PISA Vocational Education and Training (VET)

6. Tourism and Hospitality

Abstract

This chapter defines “Tourism and Hospitality” as assessed by PISA-VET and elaborates the framework for hotel receptionist that has been designed for the Development Phase of the project, including descriptions of the competencies and constructs to be assessed. It presents and explains the processes, content knowledge and contexts and provides several sample items with descriptions of task characteristics. The chapter also discusses how performance in the hotel reception professional skills assessment is measured and reported against proficiency levels and scales.

Introduction

The purpose of this chapter is to define and elaborate the assessment framework for the Tourism and Hospitality occupational area for the Development Phase of PISA-VET.

There are several reasons for selecting the occupational area of Tourism and Hospitality for the Development Phase of PISA-VET, including the rapid growth of the sector in recent decades and its increasing economic importance globally. In the last six decades, the tourism sector has become one of the most dynamic and fastest-growing economic sectors in the world, being considered a driving force for job creation and for local economic development in many countries (OECD, 2018[1]). Hospitality and personal services accounted for 15% of the EU labour market in 2020 (noting that “personal services” include various services outside the scope of tourism and hospitality). While the occupation was heavily affected by the pandemic in 2020 and 2021, many restaurants, hotels and other hospitality businesses have successfully reopened and resumed activities. Globalisation, social and demographic changes, and the growth in transport, especially air travel, are decisive factors in driving a rapid growth in the tourism industry. According to the World Travel & Tourism Council (WTTC), despite still being below historical lows owing to the impacts of recent health crises, the global hospitality market is expected to grow over the next decade by at least 15%. Hospitality and personal services programmes are important in VET, accounting for at least 10% of initial VET enrolment in most OECD countries (with the caveat that personal services cover also fields outside of tourism). The tourism sector has also been increasingly recognised as a fundamental pillar for sustainable development.

As discussed in the next section, this chapter will focus on one occupation within the broader tourism and hospitality occupational area, namely that of hotel receptionist. Various reasons underly this selection, including its international comparability, gender balance for the assessment (70% of hotel receptionists globally are female) and its importance in the overall tourism and hospitality area. Enrolment in VET programmes preparing for hotel receptionist occupations is high and the demand is growing. The gender ratio among hotel receptionists favours females with, on average, more than two thirds of hotel receptionist positions occupied by females globally (Doherty L., Manfredi S., 2001[2]) The role of hotel receptionist is changing and will continue to change with transformation, such as for example shift towards self-check in and contactless hotels, but it is expected to maintain its position at the centre of hotel and accommodation establishments. The occupational area will also be affected by the green transition and environmental sustainability will be a key consideration for the industry. The tourism sector is highly vulnerable to climate change and at the same time contributes to the emission of greenhouse gases (GHG), which cause global warming. Accelerating climate action in tourism is therefore of utmost importance for the resilience of the sector. 

Defining the tourism and hospitality occupational area

Narrowing down the occupational area

The Tourism and Hospitality occupational area contains many different occupations. For the purpose of PISA-VET, it has been necessary to narrow the focus within Tourism and Hospitality to a single occupation. Following extensive discussion with experts and review of available evidence and resources, the choice was made to focus on the occupation of hotel receptionist is the Development Phase of PISA-VET.

In the International Standard Classification of Occupations (ISCO-08) the hotel receptionist falls within the unit Group 4224 – Hotel receptionist. According to the ISCO definition, hotel receptionists welcome and register guests in hotels and other establishments that provide accommodation services. They assign rooms, issue keys, provide information concerning the services provided, make room reservations, keep a record of rooms available for occupancy, present statements of charges to departing guests and receive payment1.

The competencies needed to perform hotel receptionist tasks are typically acquired in VET programmes at ISCED Levels 3-4 with learning outcomes at EQF level 4, or equivalent.

Table 6.1. Main programmes leading to qualified hotel receptionist (country’s participation in the Development Phase)

	Australia	Germany	Portugal
Title	Certificate 3 or 4 in hospitality or business	Specialists in the hotel business	Hotel accommodation technician
ISCED level	3	3	3
EQF level	3 or 4	4	4
Duration (years)	1-2 years	3 years	3 years

International comparability of the occupational area

A study conducted by Cedefop with ETF and UNESCO in 2017 (Cedefop, 2017[3]), compared the learning outcomes of national VET qualifications in hotel reception across 26 countries worldwide. This study found that the knowledge, skills and competencies for hotel receptionist profile was comparable in almost every programme/qualification studied and covered ISCED levels 2, 3, 4 and 5. Moreover, WorldSkills has developed and applied and international occupational standards for hotel reception, which specifies the knowledge, understanding and specific skills that underpin international best practice in technical and vocational performance. It is also important to note the international nature of the hotel reception occupation, the presence of large multinationals in the sector and the linkages to large international hotel booking platforms which all have an impact on "standardisation" in the occupation).

Organising the domain of hotel receptionist

The approach in PISA-VET is to follow the PISA model and in accordance with this the definition of hotel receptionist is analysed in terms of three inter-related aspects:

• The processes involved in the practice of the occupational area that describe what hotel receptionists do to connect the context of the problem or task they are faced with in a work situation with their professional competencies and thus solve the problem or complete the task, and the capabilities that underlie those processes.

