Mohamed Adil, currently serving as the Director of Marina Operations in Crossroads Maldives, stands as a remarkable source of inspiration for aspiring professionals in tourism industry in Maldives. With nearly 20 years of extensive expertise in the realm of luxury resorts, encompassing both standalone and integrated operations, Adil emerges as a dynamic and accomplished leader specializing in the management of rooms division.
Adil holds a distinguished reputation for his ability to drive extraordinary guest experiences, foster revenue growth, and achieve operational excellence. As the Director of Operations for an integrated resort concept, he exhibits proficiency in devising and implementing strategic plans that not only maximize profitability but also uphold the highest standards of quality and service. Throughout his illustrious career, Adil has established himself as a reputable figure in the hospitality industry, recognized for his exceptional talent in leading high-performing teams to deliver unparalleled guest service.
With his extensive years of experience in the field, we asked some questions to Adil.
What do you believe is a challenge in HR in the resort or in Maldives in general?
Answering to the question Adil said: “A noteworthy challenge in HR within the resort sector in Maldives, and more broadly within the Maldives hospitality industry, revolves around the preservation and acquisition of young talents.
The hospitality industry is inherently dynamic and competitive, and this is particularly evident in the Maldives, where new resorts frequently enter the market to cater to the ever-growing tourism demand. This influx of new properties and the expansion of the hospitality sector bring about a strong demand for skilled, young professionals who are not only well-versed in their respective roles but also adaptable to the unique demands of this picturesque island destination.
Retaining young talent in this competitive environment presents a significant challenge. As the Maldivian hospitality industry grows, retaining skilled employees, especially those in the earlier stages of their careers, becomes an arduous task. The allure of newer opportunities at newly opened resorts often tempts these individuals away from their current roles, making it essential for HR departments to devise effective strategies to retain and engage young talent.
Simultaneously, attracting new talents to become part of the organization remains a challenge. The Maldives’ reputation as a dream destination is a double-edged sword. While it certainly attracts tourists, it also means that many professionals view working in the Maldives as a once-in-a-lifetime opportunity. As a result, HR departments must be creative in their recruitment efforts and offer compelling reasons for young talents to choose long-term career prospects over short-term experiences.
In conclusion, the retention and attraction of young talent in the Maldivian hospitality industry is a critical HR challenge. Adapting to the dynamic nature of the industry and creating environments where young professionals see value in long-term commitments are vital for the sustained success of resorts in this breath-taking tropical paradise.”
What initiatives does your HR department have in place to promote employee development and learning opportunities?
Adil answered: “Our HR department has instituted a comprehensive array of initiatives that underscore our commitment to promoting employee development and creating substantial learning opportunities within our organization.
To foster equitable growth opportunities for all our team members, we place a strong emphasis on internal promotions for positions beyond supervisory roles. These promotions are not arbitrary but are meticulously aligned with a Personal Development Plan (PDP). The PDP is a tailored framework designed to facilitate the enhancement of requisite skills among potential candidates, ensuring they are fully prepared to take on the responsibilities of their next position. This strategic approach ensures that promotions are based on merit and skill development, offering employees a clear path for advancement within the company.
In the domain of learning and development, we have implemented a proactive approach by constructing succession plans based on meticulous current performance evaluations. These succession plans serve as guiding roadmaps for our management team, enabling them to map out their next career steps within the organization. It is important to emphasize that these plans are not static but evolve in response to our dynamic business environment.
Candidates identified as possessing the potential to advance are not left to their own devices but are enrolled in a personalized development program that spans a duration of 3-6 months. This program is carefully curated to equip them with the requisite skills, knowledge, and experiences necessary for the promotion to their next level.
In summary, our HR department’s initiatives emphasize a commitment to employee growth, fairness in promotions, and a proactive approach to nurturing talent within our organization. This not only benefits the employees but also enhances our company’s ability to meet its long-term strategic objectives.”
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