(Originally published in TOURISM)
Graeme Barrit is Business Co-Chair of the Canadian Tourism Human Resource Council (CTHRC) and president of Coast Hotels & Resorts. He spoke with TOURISM magazine during the CTHRC Tourism HR Forum in Vancouver on May 1, 2007:
TOURISM: Employee shortages are endemic in Canada, across all sectors. Strong economic growth coupled with an aging workforce are having their impact in all industries, to be sure, but are there any factors that make tourism unique in this overall climate?
Barrit: Immigration policy in this country over the last number of years has not favoured the type of immigrant who has traditionally populated the tourism workforce, so we believe our situation is perhaps exacerbated by this problem. We do indeed face an aging workforce, as well as a growth in our industry that we see as unprecedented, over the next ten years. All projections for tourism industry growth across the country are exponentially larger than they have been historically, so we don't only face a decrease in the available workforce - we also face increased activity in our sector.
TOURISM: Are there overall strategies at play to address this?
Barrit: Immigration is a short-term fix for us that may or may not translate into a longer-term fix. The CTHRC and its member organizations across the country are focused on developing tourism as a real career choice for younger folk. I would like grade ten high school students to be waking up in the morning saying, "I want to be a hotel general manager when I grow up." So, we need to educate at that level, and we need to improve the distribution of the professional credentials that we offer through the CTHRC's emerit program. Tourism needs to be seen as not only a bona fide career choice, but one where you can receive industry recognition that is transportable.
The goal must be to educate, retain and attract more people into the industry, and immigration is only one of the tools and is seen as a near-term strategy. We are very interested in developing employment opportunities in the Aboriginal sector of our population; we see that as a great untapped resource for the industry, folks we'd love to have involved in tourism and hospitality across Canada.
TOURISM: Where are the biggest challenges right now? Is it at the front-end positions (like room attendants, restaurant service) or is it at the management level?
Barrit: It is not felt as strongly at the leadership levels within the organizations. That, too, is an issue, but - for example - a hotel can get by without a manager for a period of time but you cannot get by without a room attendant for any period of time; someone has to clean that room today! So you feel it more at the line level; nonetheless, shortages are present for positions right up through the organizations. When it comes to shortages at the line level, the pain is immediate because you can't serve customers.
TOURISM: How much have wages got to do with the challenge of bringing employees into tourism?
Barrit: We have an unfortunate reputation for being a low-paying sector, but I am not sure the reality supports that reputation. There is a legacy of that, definitely, but over the last five-plus years, as an industry our rate of pay has escalated to the point where we don't believe pay is the issue. People are looking for a more complete work environment, and in a lot of cases, if you can provide that, it will outweigh a dollar difference. Important things include the respect of your peers, professional accreditation, recognition - all those things that present us as a palatable industry.
TOURISM: Talking to people who have gone through tourism management programs, at both the diploma and degree levels, I hear comments that seem to point to industry's lack of recognition for training and certification received - a sense that industry isn't willing to hire people into management positions until they have "done their time in the trenches", in a manner of speaking. Do you hear this too?
Barrit: This is similar, in some ways, to the pay issue. I think there has been a legacy of that attitude, but I think it is fading. I think people are starting to recognize the difference between the acquisition of skills and the development of leaders. Employees need to confirm they have acquired the necessary skills, but then the transition from being skills-based to becoming a leader is a very different process. Education - at some level - is one method of improving leadership skills, so it has a role, and I think you can see an evolution in that thought within the industry.
TOURISM: How is it working at the transition point where employees move from the line level to take on supervisory roles?
Barrit: The transition level from line worker to leadership is a very difficult area for all industries because that first step up is the most difficult one for many people. It is important that organizations recognize this, and provide a support network to help people with that transition. Certainly, it is the most difficult transition in the development of a career.
TOURISM: So, is there room for people to progress from the line to supervisory positions?
Barrit: Of course. There are wonderful opportunities in this industry at all levels, in all sizes of organizations. I don't believe we are a closed shop at all - no forward-thinking organization could allow that to happen within itself.
TOURISM: The CTHRC has put a lot of emphasis on emerit, the organization's training program for the tourism and hospitality sector. How is it working?
Barrit: Well, last year there were over 600 graduates at various levels of certification in the province of Alberta alone. Speaking from the perspective of Coast Hotels & Resorts, all of our employees, as part of their probationary period, complete their emerit certification in their area of expertise. I think the program is very well used by people who recognize its value. It helps with retention, and shows a commitment on the part of employer and employee alike that they have taken the time to do the training. I'll give you one example: we recently employed a restaurant manager in one of our hotels, and when I met the young woman, she was most proud of the fact she had - of her own volition - completed all of the necessary emerit certification online while she was on maternity leave and was looking forward to coming back into the workforce. How can you say "no" to someone like that? And it's great example of people's faith in the emerit program, and having it online is a great advantage.
TOURISM: Senior governments recognize that human resources are a huge issue - in all sectors - these days. Are they investing enough in tourism training?
Barrit: Well, of course, the simple answer is that there is never enough money from government, but the reality is that as an industry we get our share. We are not at all disadvantaged compared with other sectors.
