One of the biggest challenges that has affected global hospitality since 2022 is the difficulty it has faced in staffing.
Even now, several years post pandemic, up to 70 percent of hotels worldwide have been unable to fill vacancies in their staff complement.
At the rate this is going on, experts predict a shortfall of at least 8.8 million workers throughout the hospitality industry.
We have heard horror stories over the years regarding the challenges confronting women in hospitality the world over, and this has done its part to prevent young women, especially those seeking part-time employment to support their studies as well as those fresh out of university, from joining the industry.
Likewise, there has been a backlash against immigrants and persons of colour, particularly in the West, which has also deterred applicants from coming in.
In which case, will becoming more inclusive be the key to ending the ongoing staff shortage?
A complicated answer
Unfortunately at this point, the answer is not a clear cut yes or no; admittedly, it will be hard to completely eradicate decades of prejudicial language against women, youth, and those of a foreign culture overnight, along with consequent behaviours.
But it is clear: inclusivity may serve as a strategic lever for boosting numbers in the global hospitality workforce.
Indeed, experts point out that cultivating an internal culture that welcomes everyone regardless of race or gender will enable establishments to expand their hiring pool.
This will have the additional benefit of improving staff retention, thereby arresting the current trend of rapid turnover in the ranks, along with building resilience in the workforce.
According to experts at the Glion Institute of Higher Education, having a more diverse team in terms of both gender and culture also encourages innovative thinking in the ranks, leading to a more progressive, even efficient, approach to operations, thus contributing to a property’s success.
Four points to consider
In which case, human resource managers working in the hospitality sector need to take a good long look at what they’re currently doing to see how being more inclusive could alleviate the staffing shortfall.
Some key points for consideration are as follows:
- Expansion of the current talent pool through the adoption of more inclusive recruitment practices. This opens the door to bankable talent coming from graduates of foreign institutions, workers over the age of 45, as well as differently-abled individuals who may have relevant skills and talents for in-house position;
- Boosting workplace dignity, especially among female personnel and people of colour. Knowing that one belongs and is truly accepted by an establishment goes a long way when it comes to job satisfaction and significantly decreases a property’s staff turnover rate. Indeed, a workplace where employees feel valued and respected encourages them to stay;
- Inclusivity can build your brand. Consider this: organisations with a progressive and inclusive internal culture become employers of choice. That said, they end up getting first skim of the cream of the crop, the most talented potential hired in an increasingly competitive market; and
- Inclusivity makes organisations more resilient, especially as it leads to more innovative thinking, ad hoc upskilling among staff, as well as improved service delivery overall.
It sounds like a tall order, and it is; but becoming more inclusive is a key factor for organisations to stay operational in the face of troubling economics and a dwindling global workforce.
Gloria Guevara, president and CEO of the World Travel & Tourism Council (WTTC), said it best: ““Travel & Tourism is set to remain one of the world’s biggest job creators, offering opportunities for millions of people worldwide. But we must also recognise that wider demographic and structural changes are reshaping labour markets everywhere. Many workers left the sector during COVID when Travel & Tourism came to a standstill. Now, as global unemployment is expected to fall and working age populations shrink, this is creating an increased pressure on labour supply, especially for fast-growing sectors [like ours.]”