• The hotel reception knowledge content that is targeted for use in the assessment items.

• The contexts in which the assessment items are located, such as a situation in a hotel reception.

The following sections elaborate these aspects in the following order: contexts, processes and content knowledge.

Hotel receptionist contexts

The choice of appropriate hotel receptionist strategies and representations is often dependent on the context in which a problem arises in the field of hotel reception.

Context category

Hotel receptionists work mainly in the reception area of hotels. The hotel reception is the core of the hotel and creates the first impression of the kind of service that the guest will have during their stay. The hotel reception is the centre of operations and the point of support for all the guest, operations and services.

Hotels of many types, sizes and ownership are an essential part of the tourism and hospitality industry, providing accommodation and associated services to guests from across the globe. They may be part of international hotel chains which market their services on consistency and familiarity for the frequent or regular guest. Alternatively, they may promote distinct characteristics based on their locality, history, architecture, and targeted clientele. Some may focus on tourists, while others may have more of a business traveller clientele. While such differences in types, sizes, ownership and target clientele can have important implications for the organisation and operations of hotels, they do not imply substantially different roles or context for the hotel receptionist. Therefore, within this framework for hotel receptionist one unique context will be considered, i.e. that of the hotel reception. Consequently, all of the items in the assessment will be allocated to that single context category.

Hotel reception processes and the underlying hotel receptionist capabilities

The hotel receptionist receives and serves different guests and other clients and individuals, with technical competence and knowledge, autonomy, creativity, and as an individual and as part of a team. The hotel receptionist receives and welcomes and communicates with these different guests and clients through various communication channels; carries out reception procedures to promote guest and client satisfaction; and ensures quality and excellence in service. The hotel receptionist must be able to work effectively in a team, interact with employees from other sectors, and contribute to guests’ satisfaction and to win their loyalty. They must maintain posture and presentation in accordance with professional etiquette and the establishment's standards; meet the guests’ needs, respecting current procedures and legislation; provide updated information on services and products offered by the establishment they are working in and the locality; receive and transmit messages to guests, ensuring confidentiality of information and preserving the guest's privacy; market tourism services and support services according to the guests profile and demand, and mediate conflicts, resolving guests incidents and managing complaints, following the establishment's rules. Communication is a key skill for hotel receptionists and must be carried out in the local official language and, whenever possible, in the guest’s language or in English or other commonly spoken languages.

Hotel reception processes

According to their relevance in the role of the hotel receptionist, four main processes are identified:

1. check-in and check-out

2. reservations

3. management of complaints

4. touristic information.

Check-in and check-out

Two of the most important and frequent processes that a hotel receptionist engages in are those related to checking-in and checking-out hotel guests. Checking in and checking out guests includes welcoming and greeting guests, informing guests of hotel rates and services, ensuring proper room allocation, registering and checking guests in to the hotel, confirming relevant guest information, verifying guests’ payment method, verifying credit cards for authorization, issuing room keys and directing guests to their rooms, maintaining clear and accurate records of guest room bookings, computing all guest billings, accurately posting charges to guest rooms and house accounts, receiving and transmitting messages for guests, retrieving mail, packages and documents, closing guest accounts and checking guests out, reviewing accounts and charges with guests during the check-out process, processing accurate payment of guest accounts, completing procedures for dealing with guests luggage, belongings, and carparking, and informing housekeeping when rooms have been vacated and are ready for cleaning.

For checking in guests, the hotel receptionist applies guest recognition, greets the guests in a language they understand, interprets regulations and procedures related to the documentary registration of national and foreign guests, performs registration using specific software for the front office, records room assignment and delivery, receipt, and control of room keys, presents the services and schedules of the hotel, ensures the guest’s accompaniment or guidance to the reserved room, advises guests on the acquisition of products and services and maintains a neat and orderly front desk and reception area. The hotel receptionist also communicates the arrival and the departure of the guest to the internal services of the hotel and communicates between services to fulfil guests’ orders.

For checking out guests, the hotel receptionist uses the features of the computer application for billing and closing accounts, checks expenses, consumption of hotel goods, statements of accounts, issuance of invoices and closing of accounts. The hotel receptionist also manages the transport of luggage and measures the degree of guests’ satisfaction during the farewell.

More specifically, in the case of check-in processes, the hotel receptionist engages is the following tasks:

• Ensure that the reception area is well presented in terms of appearance, signage and cleanliness.

• Check in guests according to hotels’ policies and procedures.

• Maintain all necessary documentation and information relating to guests.

• Issue room keys to guests.

• Provide directions to allocated rooms and information about hotel services and facilities.

• Request and take instructions for additional services and sales.

• Ensure payment to prepare for smooth check-outs.

• Advise on transferring guests’ luggage to rooms and organise transfers according to hotels’ policies.

• Prepare and deal efficiently with arrivals of groups.

• Handle efficiently overbooking and book-out situations.

In the case of check-out processes, the hotel receptionist should be able to:

• Check-out guests according to hotels’ policies and procedures.

