tourism industry skills

• Hospitality Industry

Mastering essential hospitality soft skills: Insights from EHL Experts

May 31, 2024 •

5 min reading

Although technical skills such as accounting, financial analysis, and marketing are crucial for hospitality & tourism managers, soft skills play a vital role in excelling in this people-centric industry.

These essential soft skills in hospitality encompass more than just engaging with clients; they also involve effectively leading teams dedicated to ensuring customer satisfaction in a labor-intensive industry.

Hotels, restaurants, tour operators and tourist attractions are fascilitators of experiences, and those who work within them have the ability to make or break those experiences for their paying clientelle.

The multi-trillion dollar global hospitality industry requires more than just clean beds, hot meals and ticket sales to thrive at such a level. It calls for a sprinkle of 'je ne sais quoi' that is the magic and unseen (by the customer) ingredient cultivated by experienced and talented staff who bring unforgetable experiences together seamlessly.

These are the employees which generate the 5-star reviews, the social media tags and turn hospitality businesses into revenue generating machines.

So what soft skills does a future hospitality and tourism manager need to master?

1. customer service skills.

It is essential that employees and managers succeed in satisfying and even delighting customers . Excellent customer service skills are all about understanding the customer’s needs and being able to deliver a positive customer service experience.

2. Networking skills

One of the key skills needed in the hospitality industry is to be able to network effectively. Unlike many other sectors of business, networking in this field is not about job-hopping, but is rather a way to stimulate repeat business from customers .

Building a loyal clientele who are interested in returning to the hotel/restaurant/tour will, in the long run, also enhance one’s career. Of course, it’s also important to be able to demonstrate to employers that customers are returning thanks to the relationship cultivated with them. Learning to use language that employers like to hear, such as ‘client relationship management’ and ‘guest relations’ during job interviews, can enhance one’s chances of being hired.

3. Communication skills

Exceptional communication skills are highly valued in most industries and the higher up one gets in the hierarchy, the more important effective communication becomes.

In the hospitality and tourism business, each day can involve contact with people of a variety of backgrounds, ages, nationalities, and temperaments.

So, it is important to be able to communicate in a way that represents the business while at the same time speaking to customers in a way that they can understand and relate to.

4. Flexibility skills

Compared to other professions, hospitality and tourism jobs often demand that employees work odd hours like nights and weekends. It is also necessary to be able to switch rapidly from one task to another as the situation may arise. Flexibility is an essential attribute to succeed in the hospitality and tourism sector.

5. Organizational skills

Organizational skills are at a premium in the hospitality and tourism trade. Given the need to multi-task and respond to spur-of-the-moment requests, it is necessary to maintain an organizational structure to be able to accomplish daily tasks efficiently.

One piece of advice: plan each day keeping a checklist of things that need to be done. This will also help you develop strong time management skills.

6. Language skills

Language skills are a particular plus in the hospitality field as they increase one’s value as an employee. Speaking clients’ language enables one to establish a more intimate relationship with them which promotes customer satisfaction and loyalty.

So if you're considering studying abroad or particpating in a semester abroad as part of your college degree, don't hesitate to seize the opportunity to learn a new language.

7. Can-do attitude

Hospitality professionals must be prepared to accept challenges in the workplace no matter how difficult the task may appear. Resolving a difficult situation for an employer boosts one’s chances of getting a pay rise or promotion.

Exuding enthusiasm for one’s job, will enhance one’s esteem both from customers and employers.

No customer should ever hear the words "that's not my job". For example, Kurt Ritter, the former CEO of Rezidor Hotels (and EHL graduate), adopted the motivational tagline “Yes, I can!” for his staff.

8. Multitasking skills

Being able to fulfill multiple roles in a hospitality or tourism enterprise is a way for employees to render themselves indispensable to their employers.

It’s important to be able to juggle different tasks simultaneously while completing each task assigned. Thus the ability to multitask may be one of the most important skills in this industry. One way for students to get a head start in developing their ability to multitask is to work on the side while pursuing their studies.

