In the agricultural sector of Huila, particularly among SMEs in coffee, cocoa, fish, and rice subsectors, the transition to the International Financial Reporting Standards (IFRS) is paramount yet challenging. This research aims to offer management guidelines to support Huila’s agricultural SMEs in their IFRS transition, underpinning the region’s aspirations for financial standardization and economic advancement. Utilizing a mixed-methods managerial approach, data was gathered from 13 representative companies using validated questionnaires, interviews, and analyzed with SPSS and ATLAS.ti. Results indicate that while there is evident progress in IFRS adoption, 12 out of 13 firms adopted IFRS, with rice leading in terms of adoption duration. While 77% found IFRS useful for financial statements, half reported insufficient staff training. The transition highlighted challenges, including asset recognition and valuation, and emphasized enhancing institutional support and IFRS training. Interviews revealed managerial commitment and expertise as significant factors. Recommendations for successful implementation include leadership involvement, continuous professional development, anticipating costs, clear accounting policies, and meticulous record-keeping. The study concludes that adopting IFRS enhances financial reporting quality, urging entities to converge their reporting practices without hesitation for improved comparability, relevance, and reliability in their financial disclosures.

Background: The hotel industry is labor-intensive. Both technical and behavioral aspects of quality are considered to ensure service quality and customer satisfaction among the internal and external customers as a whole, creating a competitive advantage. Significance: Recruiting and selecting the right people is paramount to the success of the hospitality industry in the sense that the best delivery will be enhanced if proper procedures are used and the right people are selected who can handle their tasks to the best satisfaction of the customer. Method: The goal of the research was to explore the recruiting and selection practices/methods used in the hotel industry, as well as their employability. The study aims to explore the differences in the mix of recruitment and selection methods implemented in 4- and 5-star and different category hotels. As an enterprise, HRD comprises change, learning, and performance. Results: Based on the findings, it is imperative to invest in human resources as a capital asset to boost staff entities in terms of knowledge and capabilities, thereby contributing to better service quality and enhanced customer satisfaction. This would help fulfil the organizations’ objectives. Conclusion: The study concludes that the selected candidates are being analyzed properly and effectively. It is very important to note that the results of this study cannot be generalized as it deals with a restricted clientele, and this could only add on variables and instances to form a common standpoint for the other hotel managers.