• Manage express check-outs and late check-outs.

• Manage check-outs for large groups or parties.

• Receive payments.

• Account for advance deposits received by hotels and any refunds due to guests.

• Apply sales taxation and all legislation relating to the sale and service of goods and services appropriately.

Reservations

The processes involved in making reservations for guests include answering and directing incoming calls or emails, informing guests of hotel rates and services, making and confirming reservations for guests, ensuring proper room allocation, and maintaining clear and accurate records of guest room bookings.

In the reservations process, hotel receptionists interpret the reservation requests and data related to the occupancy rates of the hotel, check the availability and occupancy rate of the accommodation to make reservations, and inform guests about availabilities and booking conditions such as prices of different types of services/accommodation, promotions, payment terms, collect and interpret statistical information regarding commercial plans of products and services of the hotel establishment. Depending on the guests, the hotel receptionist adapts the communication for the context of attendance, face-to-face, online, or telephone.

In addition, the hotel receptionists often need to make changes in the tariff according to the price indicators, analyse the contractual conditions, write reports on occupations and other indicators of the reservation system (rooming list, availability reports, reservation plan, others) manage availability and rates on booking platforms/commercial partners.

This process involves communicating with guests and other professionals, interpreting and applying hotels’ policies regarding reservations and documentation used within hotels relating to reservations and applying software systems used to record hotel reservations.

More concretely, when it comes to reservations processes, the hotel receptionist engages in the following tasks:

• Take individual reservations in person, over the telephone, by e-mail, booking platforms or letters.

• Take group reservations by telephone, e-mail, booking platforms or letters.

• Take reservations via approved agents or brokers and record appropriately.

• Accept walk-in bookings based on room availability, agreeing tariff and payment according to hotels’ policies.

• Request and take deposits according to hotels’ policies.

• Allocate rooms according to hotels’ policies and procedures.

• Record requests for additional services or sales to ensure delivery and appropriate charging.

While the growth of reservation platforms has significantly altered the reservation process and led to significant automation, the reservation process is still a core process of the occupation of hotel receptionist and is very important to understand the scope of the profession.

Manage complaints

In the complaints process, hotel receptionists communicate with different types of guests and must demonstrate an understanding of customer complaints and expectations, select and use complaint management strategies and procedures, apply general and internal complaint management procedures, demonstrate the ability to solve problems arising from customer requests and complaints within the constraints of hotel procedures and apply hotel complaints procedures when completing records of the services performed.

Hotel receptionists must also demonstrate basic techniques for investigation and analysis of complaints and be able to interpret hotel complaint procedures to identify options and solutions for guests, with conformity to the procedures. Hotel receptionists must apply hotel complaints procedures as appropriate to the situation and have scope for flexibility and understand when to conform to hotel procedures. They must also understand the limits of their personal authority and know when to refer matters to their line managers. A good understanding of principles underlying conflict management is also essential for hotel receptionists.

In the case of managing complaints processes, the hotel receptionist engages in the following concrete tasks:

• Anticipate potential problems and complaints.

• Put complainants at ease, including moving to appropriate locations as required.

• Listen to complaints attentively, taking notes as required.

• Ask questions objectively and sensitively.

• Organise the notes taken, distinguishing between fact, opinion, or assumption.

• Refer to hotels’ procedures in order to identify options and solutions.

• Apply hotels’ procedures as appropriate to the situation.

• Refer matters to line managers where they go beyond their personal authority.

• Check satisfaction after the recovery of service.

Touristic information

Hotel receptionists provide touristic information to guests and clients about the local area surrounding the hotel. The process involved in providing touristic information to guests and clients includes communicating information on places of interest, tourist activities, and external services in the field of tourism, providing support to guests and clients for making contacts with the providers of touristic activities and cultural attractions, making reservations and scheduling with entities outside the hotel on behalf of guests.

In this process the hotel receptionist selects the relevant information about public services and tour operators to be made available to the guest and identifies activities and existing offers in the vicinity of the geographical location in which the unit is located, according to the guests’ age group, profile, needs, expectations and interests. The hotel receptionist is also expected to make travel appointments, arrange excursions and sightseeing tours, rent vehicles and/or purchase tickets for shows, visits, among others on behalf of guests. Hotel receptionists often use the computer and digital means at their disposal to satisfy guests' preferences.

More concretely, with regard to touristic information, the hotel receptionist engages in the following tasks:

• Promote destinations through storytelling, experiences, and guidance.

• Plan trips, book tickets and make reservations on behalf of guests.

• Anticipate guests’ needs and promote destinations accordingly.

• Assist in transportation.

• Research, obtain and keep information up to date.

• Collect feedback on guests’ experiences.

Desired distribution of items by hotel reception process

The below table provides the proposed distribution of items over the four processes. The item distribution reflects the frequency of processes in the daily work of hotel receptionists. It was extensively discussed and agreed upon by a group of experts from different countries. The check-in/out process receives a higher percentage of items as it is a core part of the hotel receptionist occupation and involves many interrelated tasks. The reservation process has a lower percentage of items in the assessment, due to the growth of reservation platforms that has led to many parts of the process now being automatised. The higher percentage of "check-in and check-out" compared to "reservations" is also aligned with the WorldSkills Occupational Standard for the occupation.