9. Cultural awareness

Hospitality and tourism enterprises are more likely than most to deal with customers of a variety of nationalities and cultural backgrounds. The ability to be culturally aware and get past one’s own cultural norms is crucial to building a successful career in this sector.

Typically customers will not always share the same values, belief systems and perceptions. It’s important to break free from cultural barriers. Cultural awareness is an essential social skill that will help customers feel comfortable and at home with their surroundings. The goal is to satisfy their needs and wants, so as to turn them into repeat customers.

Lecturer and International Career Coordinator at EHL Passugg

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May 31, 2024

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What Skills Do You Need for a Career in Hospitality and Tourism?

Learn about the important skills you need to start a successful career in the hospitality and tourism industry.

Take the Culinary Career Survey

We’ve compiled a checklist of all of the essential questions into one handy tool: career options, culinary interest surveys, educational opportunities, and more.

Clicking the "Get the Survey Now" button constitutes your express request, and your express written consent, to be contacted by and to receive automated or pre-recorded call, texts, messages and/or emails from via phone, text, and/or emails by Auguste Escoffier School of Culinary Arts at the number(s)/email you provided, regarding furthering your education and enrolling. You understand that these calls , texts, messages and/or emails may be generated using an automated or pre-recorded technology. You are not required to agree to receive automated or pre-recorded calls, texts, messages or emails as a condition of enrolling at Escoffier. You can unsubscribe at any time or request removal of street address, phone number, email address via Escoffier website .

At first glance, the world of hospitality and tourism appears simple.

A hotel, for example, just has to provide clean rooms to guests, along with a few amenities. Nothing complicated about that… right?!

If this truly were all that was needed, every hotel would have five-star customer reviews across the board. And a quick look at the reviews on TripAdvisor or Expedia shows that is not always the case.

So if you want to work in the hospitality and tourism industry, what skills may you need to bring to the table to wow guests and thrive in your career? And how can you begin to acquire these valuable skills?

Let’s Review The Top Tourism And Hospitality Skills

Professionalism & attentive customer service.

The world of hospitality and tourism is all about interpersonal relationships. Different guests will have different expectations of you, and you may need to read their cues to provide proper service.

“Professionalism” is a broad term, but it can include the way you present yourself in dress, posture, and body language, the tone of voice and word choice you use when speaking to guests, and your willingness to go above and beyond for them.

The Hospitality & Restaurant Operations Management program at Auguste Escoffier School of Culinary Arts includes extensive coursework in a number of hospitality areas. While this program is not tourism-specific, many of the principles and lessons can be applied to the wider hospitality world.

In Escoffier’s Professionalism and Service Standards course**, for example, students may start building their professional skills with coursework in guest services, personal standards, and proper hygiene.

Understanding and Respect for Cultural Differences

In hospitality and tourism, you’re likely to meet people from a wide range of cultures and backgrounds. And this means having a healthy sensitivity to these differences to avoid giving offense—or being offended yourself.

Some cultures are more assertive than others, for example. So you may want to understand that a particular guest isn’t being rude —he just comes from a culture that speaks more forcefully. Someone else may come from a culture that discourages complaints. So you’ll have to pay extra attention to ensure that the guest’s needs are being met, since they could be unlikely to speak up if they are unhappy.

In Escoffier’s Business and Professional Communications** course, students may begin to explore these cultural differences and build the skills that can enable them to create a welcoming atmosphere for guests from all backgrounds.

“No two days are ever the same at a hotel! I enjoyed meeting different guests from all around the world and ensuring they had a wonderful stay at my hotel.”* Ashley Godfrey, Escoffier Hospitality & Restaurant Operations Management Instructor

Cost Control and Inventory Management

Depending on your role within the organization, you may be responsible for controlling costs. This could include carefully managing labor expenses if you’re in charge of scheduling, or tracking and managing inventory costs like cleaning supplies, food and beverage operations , and smallwares. These costs can easily eat into the profits of a hospitality business, so keeping them in check is crucial.

