Background of the Study
Senior representatives from Europe’s leading hotels have concluded that one of the biggest challenges currently facing the hospitality industry comes from recruiting and retaining skilled employees if the sector is to avoid a serious skills shortage in the next few. Recruitment, retention and career development are among the most serious issues facing the hotel business (Andersen, 2000). Moreover, staff turnover in the hotel industry rise over the past few years and suggested that the appeal of a career within the hotel industry is declining for many young individuals as it competes with opportunities in newer, fast-moving industries (Andersen, 2000).
Changes in how workers obtain qualifications are evolving and, perhaps, is raising skill requirements (Bowers & Swaim, 1994, 82). The shift in the mix of qualifying skills toward those learned in school or formal company programs suggests that demands shifted toward more general and cognitive skills. More educated workers are much more likely to hold jobs requiring qualifications than are less educated workers. In large part, this result merely reflects the importance of educational credentials for professions and other occupations requiring college degrees. But the link between schooling and job qualifications is more pervasive. Workers with a high school diploma or college are more likely than less educated workers to learn qualifying skills through enterprise-based training after leaving school (Bowers & Swaim, 1994, 82).
As skills in workplace are significant to any industries, the British Hospitality Association (BHA) identifies business-related variables that drive changes in skills requirements (Rowley et al, 2003, 10). It falls into four main categories–changes in the customer base, increased competition, concern with sustainability, and change in production processes.
Furthermore, the BHA sets skills requirement to employees. The vocational skills requires expertise in food production and preparation, stock management, and cost control; the generic skills cover the managerial skills, particularly small business management, communication, problem-solving, selling skills, literacy and foreign language competence; and the competence deriving from attitude to work such as enthusiasm, commitment, and the will to learn (Gill et al, 2003, 11).
Indeed, the UK hospitality industry is facing a growing shortage of qualified and long-term staff at all levels. People are a vital component to any service industry and the hospitality business, like others, must recognise and respond to factors which impact on the recruitment and retention of staff. Technology and the changing needs of customers have altered the business as well as the skills that are required to work within the sector. The successful hoteliers of the future are going to be those who recognise the importance of personal development, training and education as well as financial compensation to acquire skilled professionals who will add long-term value to their business.
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