Table 6.2. Desired distribution of hotel receptionist

Process category	Percentage of items in the assessment
Check-in and check out	40
Reservations	15
Manage complaints	20
Touristic information	25
Total	100

Fundamental hotel receptionist capabilities underlying the hotel reception processes

This subsection describes each of the fundamental Hotel Receptionist capabilities that underpin the reported processes in practice. It defines and describes the fundamental Hotel Receptionist capabilities to be used in the framework, including service orientation, interpersonal and communication skills, collaboration, task performance, critical thinking, literacy and ICT literacy. At the end of the sub-section, the relationship between the hotel receptionist capabilities and the processes is provided.

Hospitality service orientation

A hotel receptionist with a service orientation prioritises the needs of the customers as more important than anything else. Hotel receptionists are taught and empowered to listen to guests and customers and to come up with the best solution to meet customer and guest needs. Service orientation is the ability to respond appropriately to diverse customers and guests, provide and satisfy the guests’ needs, improve reception productivity and guest loyalty. It is also the capability to respond appropriately to diverse customers and guests, satisfying their needs and providing the best hospitality service. Hotel receptionists must have the capability to quickly adapt to any situation and know the guests and their needs, provide assistance and support guests and costumers before, during, and after they stay in the hotel. It can include everything from providing helpful information about a service or a product to resolving customer complaints.

Hotel receptionist interpersonal and communication skills

Interpersonal skills are the skills hotel receptionists use to communicate and interact with colleagues, guests and customers both verbally (in different languages) and non-verbally, through gestures, body language and their personal appearance. Communication skills are particularly important for a hotel receptionist and are the abilities they use when giving and receiving different kinds of information. Some examples include communicating new ideas to colleagues, providing guidance to guests or even showing a customer a programme for an event. Communication skills involve listening, speaking, observing and empathising. It is also essential for hotel receptionists to understand the differences in how to communicate through face-to-face interactions, phone conversations and digital communications like email and social media. Increasingly important for hotel receptionists are ‘inter-cultural communication skills’ when dealing with the diversity of tourism market segments and countries of origin.

Collaboration with other hotel staff

The hotel receptionist works closely with other staff members of the hotel. For example, as part of the check-in and check-out process, the hotel receptionist communicates the arrival and the departure of the guest to the internal services of the hotel and communicates between services to fulfil guests’ orders. Collaboration capabilities are therefore crucial for this occupation. As discussed in Chapter One and Chapter Seven of this framework document, the definition of collaboration in PISA-VET is strongly rooted in the SSES framework. The OECD defines “collaboration” as a range of constructs that describe the ability to understand, feel and express concern for others’ well-being, manage interpersonal conflict and maintain positive relationships and beliefs about others (trust) (Kankaraš and Suarez-Alvarez, 2019[4]; Soto and John, 2016[5]). In short, it refers to the skills that enable individuals to get along with other people and work successfully together in various contexts.

Problem Solving in the context of hotel reception

In their professional role, hotel receptionists must demonstrate foresight in anticipating potential problems and complaints and respond to problematic situations. In a complaint situation, hotel receptionists must be able to listen to complaints attentively, put guests at ease, including moving to appropriate locations as required, showing consideration and empathy while maintaining objectivity, asking questions objectively and sensitively, taking notes as required, distinguishing between fact, opinion, or assumption, referring to hotel procedures to identify options and solutions, apply appropriate hotel procedures and refer matters, according to hotel policies

As discussed in Chapter One and Chapter Seven of this framework document, the definition of problem solving (Chapter 7) in PISA-VET is strongly rooted in the adaptive problem-solving framework of PIAAC Cycle 2. PIAAC Cycle 2 defines problem solving as “the capacity to achieve one’s goals in a dynamic situation, in which a method for solution is not immediately available. It requires engaging in cognitive and metacognitive processes to define the problem, search for information, and apply a solution in a variety of information environments and contexts” (OECD, 2021[6]).

Task performance in the context of hotel reception

Hotel receptionists must be able to act reflectively and responsibly, accept feedback, adapt to change and deal effectively with guest-related unexpected situations, to ensure service quality, according to the hotel procedures.

As discussed in Chapter One and Chapter Seven of this framework document, the definition of task performance in PISA-VET is strongly rooted in the OECD’s survey on social and emotional skills (SSES) framework. The OECD defines “task performance” as a range of constructs that describe the ability to be self-controlled, responsible to others, hardworking, motivated to achieve, honest, orderly, persistent and rule-abiding (Roberts, B. et al., 2009[7]; Kankaraš and Suarez-Alvarez, 2019[4]). In short, it refers to the skills that enable individuals to get things done, as required and on time.

Critical thinking in hospitality service

In their professional role, hotel receptionists must be able to evaluate and use information of different kinds to plan activities, achieve goals, solve problems, deal with issues and perform complex tasks in routine and new ways.