Escoffier’s curriculum includes courses in Cost Control and Purchasing**, designed to meet this real-world need. Through carefully purchasing and sales forecasting, a hospitality manager can keep their business well-stocked without overbuying and wasting money.

“Our students are taught the financial aspects of running a successful hospitality operation. Being able to apply this knowledge in the workplace can make them valued employees.”* Maria Davenport, Escoffier Hospitality & Restaurant Operations Management Instructor

Empathy for Your Guests

The foundation of hospitality and tourism is customer service, and the foundation of customer service is empathy. When a guest arrives at their destination after a long day of travel, even a minor issue, like a delay in check-in, doesn’t feel so minor.

By putting yourself in their shoes, you could be better able to offer a helpful solution to the problem. Perhaps you could start by taking their bags and offering them a free cocktail at the bar while they wait, so they can start to relax even though they can’t access their rooms yet.

When customers are unhappy, it’s rarely because they want to make the staff’s life difficult. Something has happened, and it may not have anything to do with your service. Even if it’s not your fault, a little empathy for their situation can go a long way to salvaging the guest’s experience.

A Solution-Oriented Approach to Challenges

A great deal of the work in hospitality and tourism involves problem-solving. The unexpected will pop up, which means the hospitality professional must be able to meet those challenges with quick solutions .

What will you do if the computer reservation system suddenly stops working? What if a guest arrives with a clear confirmation email from your hotel, but their reservation is nowhere to be found in your system? What if your tour company is sold out for the weekend…and then two of your tour guides call in sick?

These problems can happen, and you must be able to come up with solutions that keep the business running and guests happy.

“The Front Desk is the catch-all for complaints at a hotel so managers must be able to problem solve quickly. Students can learn guest service techniques on how to deal with complaints throughout their classes.”* Ashley Godfrey, Escoffier Hospitality & Restaurant Operations Management Instructor

Careful Time Management and Efficient Task Execution

In the hospitality industry, every day is a little different. There may be a set of tasks you’re expected to perform each day, but those can easily be derailed by guest requests and mini emergencies that need your attention.

The key is carefully managing your time and seeking out more efficient ways to get things done. This could include time blocking (grouping similar tasks together to complete them more quickly) or investing in new technology that cuts down on your hands-on time.

In Escoffier’s hospitality degree program, students explore automation technology that may help them to be more efficient in the workplace. With this training, you may find that you can bring major time-saving techniques to your future employer!

Event Planning and Management

These days, events like weddings and corporate retreats have moved out of the hotel ballroom and into a wide variety of venues. So whether you work at a resort, a hotel, an amusement park, a restaurant, a vineyard, or even a state park, events are likely to be part of your professional life.

Regardless of your job title, understanding the logistics behind event planning will allow you to better serve your guests and assist your coworkers. In Escoffier’s Catering and Event Operations course**, students practice the organization and planning necessary to run a successful event. After all, most of the work for catering and events is done long before a single guest arrives!

Teamwork & Communication to Get the Job Done

All hospitality operations thrive on teamwork. From the housekeeping staff to the front desk agents to the general manager , the entire team must pull together consistently to keep the operation running smoothly.

This requires teamwork with a clear chain of command, job expectations, and delegation. No guest should ever hear, “that’s not my job.” They should hear, “oh, let me take care of that for you.” Then the employee can find the right person for the job, or ask for help.

The Confidence To Allow Your Guests to Relax

When guests put themselves in your hands, they want to feel taken care of. If you or your staff answer every question with a halting, bashful response, they won’t feel like you have the situation under control. A confident approach makes guests feel like they can take their hands off the steering wheel. All they need to do is enjoy!

Education can go a long way to helping build your confidence.

With a Hospitality and Restaurant Operations Management degree from Escoffier you may explore many of these topics that can help prepare you for an entry-level management position in the hospitality and tourism industry. You can even complete your degree online with a hands-on industry externship, so you can continue to work full-time while you get your education.

