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Availability of adequate skilled labor is necessary for the establishment of a thriving hospitality and tourism industry (Hart & Sweetman, 2015, p.5). Skilled labor goes beyond the availability of people who can deliver services, but of those who can perform the given duties to…
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Tourism Tourism Availability of adequate skilled labor is necessary for the establishment of a thriving hospitality and tourism industry (Hart & Sweetman, 2015, p.5). Skilled labor goes beyond the availability of people who can deliver services, but of those who can perform the given duties to the expected standards. Over the years, inadequacy of skilled human resource has hindered the growth of the industry. Most employers in the tourism face the problem of retaining the skilled labor in case they are available (Jameson, 2010, p.45). Recruiting and training of staff within the company forms the foundational step in addressing the skilled labor shortage (Lashley, 2009, p.343). Upon recruitment, players in the two industries must establish viable strategies for retaining the skilled employees.
Players in the hospitality and tourism industry should develop career promotional campaigns as a method of attracting and retaining skilled employees (Australian Government, 2015, p.29). The companies, through the campaign programs, can enlighten prospective employees the career opportunities and growth programs the industry can offer. Players in the tourism sector should advocate the inclusion of tourism education in the curriculum of the system (Shakeela, Breakey, & Ruhanen, 2012, p.35). Education creates awareness and encourages youths to pursue further training in fields related to the industry.
To bridge the gap of skilled labor shortage during the peak season, the hospitality, and tourism companies should incorporate outsourcing as an intervention measure (Davidson & Wang, 2011, p.239). Hiring of qualified employees during the peak season in hotels and tourism agencies lead to enhanced efficiency in handling the influx of tourism. Outsourcing is relatively cheap and convenient because the companies do not need to incur the high cost of labor during low season.
Hotel and Tourism companies need to strategize on the method of recruiting new employees into the industry. The recruits must possess the necessary qualifications in terms of academia for the jobs, as this will influence directly on performance (Hui-O & Hsin-Wei, 2011, p.205). Companies must evaluate what skills they are in need of prior to recruitment. Besides the skills, attitude and capability of the newcomers need require thorough vetting to ascertain their suitability for the industry.
Adjustment of remuneration packages for the skilled workforce in the hotel and tourism industry is instrumental in the retention of employees (Daft, 2010, p.310). Salaries and allowances should coincide with skills and services delivered to the company. There should be equity in compensation among the employee. Compromise in equity may drive the highly skilled workforce from the industry, as the skills are readily transferable to other sectors. Mentoring and coaching programs encourage newcomers in the organizations to stay for longer (Daft & Marcic, 2013, p.351). Experience members of staff within the organization guide and assist the new members in adapting to the organization’s systems. They learn how networking strategies that help in career advancement.
Promotion of employees from within the company boosts the morale of the workforce to stay in the business (Epstein & Rejc, 2014, p.7). The employees become sure of their career projections within the company and the hospitality and tourism industry at large. Due to the large resource base, international players in the hotel and tourism industry are at an advantage in applying strategies aimed at combating skilled labor shortage. When adequately incorporated within the management, the strategies are viable.
References
Australian Government. 2015. Tackling labour and skills issues in the tourism and hospitality industry: A guide to developing tourism employment plans. Tourism 2020.
Daft, R. L. (2010). Management. Mason, Ohio, South-Western Cengage Learning.
Daft, R. L., & Marcic, D. (2013). Understanding management. Australia, South-Western Cengage Learning.
Davidson, M, & Wang, Y 2011, Sustainable Labor Practices? Hotel Human Resource Managers Views on Turnover and Skill Shortages, Journal of Human Resources in Hospitality & Tourism, 10, 3, pp. 235-253, Hospitality & Tourism Complete, EBSCOhost, viewed 22 February 2015.
Epstein, M. J., & Rejc Buhovac, A. (2014). Making sustainability work best practices in managing and measuring corporate social, environmental, and economic impacts. San Francisco, Berrett-Koehler Publishers. http://public.eblib.com/choice/publicfullrecord.aspx?p=1407850.
Hart, John & Sweetman, John. 2015. Tourism and Hospitality workforce development strategy. Tourism and Hospitality Workforce Development Strategy. Web. February 22, 2015. Retrieved from http://satic.com.au/images/uploads/documents/tourism%20and%20hospitality%20workforce%20development%20strategy.pdf
Hui-O, Y, & Dr. Hsin-Wei, F 2009, Contemporary Human Resource Management Issues And Concerns In The Hotel Industry: Identifying The Priorities, International Journal Of Organizational Innovation, 2, 1, pp. 201-224, Business Source Complete, EBSCOhost, viewed 22 February 2015.
Jameson, SM 2000, ‘Recruitment and training in small firms’, Journal Of European Industrial Training, 24, 1, p.43, Teacher Reference Centre, EBSCOhost, viewed 22 February 2015Lashley, C 2009, The right answers to the wrong questions? Observations on skill development and training in the United Kingdoms hospitality sector, Tourism & Hospitality Research, 9, 4, pp. 340-352, Business Source Complete, EBSCOhost, viewed 22 February 2015.
Lashley, C 2009, The right answers to the wrong questions? Observations on skill development and training in the United Kingdoms hospitality sector, Tourism & Hospitality Research, 9, 4, pp. 340-352, Business Source Complete, EBSCOhost, viewed 22 February 2015.
Shakeela, A, Breakey, N, & Ruhanen, L 2012, Tourism Educations Roles in Sustainable Tourism Development: A Case Study of SIDS Introduction, Journal Of Hospitality & Tourism Education, 24, 1, pp. 35-43, Hospitality & Tourism Complete, EBSCOhost, viewed 22 February 2015 Read More
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