Critical thinking mainly aims at assessing the strength and appropriateness of a statement, theory, or idea through a questioning and perspective-taking process, which may or may not in turn result in a possibly novel statement or theory. Critical thinking need not lead to an original position to a problem. The most conventional one may be the most appropriate. However, it typically involves the examination and evaluation of different possible positions. The cognitive processes or sub-skills involved in critical thinking are: inquiring, imagining, doing, and reflecting.

Literacy in hospitality service

Hotel receptionist must be able to read and understand different documentation, evaluate, and reflect on written texts to give the correct and expected response to guests, staff, and other clients' demands.

As discussed in Chapter One and Chapter Seven of this framework document, PIAAC defines literacy as the ability to “access, understand, evaluate and reflect on written texts to achieve one’s goals, to develop one’s knowledge and potential and to participate in society” (OECD, 2021). In this, literacy refers to one’s ability to comprehend and use written sign systems. Literacy encompasses a range of skills, from decoding written words and sentences to comprehending, interpreting, and evaluating complex texts.

ICT Literacy for hotel reception

Hotel receptionists have to deal with different ICT applications used in the occupational area and the hotels they work at. For example, they may use standard office software as well as highly specialised software systems for managing hotel reservations, including customer relationship management (CRM) software. They therefore need solid ICT literacy, which is defined as encompassing a variety of skills ranging from the capability to use ICT for learning purposes, in professional settings and in everyday life, e.g. to access digital services.

When it comes to the relationship between hotel receptionist processes and underlying capabilities, Table 6.3 below shows that all of the processes require some combination of the hotel receptionists underlying capabilities to complete successfully.

Table 6.3. Relationship between hotel receptionist processes and fundamental hotel receptionist capabilities

	Check-in and check out	Reservations	Manage complaints	Touristic information
Service orientation	X	X	X	X
Interpersonal and communication skills	X	X	X	X
Collaboration	X	X	X	X
Problem solving	X	X	X	X
Task performance	X	X	X	X
Critical thinking	X	X	X	X
Literacy	X	X	X	X
ICT literacy	X	X	X	X

Hotel receptionist content knowledge

The content knowledge for hotel receptionist presented here is deemed to be relevant for trainees nearing the end of their IVET programme. For the structure of the corresponding content knowledge, common and shared areas have been placed in the centre of the four process areas. These are used here to reflect on how the curriculum is structured and to guide the item development at later stages of this project.

In addition to national studies, WorldSkills Occupational Standards and ESCO occupational profiles have been used to outline the required knowledge. An understanding of hotel receptionist content – and the ability to apply that knowledge to the solution of meaningful contextualised problems – is fundamental for success in this occupation. That is, to solve problems and interpret situations in occupational contexts, there is a need to draw upon certain hotel reception knowledge, understandings and, most importantly, procedures.

Content categories

The hotel receptionist domain is organised in content categories in a way that ensures a spread of items across the domain and focuses on important hotel receptionist tasks and processes. It also describes the content knowledge that characterise each of the content categories chosen for the assessment.

The five categories of content knowledge are:

• hotel reservation procedures

• checking-in procedures

• administration and back-office procedures

• checking-out procedures

• promotion of the local area.

These five categories are further detailed below. These elements provided by category are illustrative of the content topics that will be included in PISA-VET rather than an exhaustive list.

Hotel reservation procedures

Hotel receptionists require knowledge related to reservation procedures and policies:

• Room allocation procedures, including the use of density charts, conventional charts, software solutions.

• Understanding of the place of central reservations within a hotel chain; the status of provisional, confirmed, and guaranteed bookings; the types and range of tariffs.

• Software systems used to record hotel reservations.

• Hotel policies regarding deposits and procedures for taking a deposit at the point of booking; release times for rooms; overbooking; yield management; and the use of agents or brokers.

Checking-in procedures

Hotel receptionists require knowledge related to check-in requirements, protocols and procedures:

• Legal requirements regarding documentation and records for national and international hotel guests.

• Electronic and manual systems for checking in guests; automated check-in procedures; group check-in procedures; registration requirements; the functioning and updating of guests’ historic records.

• Procedures and protocols for issuing keys; different types of traditional and electronic room keys.

• Procedures for dealing with guest requests such as early morning calls, newspapers, breakfast, room service; handling of guests’ luggage, belongings, and car parking.

• Concepts and principles related to customer service and reception in hospitality.

• Customer service and communication techniques.

Administration and back-office procedures

Hotel receptionists require knowledge of administration and back-office procedures related to guests’ stays:

• General office and administrative procedures and processes including filing, word processing, databases, photocopying, and maintenance of records.

• Various types of guest recording and accounting systems including manual (tabular ledger) and computerized systems; posting charges to the guests’ bills such as restaurant charges, room service, bar, paid outs; procedures for registration and reporting of complaints; booking management procedures.

• Credit control systems, bad debts and how hotels manage them; the importance and means of security relating to handling and recording cash and cash equivalents.

• Procedures for negotiating prices online and through conventional channels.

Checking-out procedures

Hotel receptionists require knowledge related to check-out requirements, protocols and procedures:

• Check-out times; express check-out procedures; late check-out procedures and policy; check-outs for large groups and parties.