The time to apply is now . Tourism is back in a big way, and those guests need you!

Want to learn more about the hospitality industry? Try these articles next:

• Careers a Hospitality & Restaurant Operations Management Degree Can Prepare You For
• How Do You Learn Hospitality Management Online?
• How to Start a Career in Hospitality Management

*Information may not reflect every student’s experience. Results and outcomes may be based on several factors, such as geographical region or previous experience.

** For specific details, download Escoffier’s course catalogues here .

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Internships and placements

Eight top skills for travel and tourism careers.

21 Jun 2023, 15:41

The skills needed for jobs in the travel industry can be developed anywhere, including closer to home. Discover what these are and why they are valued by employers.

Your days won’t follow a rigid structure and you won’t always be able to anticipate what happens next.

Many tourism roles are open to applicants who don’t have a degree as well as graduates from any degree discipline. So, your skills and attributes are more important than your academic qualifications when applying for tourism graduate jobs.

With that in mind, we’ve listed some of the skills that are applicable to most jobs in travel and tourism, along with reasons for why this is the case. It’s not an exhaustive list, and the skills will vary slightly for different roles, so take a look at our job descriptions if you have your sights set on a particular career path.

The good news is that you don’t need to work abroad to gain these skills, or even have work experience directly in the travel industry – though it won’t hurt your chances if you do. They’re all transferable, meaning they can be picked up from alternative work experience, extracurricular activities or other areas of your life. At the end of each skill description, click through to our more in-depth explanations of what each skill involves and ideas for how you can develop them.

1. Customer service

The tourism industry is all about giving people a great experience when they travel, from helping them book a holiday to greeting them at a resort or leading a sightseeing tour. So, it’s no surprise that good customer service is vital.

You’ll need to make sure each customer feels valued while resolving any issues as efficiently as possible so you can go on to serve others. Working in the travel and tourism industry can sometimes mean dealing with people who are angry, anxious or upset when things go wrong, but you’ll also have the satisfaction of helping to make some of their most memorable moments.

Find out what good customer service involves.

2. Communication

Getting a message across clearly and checking that the other person has understood you is an essential part of most travel and tourism jobs. You could be providing directions at an information desk, telling interesting stories about the history of a region, giving a health and safety briefing or contacting air traffic control. You’ll need to adapt your approach depending on your role and the situation at hand and be ready to answer unexpected questions.

Clear, concise written communication might not come to mind when considering travel and tourism jobs but it is essential in some roles: for example, airline cabin crew are required to write a flight report after each journey.

Read more about how you can develop communication skills.

3. Adaptability and flexibility

Travel is by nature an area where there’s a lot of potential for last-minute changes. Flights can be cancelled, natural disasters can jeopardise plans – and in 2020–21 the tourism industry has seen more uncertainty than ever with travel restrictions and quarantine requirements in a state of constant change. As a graduate working in travel, your days won’t follow a rigid structure and you won’t always be able to anticipate what happens next. Accordingly, you’ll need to remain calm in emergencies, deal with difficult customers and respond to spur-of-the-moment requests. It’s likely you’ll also experience unpredictable working patterns, unsociable hours and, in some roles, being away from home for months at a time. Building your adaptability will help you to embrace these challenges and enjoy a career that’s not nine-to-five.

Learn how to become more adaptable and flexible.

4. Language skills and cultural sensitivity

Being bilingual isn’t essential for a career in travel and tourism, but it certainly helps. If you plan to work abroad, a good grasp of the local language will be beneficial even if you’re mainly working with tourists from English-speaking countries. Likewise, in the UK you could be working with people who are visiting from around the world and will appreciate it if you are able to speak their language.

However rusty or lacking your language skills are, being able to relate to people from different cultures and backgrounds is a must. You’re more likely than in many other sectors to be working with people from different nationalities and cultural backgrounds, so it’s important that you treat everyone with respect and help them feel comfortable. You may need to adapt your approach to prevent miscommunications, for example.

Read about how being bilingual can benefit your career.