TOURISM: Thank you!
Graeme Barrit is Business Co-Chair of the Canadian Tourism Human Resource Council (CTHRC) and president of Coast Hotels & Resorts. He spoke with TOURISM magazine during the CTHRC Tourism HR Forum in Vancouver on May 1, 2007:
TOURISM: Employee shortages are endemic in Canada, across all sectors. Strong economic growth coupled with an aging workforce are having their impact in all industries, to be sure, but are there any factors that make tourism unique in this overall climate?
Barrit: Immigration policy in this country over the last number of years has not favoured the type of immigrant who has traditionally populated the tourism workforce, so we believe our situation is perhaps exacerbated by this problem. We do indeed face an aging workforce, as well as a growth in our industry that we see as unprecedented, over the next ten years. All projections for tourism industry growth across the country are exponentially larger than they have been historically, so we don't only face a decrease in the available workforce - we also face increased activity in our sector.
TOURISM: Are there overall strategies at play to address this?
Barrit: Immigration is a short-term fix for us that may or may not translate into a longer-term fix. The CTHRC and its member organizations across the country are focused on developing tourism as a real career choice for younger folk. I would like grade ten high school students to be waking up in the morning saying, "I want to be a hotel general manager when I grow up." So, we need to educate at that level, and we need to improve the distribution of the professional credentials that we offer through the CTHRC's emerit program. Tourism needs to be seen as not only a bona fide career choice, but one where you can receive industry recognition that is transportable.
The goal must be to educate, retain and attract more people into the industry, and immigration is only one of the tools and is seen as a near-term strategy. We are very interested in developing employment opportunities in the Aboriginal sector of our population; we see that as a great untapped resource for the industry, folks we'd love to have involved in tourism and hospitality across Canada.
TOURISM: Where are the biggest challenges right now? Is it at the front-end positions (like room attendants, restaurant service) or is it at the management level?
Barrit: It is not felt as strongly at the leadership levels within the organizations. That, too, is an issue, but - for example - a hotel can get by without a manager for a period of time but you cannot get by without a room attendant for any period of time; someone has to clean that room today! So you feel it more at the line level; nonetheless, shortages are present for positions right up through the organizations. When it comes to shortages at the line level, the pain is immediate because you can't serve customers.
TOURISM: How much have wages got to do with the challenge of bringing employees into tourism?
Barrit: We have an unfortunate reputation for being a low-paying sector, but I am not sure the reality supports that reputation. There is a legacy of that, definitely, but over the last five-plus years, as an industry our rate of pay has escalated to the point where we don't believe pay is the issue. People are looking for a more complete work environment, and in a lot of cases, if you can provide that, it will outweigh a dollar difference. Important things include the respect of your peers, professional accreditation, recognition - all those things that present us as a palatable industry.
TOURISM: Talking to people who have gone through tourism management programs, at both the diploma and degree levels, I hear comments that seem to point to industry's lack of recognition for training and certification received - a sense that industry isn't willing to hire people into management positions until they have "done their time in the trenches", in a manner of speaking. Do you hear this too?
Barrit: This is similar, in some ways, to the pay issue. I think there has been a legacy of that attitude, but I think it is fading. I think people are starting to recognize the difference between the acquisition of skills and the development of leaders. Employees need to confirm they have acquired the necessary skills, but then the transition from being skills-based to becoming a leader is a very different process. Education - at some level - is one method of improving leadership skills, so it has a role, and I think you can see an evolution in that thought within the industry.
TOURISM: How is it working at the transition point where employees move from the line level to take on supervisory roles?
Barrit: The transition level from line worker to leadership is a very difficult area for all industries because that first step up is the most difficult one for many people. It is important that organizations recognize this, and provide a support network to help people with that transition. Certainly, it is the most difficult transition in the development of a career.
TOURISM: So, is there room for people to progress from the line to supervisory positions?
Barrit: Of course. There are wonderful opportunities in this industry at all levels, in all sizes of organizations. I don't believe we are a closed shop at all - no forward-thinking organization could allow that to happen within itself.
TOURISM: The CTHRC has put a lot of emphasis on emerit, the organization's training program for the tourism and hospitality sector. How is it working?
Barrit: Well, last year there were over 600 graduates at various levels of certification in the province of Alberta alone. Speaking from the perspective of Coast Hotels & Resorts, all of our employees, as part of their probationary period, complete their emerit certification in their area of expertise. I think the program is very well used by people who recognize its value. It helps with retention, and shows a commitment on the part of employer and employee alike that they have taken the time to do the training. I'll give you one example: we recently employed a restaurant manager in one of our hotels, and when I met the young woman, she was most proud of the fact she had - of her own volition - completed all of the necessary emerit certification online while she was on maternity leave and was looking forward to coming back into the workforce. How can you say "no" to someone like that? And it's great example of people's faith in the emerit program, and having it online is a great advantage.
TOURISM: Senior governments recognize that human resources are a huge issue - in all sectors - these days. Are they investing enough in tourism training?
Barrit: Well, of course, the simple answer is that there is never enough money from government, but the reality is that as an industry we get our share. We are not at all disadvantaged compared with other sectors.
TOURISM: Thank you!
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