• Billing procedures on guests’ departure; Various types of payment methods; refund procedures; procedure for accounting for advance deposits when preparing guests’ bills and receiving payment.

• Sales taxes and how they apply to hotel bills.

Promotion of the local area

Hotel receptionists require knowledge related to the local area:

• Cultural, historical and tourist information for the local area; options of public transportation and procedures for renting cars and booking events tickets.

• Know how to obtain new information fast by using the internet.

Desired distribution of items by content category

The desired distribution of items selected for hotel receptionist in PISA-VET across the content categories are shown in Table 6.4. The goal in constructing the survey is a balanced distribution of items with respect to content category since all of these domains are important for success in hotel receptionist.

Table 6.4. Desired distribution of hotel reception items, by content category

Content category	Percentage of items in Assessment
Hotel reservation procedures	20
Checking-in procedures	20
Administration and back-office procedures	20
Checking out procedures	20
Promotion of local area	20
Total	100

Assessing hotel receptionist learners

This section outlines the approach taken to apply the elements of the framework for hotel receptionist described in previous sections to PISA-VET. This includes the response formats, item scoring, and reporting hotel receptionist proficiency. It also includes examples of items.

In the International Vocational Education and Training Assessment, the knowledge and competence of hotel receptionist learners are assessed in accordance with the processes, underlying capabilities, content and contexts described in the earlier sections of this chapter. The assessment should provide objective, reliable, and valid results about the learners’ competencies. It should accurately measure the competencies learners need for the occupation of hotel receptionist, and predict their future job performance, while minimizing the impact of confounding factors on the results (e.g. country specifics).

Assessment types and response formats

To obtain valid results, the assessment should broadly and authentically represent the domain of hotel receptionists. The domain is defined by requirements and the knowledge and skills needed for these requirements. In terms of domain requirements, the assessment covers the context, content topics, and processes described above. In this regard, it also reflects occupation-specific standards, namely that hotel receptionists should not only be able to perform processes but to justify their actions and results. In terms of knowledge, the assessment covers the strategic and procedural knowledge required to carry out the processes. Further, it represents the conceptual knowledge of the content topics required to understand the processes, apply the strategic and procedural knowledge, and justify actions and outcomes. To achieve reliable results, the number of items should be as high as possible, but test fatigue and economic arguments must be considered.

Technology-based assessments allow for an economical assessment and are feasible in large-scale assessments. To assess several of the hotel receptionist competencies, technology-based authentic scenarios can be used. The scenarios should include authentic simulations of tasks and problems, authentic work environments and where possible and appropriate allow for authentic interactions between the hotel receptionist and guests. They can be presented in a computer environment and can use simulations and/or videos to imitate relevant features of the hotel receptionists’ workplace as authentically as possible. An example of such a scenario would be a situation where learners must deal with a hotel guest’s complaint about the quality of the hotel’s service or accommodation. Examples of scenarios are provided at the end of this section.

Such technology-based simulations can be complemented with live (or video recorded) demonstrations if these provide value added and fit within the logistical and budgetary limitations of PISA-VET. Moreover, traditional knowledge-based tests can be used to assess certain elements.

The competencies are assessed in a two-step procedure: First, the sub-competencies of each competency are measured. For reporting purposes, the results are then used to build scores for the competency. Hotel receptionist competencies are assessed at two levels, similar to how PISA assesses a domain of interest at a given cycle (its “major” domain). At a more granular level, sub-competences reflecting specific capabilities, knowledges, and contexts can be assessed. Overall competence, encompassing all that has been defined for the domain above can also be derived from the domain-specific items and reported. While the latter is a natural output of a coherent and valid test built around the hotel receptionist construct, the feasibility of sub-scales will be investigated during the Development Phase of the assessment.

For the hotel receptionist profession 5 types of response formats can be considered:

• Selected response (simple and complex multiple-choice) items.

• Closed constructed-response items.

• Open-ended constructed-response items closed constructed-response items and selected-response items are expected to be combined in the assessment and are selected based on content and difficulty considerations.

• Final state and performance response from process files (i.e. “process” or “log” data) from digital simulation items.

• Ratings provided by expert judges from live demonstrations.

The number of open-ended constructed-response items is kept to a minimum as scoring such items is reliant on dedicated systems and coder training, thus time-consuming and less practical in international large-scale assessments. Additional challenges notwithstanding, open-ended items can be very useful to assess certain, more complex components of the framework and to infer whether learners can generate responses based on more complex cognition and integrated knowledge. They are beneficial, for example, to assess how and to what quality learners justify the results they have achieved or the actions they have taken.

Closed constructed-response items have a finite number of states encoding responses. In these, users manipulate the state by their input but do not have unlimited choices (not free typing or drawing), as they can only pick from a certain number of actions, while they have more choices than in a multiple-choice item. Examples are selection and dragging and dropping of objects, etc. Such items are also useful to tap more complex knowledge and cognition but are limited in this respect compared to open constructed-response items. Closed constructed-response items are used to assess, for example, whether hotel receptionist learners can identify a mistake in a reservation or a bill and the appropriate actions to correct it.