5. Business acumen and commercial awareness

Keeping customers happy is important, but you’ll also need to be aware of how your employer fits into the wider travel industry and what its competitors are doing differently. As well as following industry news, consider how developments in the wider world will affect travel. The coronavirus pandemic, Brexit and the climate crisis are all obvious examples that will have long-term impacts, but can you think of any more – and predict how employers might respond?

Discover how you can demonstrate commercial awareness.

6. Leadership and responsibility

You’re unlikely to be leading a team of colleagues as a fresh graduate, but at any stage in your career or work experience you can take opportunities to make decisions, use your initiative and motivate other people in your team. Roles such as tour guide, activity instructor and cabin crew will involve taking on leadership of your customers by showing them where to go, what to do and how to do it safely.

See how leadership skills can be developed as a student or recent graduate.

7. Teamwork

Working efficiently as part of a group will keep things running smoothly for customers. Even if your role involves a lot of independent working, you’ll be representing your employer’s brand and be in regular contact with your colleagues and other travel industry professionals. Sometimes you’ll need to negotiate or reach compromises in order to do the best job possible as a team.

Find out what kinds of work experience make good examples of teamwork.

8. Enthusiasm and dedication

Alongside all of the above skills, make sure that your passion for travel and tourism shines through. Some roles might also require knowledge of key destinations or your local area, but this can generally be learned on the job and ultimately employers are looking for potential. A can-do attitude will encourage you to accept and overcome challenges and stay upbeat even when you’re exhausted from being on your feet all day. While working in travel and tourism is hard work (it isn’t just one long holiday!), it can be fun and exciting so don’t be afraid to express your enthusiasm in applications and interviews.

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8 Crucial Soft Skills to Boost Your Hospitality Career

Bryant & Stratton College Blog Staff

The hospitality industry spans everything from hotels and conference centers to bars and restaurants. This is an in-demand career field that has a number of roles within it. If you are looking for a field that has plenty of potential for growth, the hospitality industry fits that need well.

How can you achieve greatness in a hospitality career? The key may be not in your "hard skills," but rather in the harder-to-attain "soft skills." In fact, the National Soft Skills Association estimates that 85% of job success comes from soft skills , while only 15% comes from hard skills. With the right skill set, you can quickly climb up the ladder and experience greater success in this high-demand industry. If you're looking for a way to boost your career and set yourself up for greater success, focus on developing these important skills.  

1. Strong Communication Skills

Because the hospitality and tourism industry works directly with the public, strong communication skills are essential. You must be able to present information in a way that the general public can understand, while also being able to understand what your customers and clients need and want. Good communication will make people want to come back to your business time and time again, and those return clients will become the key to your success.

2. Positive Thinking

It may not feel like a career skill, but being a positive thinker will help you succeed in hospitality. A good mood spreads to your customers and clients, and this makes them feel more comfortable and safe in your business. Positive thinking and a good attitude will help you rise to the top, as you will get noticed by your employer as a helpful addition to the team. Start training your mind to see the bright side of your circumstances as you work to grow more positive.

3. Ability to Multitask

Multitasking is an ability needed in the hospitality industry because hospitality professionals wear a lot of different hats throughout the day. You may start your day in the office, then head out to greet customers, then spend some time engaging with vendors, all in the same day. You must be able to balance multiple projects at the same time and learn to use your time effectively. When you can multitask, you become a greater asset to your company.

4. Language Skills

Another skill that can help you advance within the hospitality industry is language. If you can learn another language, especially one commonly spoken in your region, you will be able to communicate with more people who walk through your company's doors. This, in turn, makes you in high demand. Multilingual professionals are particularly helpful in the tourism industry because tourism reaches across cultural barriers. Thus, you are very likely to interact with people who do not speak English as their first language.

5. Ability to Problem Solve

Hospitality professionals are the people that guests turn to when they have problems. Being able to offer a solution to those problems quickly is the key to saving the customer relationship, and this requires excellent problem-solving capabilities.

