend needed changes.


• Analyze and modify compensation and benefits policies to establish
competitive programs and ensure compliance with legal requirements.
• Plan and conduct new employee orientation to foster positive attitude toward
organizational objectives.
• Serve as a link between management and employees by handling questions,
interpreting and administering contracts and helping resolve work-related
problems.
• Plan, direct, supervise, and coordinate work activities of subordinates and
staff relating to employment, compensation, labor relations, and employee
relations.
• Analyze training needs to design employee development, language training
and health and safety programs.

• Maintain records and compile statistical reports concerning personnel-related
data such as hires, transfers, performance appraisals, and absenteeism rates.
• Analyze statistical data and reports to identify and determine causes of
personnel problems and develop recommendations for improvement of
organization's personnel policies and practices.
• Plan, organize, direct, control or coordinate the personnel, training, or labor
relations activities of an organization.
• Conduct exit interviews to identify reasons for employee termination.
• Investigate and report on industrial accidents for insurance carriers.
• Represent organization at personnel-related hearings and investigations.
• Negotiate bargaining agreements and help interpret labor contracts.
• Prepare personnel forecast to project employment needs.
• Prepare and follow budgets for personnel operations.
• Develop, administer and evaluate applicant tests.


• Oversee the evaluation, classification and rating of occupations and job
positions.
• Study legislation, arbitration decisions, and collective bargaining contracts to
assess industry trends.
• Develop and/or administer special projects in areas such as pay equity,
savings bond programs, day-care, and employee awards.
• Provide terminated employees with outplacement or relocation assistance.

I.T. department
Information technology plan, administer and review the acquisition, development,
maintenance and use of computer and telecommunication systems within the
organization. The department respond:
• Analyze the information needs of the organization, and develop
technology solutions to meet those needs.

• Manage the information technology to ensure it supports the goals of the
organization.
• Provide advice to other senior managers and boards on IT issues and
planning
• Determine opportunities for improvement of current IT systems, and
assess future IT needs by consulting with people at all levels of the
company.
• Develop and implement the IT policy and strategic plan
• Integrate IT operations with business, control security aspects of the IT
system and integrate or implement new technologies.
• Have in-depth knowledge of administrative procedures such as budget,
quality assurance and human resources.


• Have business or management qualification or experience
Accounting Department
The duties of the department:
• Complete and submit tax forms and returns, workers' compensation forms,
pension contribution forms, and other government documents.
• Maintain inventory records.
• Perform personal bookkeeping services.
• Compute deductions for income and social security taxes.
• Prepare purchase orders and expense reports.
• Check figures, postings, and documents for correct entry, mathematical
accuracy, and proper codes.
• Operate computers programmed with accounting software to record, store,
and analyze information.
• Comply with federal, state, and company policies, procedures, and
regulations.
• Debit, credit, and total accounts on computer spreadsheets and databases,

using specialized accounting software.
• Classify, record, and summarize numerical and financial data in order to
compile and keep financial records, using journals and ledgers or computers.
• Calculate, prepare, and issue bills, invoices, account statements, and other
financial statements according to established procedures.
• Compile statistical, financial, accounting or auditing reports and tables
pertaining to such matters as cash receipts, expenditures, accounts payable
and receivable, and profits and losses.
• Code documents according to company procedures.