Selected-response items (simple and complex multiple-choice items) are employed, for example, to assess conceptual knowledge such as the knowledge of hotel regulations and procedures (e.g. technical terms, legal requirements). The development of such items considers measures to reduce rate biases (e.g. a high number of choices) and the risk of assessing superficial thinking and knowledge (e.g. the use of many appropriate and complex distractors).

The assessment will include the use of digital simulations, for instance a simulation of booking software. The final state (a correct booking with guest, date information etc.) would be more of a state for the item then a test item as commonly understood. The assessment will also include live or recorded demonstrations of tasks assessed by human judges.

Simulation items have the potential to offer a more engaging experience for learners as they are capable of emulating real-world (and thus more relevant) settings through complex interactions and the use of multiple media, such as animations and sounds. Albeit complex to develop, simulation-based items have the potential to assess skills that are challenging to assess in the abovementioned formats, such as decision-making and situational judgement. Another challenge with simulations is grading – subject matter and assessment experts will be involved in the development of (automatic) marking rubrics and how to collect data on learner strategies to potentialize the reporting of learner outcomes. Experiences with the development of the PISA 2025 innovative domain, Learning in a Digital World, which heavily relies on automated grading of this item format will also be leveraged.

Demonstrations of professional skills assessed by expert judges present even further potential to assess learner skills with even more flexibility, given the possibility of interactions between learners and judges and the nuanced assessment of learner performance. Furthermore, demonstrations can be critical for the validity and reception of results as results are directly connected to trained professionals in the field of occupation being assessed. Benefits notwithstanding, demonstrations are challenging to scale in large-scale settings, due to the human resources required, internationally comparable training protocols to be developed and statistical models to be employed, thus demanding their careful addition to the assessment’s test design.

Item scoring

The items are scored dichotomously or with partial credits based on expert generated scoring guides to encode student responses, or student responses per expert judge in the case of demonstrations. Three response types are used for the item scoring: learners’ written responses, expert judges’ grades, and process data. The process data results from the learners’ interactions with the technology-based interactive task environments or expert judges’ task metadata (e.g. time per task) and are recorded by computer.

Such data is used to score for example, whether the learners have performed a relevant problem-solving activity (e.g. a guest’s complaint about room service), to add statistical corrections as needed (for instance when using population modelling as done in PISA), or to perform quality control and investigation of student experience and of the collected assessment data. As no adaptive design is foreseen, student progress through the test do not have to be interrupted for item scoring purposes. The item scoring can be done afterwards also leveraging the collected process data.

Reporting proficiency in hotel receptionist

The following are initial proposals for reporting proficiency in hotel receptionist. Once all the developed items have been coded and background questionnaire information collected, and psychometric quality assurance has been performed on the test items, proficiency measures can be estimated taking student background information and statistical uncertainty into account. Extensions of this process, which is also aimed to draw from the experience with PISA results, will also be explored for the more complex demonstration and simulation data during the Development Phase. The lower score limits will be determined with data in the second stage of the Development Phase according to the standard PISA scaling procedure.

The assessment measures learners’ ability to perform typical hotel receptionist tasks in hotels and accommodation establishments based on a systemic understanding of hospitality processes and sub-processes. This domain will report what learners in the domain of hotel receptionist typically know and can do at given levels of proficiency or, alternatively, this will be described in a numerical manner.

The focus of reporting will be on the different proficiency levels. There are 6 proficiency levels leading to 7 categories: proficiency at level 6 – representing an organized trainee with advanced knowledge, resourcefulness, and leadership - proficiency at level 5, 4, 3, 2, and 1– the latter representing a “bare minimum” level of routine, predictable, and simple tasks, with intermediate levels representing profiles in between. Results will represent the performance regarding key tasks, typically performed in the reception areas of hotels and accommodation establishments.

Table 6.5. Summary description of the levels of hotel receptionist proficiency in PISA-VET

Level	Lower score limit	Descriptor
6	To be confirmed with data	At level 6, trainees have advanced knowledge and skills demonstrating the mastery and innovation required to solve challenging problems. They can deal with complex activities, organise work and make decisions in uncertain and changing situations. They can evaluate, introduce improvements, and take the initiative. In this level, trainees can lead others and collaborate with colleagues and teams using their ability to problem solve. Key learning outcomes verbs: create, reorganize, compile, design, assemble, articulate, value.
5	To be confirmed with data	At level 5, trainees have comprehensive, specialised, factual and theoretical knowledge. They can develop solutions to unexpected problems and are able to work within an environment of uncertainty and change. In this level, trainees can manage others and contribute with the teams. Key learning outcomes verbs: develop, problem solve, manage, contribute
4	To be confirmed with data	At level 4, trainees can apply knowledge and skills in a broad range of complex, technical work activities, and problems which are mainly non-routine, adapting actions as required. In this level, trainee can collaborate with colleagues and teams. Key learning outcomes verbs: apply, adapt, collaborate
3	To be confirmed with data	At level 3, trainees can apply knowledge and skills in a broad range of routine and non-routine work activities, some of which maybe complex. They can solve routine and non-routine problems and have autonomy for the completion of tasks. In this level trainees can collaborate with a team. Key learning outcomes verbs: interpret, modify, predict, illustrate, calculate, generalise, complete.
2	To be confirmed with data	At level 2, trainees apply basic knowledge and skills in a range of normally varied work activities. At this level, trainees have some autonomy but still need supervision in a range of task and operations. Key learning outcomes verbs: compare, exemplify, explain, associate, demonstrate, predict, arrange.
1	To be confirmed with data	At level 1, trainees can apply minimum knowledge and skills in a range of normally routine, simple, and predictable work tasks, according to the hotel procedures. At this level the trainees have no autonomy and works with supervision. Key learning outcome verbs: understand, remember, outline, explain, identify, review, report, apply.