For example, if a restaurant guest complains about food that is cold, offering them a new, warm entree and a free dessert quickly, without having to go to the manager for permission, may keep the customer happy. Problem-solving "on your feet" becomes invaluable when you work in hospitality.  

6. Be a Team Player

Hospitality is an industry that forces you to work with others, and you need to be a team player to keep things running well. If you can't work well with others, your business will struggle when hit with a busy period, and the customer experience will suffer as a result. You may find teamwork is a bit of a struggle in this industry because of high turnover, but learning how to work well with others, no matter who they may be, will serve you well in your career.

7. Take Criticism Well

If you can take criticism well and learn from the feedback you receive, you will go far in the hospitality industry. Every time a customer comes to you with a complaint, you have the opportunity to practice this skill. Even if the complaint feels unwarranted or unfair, you can take the feedback and learn from it. This gives you an opportunity to improve the customer experience in your business and grow as a professional at the same time.

8. Build Cultural Awareness

The people you meet in the hospitality industry will come from a wide range of backgrounds, and their cultural experiences and expectations will differ from yours. Learning about other cultures and being aware of cultural differences can help you respond appropriately. When you understand the values and belief systems of the people who come into your business, you can craft a customer experience that builds trust and comfort.  

The hospitality career is a growing career field with excellent career growth potential. If you are looking to pursue a degree, look no further than Bryant & Stratton College . With professors who have years of real-world experience in the same field they are teaching, why look any further? Get more information about our program today!

Related Articles

The future of tourism: Bridging the labor gap, enhancing customer experience

As travel resumes and builds momentum, it’s becoming clear that tourism is resilient—there is an enduring desire to travel. Against all odds, international tourism rebounded in 2022: visitor numbers to Europe and the Middle East climbed to around 80 percent of 2019 levels, and the Americas recovered about 65 percent of prepandemic visitors 1 “Tourism set to return to pre-pandemic levels in some regions in 2023,” United Nations World Tourism Organization (UNWTO), January 17, 2023. —a number made more significant because it was reached without travelers from China, which had the world’s largest outbound travel market before the pandemic. 2 “ Outlook for China tourism 2023: Light at the end of the tunnel ,” McKinsey, May 9, 2023.

Recovery and growth are likely to continue. According to estimates from the World Tourism Organization (UNWTO) for 2023, international tourist arrivals could reach 80 to 95 percent of prepandemic levels depending on the extent of the economic slowdown, travel recovery in Asia–Pacific, and geopolitical tensions, among other factors. 3 “Tourism set to return to pre-pandemic levels in some regions in 2023,” United Nations World Tourism Organization (UNWTO), January 17, 2023. Similarly, the World Travel & Tourism Council (WTTC) forecasts that by the end of 2023, nearly half of the 185 countries in which the organization conducts research will have either recovered to prepandemic levels or be within 95 percent of full recovery. 4 “Global travel and tourism catapults into 2023 says WTTC,” World Travel & Tourism Council (WTTC), April 26, 2023.

Longer-term forecasts also point to optimism for the decade ahead. Travel and tourism GDP is predicted to grow, on average, at 5.8 percent a year between 2022 and 2032, outpacing the growth of the overall economy at an expected 2.7 percent a year. 5 Travel & Tourism economic impact 2022 , WTTC, August 2022.

So, is it all systems go for travel and tourism? Not really. The industry continues to face a prolonged and widespread labor shortage. After losing 62 million travel and tourism jobs in 2020, labor supply and demand remain out of balance. 6 “WTTC research reveals Travel & Tourism’s slow recovery is hitting jobs and growth worldwide,” World Travel & Tourism Council, October 6, 2021. Today, in the European Union, 11 percent of tourism jobs are likely to go unfilled; in the United States, that figure is 7 percent. 7 Travel & Tourism economic impact 2022 : Staff shortages, WTTC, August 2022.

