Does the hospitality industry need or deserve talent?

Abstract

Purpose This paper aims to confront the most challenging issues that the hospitality industry faces. This relates to the recruitment and retention of talented future leaders. This is a long-standing issue but one that is increasing in importance as industry changes, combined with external pressures within the labour market (demographic and competitive), act to restructure the recruitment landscape in many countries. Design/methodology/approach This paper provides a literature-based analysis that addresses two key questions relating to the hospitality industry and talent – does the sector need talent and, controversially, does it deserve talent? The literature has been addressed on the basis of the author’s in-depth knowledge and the use of a wide range of pertinent search terms relating to the core themes of hospitality and talent management. Findings The paper assesses evidence with respect to both questions, framed as propositions, and concludes that the current talent pipelines, upon which hospitality substantially depends, may not be fit for purpose, and that the wider workplace culture within hospitality is not compatible with the attraction of the best into the industry. Research limitations/implications The paper challenges the established practice, both within the hospitality industry, in terms of its workplace environment, and in the way its educational partners (hospitality management schools) prepare young people for the industry. The outcomes of the analysis do not provide much by way of succour to either. Practical implications Implicit in this paper is a call to key stakeholders (industry and education) in the search for future leaders of the hospitality industry to address and review both the industry workplace, to make it more attractive and rewarding for young graduates, and the educational model that still dominates hospitality management programmes in preparing them for careers. Social implications Careers in hospitality will remain “Cinderella” options for young graduates until action is taken by stakeholders to reposition the nature of the careers on offer and the focus of the programmes available in preparation for them. Originality/value The approach taken is the presentation of widely recognised themes in an original format.

Should I leave this industry? The role of stress and negative emotions in response to an industry negative work event

“…The current paper shows that a negative event, like COVID-19, that impacts an industry harder than others, can relate to negative attitudes and behaviors toward the industry. This is particularly important considering that industries, like the hospitality industry, often rely on a pipeline of employees to maintain an effective workforce (Baum, 2019;Whysall et al, 2019). Both the qualitative (Study 1) and quantitative (Study 2) data revealed that the pandemic has made employees question their decision to work in the hospitality industry.…”

“…While the hospitality industry provides a vast number of jobs, the characteristics of the industry stimulate a unique demand for hospitality education and programs. The hospitality industry calls for employees fluent in their operational knowledge and ability to integrate new technology and trends as well as the interpersonal skills necessary to meet the changing and growing demands of customers and customer service (Baum, 2019;Brown et al, 2015). Therefore, the hospitality industry has established a cooperative and mutually beneficial relationship with hospitality university programs and majors where the industry creates a need for talent and skills, and university programs provide talented individuals (Baum, 2019).…”

“…For example, research examining hostile work environments (i.e., organizationspecific negative events), such as bullying and harassment, have focused on measuring employee negative attitudes and behaviors toward their organization, such as blaming the organization, service sabotage, and counterproductive behavior, while neglecting attitudes and behaviors toward the hospitality industry (e.g., Jung & Yoon, 2018;Lee et al, 2020;Madera, 2018, Park & Kim, 2019. In addition to the staggering turnover rates of the hospitality industry, recent workforce projections point to a potential thinning future employees and leaders (Baum, 2019).…”

“…These are unfortunate gaps in the literature because industries, like the hospitality industry, often rely on a pipeline of professionals who have the knowledge, skills, and abilities (KSAOs) that are industry-specific and transferable across organizations within an industry (Baum, 2019;Garavan, 2012;Bowen & Ford, 2002;Whysall et al, 2019). These industries may suffer from significant talent loss if industry-related negative work events negatively influence their attitudes and behaviors toward the industry.…”

Turning home boredom during the outbreak of COVID-19 into thriving at home and career self-management: the role of online leisure crafting

“…Given the above, future research may investigate the role of online leisure crafting in these outcomes to further extend our model. (Baum, 2019). It could be valuable to investigate how leadership may play a role in our model to provide additional theoretical implications and practical implications for the hospitality industry.…”