Examples of items for addressing the hotel receptionist framework

Scenarios using digital simulations

As an example, in one item the trainee will have access to a check-in video role play, where he/she will be evaluated by identifying all the right procedures and it´s correct order of performance, in a limited time.

The trainee should register if in the video simulation, the hotel receptionist:

1. greets and welcomes the guest

2. assigns the correct room for that reservation

3. verifies guest identity

4. verifies guest credit, etc.

At a second stage of the assessment, the trainee will receive a Guest Complaint and must demonstrate several skills, such as, autonomous judgment, problem solving, empathy, communication, positive attitude, and guest orientation, etc. The learner should also respond in a limited time. The evaluation will be measured, with the verification of the trainee performance and the time spent in both responses, i.e. the ability to perform work under pressure, which is in the role of Hotel Receptionist a constant challenge.

The material needed for this assessment will be a computer-based simulation – videos and photos and writing materials.

Standard scenarios

Q1: Situation Description: While doing the check in, the hotel receptionist interacts with the guest with a positive attitude, explains all the hotel services and indicates the room number. Why does the hotel receptionist not inform verbally the hotel room number to the guest? Choose the right answer:

a) For security reasons

b) Because it is not necessary

c) Because the hotel receptionist should not speak too much while doing the check-in

d) Because it should be the Housekeeping Manager to inform the guest

Q2: Situation description: A guest is complaining about a strange and strong odour in the room, which didn’t allow him to sleep the night before. Rank the below procedures from most to least suitable:

1. Call the Housekeeping Manager to verify the room.

2. Make an upgrade to another room if the guest wishes.

3. If the guest doesn’t want to change room, offer something complementary (brunch, massage, voucher to the bar, etc).

4. Report the situation to supervisor.

5. Apologize to the guest and assure that you will take care of the situation personally.

6. Inform the guest that when you have a solution you will inform the guest.

References

[3] Cedefop (2017), Global inventory of regional and national qualifications frameworks 2017, https://doi.org/10.2801/238.

[2] Doherty L., Manfredi S. (2001), “Women’s employment in Italian and UK hotels”, International Journal of Hospitality Management, Vol. 20/1, pp. 61-76, https://doi.org/10.1016/S0278-4319(00)00040-2.

[8] ESCO (2020), European classification of Skills/Competences, Qualifications and Occupations, https://esco.ec.europa.eu.

[4] Kankaraš, M. and J. Suarez-Alvarez (2019), “Assessment framework of the OECD Study on Social and Emotional Skills”, OECD Education Working Papers, No. 207, OECD Publishing, Paris, https://doi.org/10.1787/5007adef-en.

[7] Leary, M. (ed.) (2009), Conscientiousness, The Guilford Press), 369–381.

[6] OECD (2021), The Assessment Frameworks for Cycle 2 of the Programme for the International Assessment of Adult Competencies, OECD Skills Studies, OECD Publishing, Paris, https://doi.org/10.1787/4bc2342d-en.

[1] OECD (2018), OECD Tourism Trends and Policies 2018, OECD Publishing, Paris, https://doi.org/10.1787/tour-2018-en.

[5] Soto, C. and O. John (2016), “The Next Big Five Inventory (BFI-2): Developing and Assessing a Hierarchical Model With 15 Facets to Enhance Bandwidth, Fidelity, and Predictive Power”, Journal of Personality and Social Psychology, Vol. 113/1, pp. 117-143, https://doi.org/10.1037/pspp0000096.

Further reading

CEDEFOP (2021), Vocational education and training in Portugal: short description, Luxembourg: Publications Office of the European Union, Luxembourg, http://data.europa.eu/doi/10.2801/251891.

ESCO (2020), European classification of Skills/Competences, Qualifications and Occupations, https://esco.ec.europa.eu.

ILO (2012). International Standard Classification of Occupations: ISCO-08, Vol. 1: Structure, Group Definitions, and Correspondence Tables, International Labour Office, Geneva, International Standard Classification of Occupations (ISCO).

OECD (2020), OECD Tourism Trends and Policies 2020, OECD Publishing, Paris, https://doi.org/10.1787/6b47b985-en.

WSI (2021), Hotel reception, Social and Personal Services, https://api.worldskills.org/resources/download/12397/14958/15886?l=en

Note

← 1.  In the Standard Occupational Classification (SOC), mostly used in the United States, hotel receptionists are classified under “Hotel, motel and resort desk clerks” (42.4081).