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Chef Chiarini 2Opella Hospitality works exclusively with Gianfranco Chiarini, a michelin rated Executive & Corporate Celebrity Chef from Ferrara Italy. With a multinational background and a degrees from the Pittsburgh Culinary Institute and the Le Cordon Bleu one of the most ambitious and prestigious culinary schools in Europe and the world.

Chef Chiarini added engagements in USA, South America, Middle East, Spain, U.K and Ireland to his repertoire as well as Africa, Asia, Australia, New Zealand and Oceania.

His time spent in Asia inspired him to travel throughout the continent immersing him in the food, and absorbing the culture giving him a great appreciation and deep understanding of the Asian culture. Countries like China, Korea, Cambodia, Vietnam, Thailand, Malaysia, Singapore and the Philippines have been a great source of culinary knowledge and amazing experience for the chef.

In Australia, New Zealand and Oceania the chef has expanded tremendously and unexpectedly, since his first books impact on this continent; where chef Chiarinis The Emerald Book, achieved first place in conjunction with the current culinary cook book from "Noma" (best restaurant of  the world). In Australia the impact has been seen, as this continents need and appreciation for Italian top culinary artistry. The renowned food, wine and travel authority placed the chefs "Emerald" book at first place for the best top twelve, and most beautiful culinary books for the 2010/2011 year.

Gianfranco Chiarini has already published the first and second edition cookbooks of a unique trilogy. A beautiful compilation of great masterpieces, created with care by the chef gathering influences and a fusion of cultures from around the world, having as a base Italian Cuisine.

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multitaskingMultitasking has become a recruitment buzzword, as employers in the Hospitality Industry want to focus in on candidates who have the most to offer and try to get the most out of their money. Variety at work is also a key element for many job-seekers looking for fulfilling and interesting positions in a Hotel or Top Restaurant. However, scientists have repeatedly called multitasking a myth and there is evidence to suggest that workers who try to constantly do several things at once may actually be less efficient as their focus is drawn in too many directions.

A study by Stanford University which compared the performance of two groups of students found that the multitaskers fared worse. This was put down to multitaskers being more reactive and more easily distracted. Multitasking is also mislabelled; researchers say that we are not really doing several things simultaneously but actually switching quickly between each process, for a heavy multitasker this would typically be 5 or 6 things, which leaves more room for distraction and error. With the exception of semi-automatic functions such as walking, humans are not good at undertaking several tasks at once. The Stanford study actually found that the multitaskers were less able to focus and took longer to complete the tests they were presented with.

This leaves us wondering how best to go about things when a typical role in a modern Hospitality work environment requires us to divide our focus between many important jobs. Opella Hospitality's Managing Director Christoph Hoelzl believes that multitasking is predominantly a learned skill that requires practice. "For a very few it may be a real skill but for the majority, effective multitasking is learned in the formative years at school. With age, learning the skill becomes more difficult but not impossible. A key point for recruiters is not to assume that applicants for a varied role will be able to effectively multitask. Interview questions should be tailored to assess whether an applicant has the necessary skills to perform all elements of the role."

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teamIt's an exciting moment, being appointed to that first management position in a Hotel operation, a chance to step up into a leadership role and enter a new phase of your career. But it can also be a challenging time – new pressures, new priorities, new skills. What can employers and senior managers do to ease the transition from employee to manager?

One of the main challenges faced by some employees entering management roles is developing the required "soft skills." Many operational roles have little focus on people management, negotiation and communication that are intrinsic in most management roles.

New managers promoted from within the team can also struggle to establish themselves in their new senior roles. Depending on the team culture, they may face a hostile reaction from their former peers. There's also the challenge of delegating to former colleagues and friends when you step into a leadership role. These can both be a struggle for inexperienced managers.

For employers, there are significant benefits to investing in management development programs. Successful management development programs often include a mix of formal training sessions on core skills along with ongoing coaching and mentoring. This informal training is a great way to support new managers and to help them transition into their new role.

There are some other simple ways employers can assist their new managers:


pmc samplePerformance management is one of the more difficult parts of people management. Especially in the Hospitality Industry performance management puts a strain of additional stress on the already stressed HR people. It can be a tiresome for everyone involved – but doesn't need to be.

With some fundamentals of good performance management, stress can be avoided and make the process more effective.

  1. Develop a clear process – and make sure you follow it. To ensure fairness for all employees, it's important to have a clear performance management process in place. The process should map out both informal and formal stages and should include appropriate escalation where an employee's performance does not improve. Once you have a process in place, make sure you follow it and apply a consistent approach to every situation. Be sure to implement your process based on the overall performance management guide lines of your operation or hotel chain.
  2. Document the process. Rigorous record-keeping is an important part of performance management, to ensure procedural fairness and reduce the risk of a claim should the process result in dismissal. Keep detailed records of meetings and communications regarding the employee's performance, including agreed outcomes and when you'll review the employee's progress.
  3. Make the expectations clear. Give the employee every opportunity to improve their performance by making sure they understand the expectations of the role. Remember to cover all aspects of the position – if the employee is succeeding in particular areas, acknowledge this and then focus on providing measurable goals for areas where the employee is not at the required standard. Develop a performance improvement plan that all parties agree is realistic and achievable.
  4. Listen to the employee. There are plenty of reasons why employees may not be performing to the required standard – and not all of them will be related to work. Take the time to talk to the employee and find out if something is affecting their ability to do their job. Any external factors should be taken into account when you develop a performance improvement plan.
  5. Allow time for the employee to improve their performance. The goal of performance management is not discipline; it's about helping employees to perform at the required standard. In some instances, you might be trying to break a career worth of bad habits – and this may take a little time. Set clear milestones for the employee to work toward and give the employee time to meet them. Schedule regular reviews to check they're on track.
  6. Provide coaching and support along the way. A key part of performance management is not just outlining the required standard, but also helping the employee to develop the skills to get there. Monitor the situation closely and provide feedback to keep the employee on the right track. Be firm and fair in your approach and track progress against the agreed performance improvement plan.

Remember, good performance management will not only help you boost productivity and get the best from your team, but will help employees feel valued, thereby improving retention. If their strengths are recognized and they are supported and given the chance to improve in weaker areas, workers will be more likely to feel satisfied and positive about work. Opella Hospitality consulting assists you to define and implement performance management in your organization.

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sm web1Social Media is the buzzword with many consultants hopping on this train as "social media consultants"

A social media consultants work involves advising clients on developing online media campaigns. These campaigns typically include the use of video, blogs, forums and other features commonly seen on social networking sites.

Social media consultants also assist companies with managing their online presence on blogs and popular social networking sites such as Facebook, Pinterest, and Twitter. Increasingly, the more engaged companies are in social media the more valued their brands are.

The question is why would people want to hire us? What differentiates us at Opella Hospitality from others. What have we done to get this title?

At this stage in the market’s evolution, we think, that we are more knowledgable about social media than most people in our business. When it comes to the Hotel and Hospitality business, we can count on our years of experience and in-depth knowledge in this industry. We know how the clocks are ticking. We know how customers and professionals are likely to react and what social media strategies will work and what not.

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