There has been an exodus of tourism staff, particularly from customer-facing roles, to other sectors, and there is no sign that the industry will be able to bring all these people back. 8 Travel & Tourism economic impact 2022 : Staff shortages, WTTC, August 2022. Hotels, restaurants, cruises, airports, and airlines face staff shortages that can translate into operational, reputational, and financial difficulties. If unaddressed, these shortages may constrain the industry’s growth trajectory.

The current labor shortage may have its roots in factors related to the nature of work in the industry. Chronic workplace challenges, coupled with the effects of COVID-19, have culminated in an industry struggling to rebuild its workforce. Generally, tourism-related jobs are largely informal, partly due to high seasonality and weak regulation. And conditions such as excessively long working hours, low wages, a high turnover rate, and a lack of social protection tend to be most pronounced in an informal economy. Additionally, shift work, night work, and temporary or part-time employment are common in tourism.

The industry may need to revisit some fundamentals to build a far more sustainable future: either make the industry more attractive to talent (and put conditions in place to retain staff for longer periods) or improve products, services, and processes so that they complement existing staffing needs or solve existing pain points.

One solution could be to build a workforce with the mix of digital and interpersonal skills needed to keep up with travelers’ fast-changing requirements. The industry could make the most of available technology to provide customers with a digitally enhanced experience, resolve staff shortages, and improve working conditions.

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Complementing concierges with chatbots.

The pace of technological change has redefined customer expectations. Technology-driven services are often at customers’ fingertips, with no queues or waiting times. By contrast, the airport and airline disruption widely reported in the press over the summer of 2022 points to customers not receiving this same level of digital innovation when traveling.

Imagine the following travel experience: it’s 2035 and you start your long-awaited honeymoon to a tropical island. A virtual tour operator and a destination travel specialist booked your trip for you; you connected via videoconference to make your plans. Your itinerary was chosen with the support of generative AI , which analyzed your preferences, recommended personalized travel packages, and made real-time adjustments based on your feedback.

Before leaving home, you check in online and QR code your luggage. You travel to the airport by self-driving cab. After dropping off your luggage at the self-service counter, you pass through security and the biometric check. You access the premier lounge with the QR code on the airline’s loyalty card and help yourself to a glass of wine and a sandwich. After your flight, a prebooked, self-driving cab takes you to the resort. No need to check in—that was completed online ahead of time (including picking your room and making sure that the hotel’s virtual concierge arranged for red roses and a bottle of champagne to be delivered).

While your luggage is brought to the room by a baggage robot, your personal digital concierge presents the honeymoon itinerary with all the requested bookings. For the romantic dinner on the first night, you order your food via the restaurant app on the table and settle the bill likewise. So far, you’ve had very little human interaction. But at dinner, the sommelier chats with you in person about the wine. The next day, your sightseeing is made easier by the hotel app and digital guide—and you don’t get lost! With the aid of holographic technology, the virtual tour guide brings historical figures to life and takes your sightseeing experience to a whole new level. Then, as arranged, a local citizen meets you and takes you to their home to enjoy a local family dinner. The trip is seamless, there are no holdups or snags.

This scenario features less human interaction than a traditional trip—but it flows smoothly due to the underlying technology. The human interactions that do take place are authentic, meaningful, and add a special touch to the experience. This may be a far-fetched example, but the essence of the scenario is clear: use technology to ease typical travel pain points such as queues, misunderstandings, or misinformation, and elevate the quality of human interaction.

Travel with less human interaction may be considered a disruptive idea, as many travelers rely on and enjoy the human connection, the “service with a smile.” This will always be the case, but perhaps the time is right to think about bringing a digital experience into the mix. The industry may not need to depend exclusively on human beings to serve its customers. Perhaps the future of travel is physical, but digitally enhanced (and with a smile!).

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Digital solutions are on the rise and can help bridge the labor gap

Digital innovation is improving customer experience across multiple industries. Car-sharing apps have overcome service-counter waiting times and endless paperwork that travelers traditionally had to cope with when renting a car. The same applies to time-consuming hotel check-in, check-out, and payment processes that can annoy weary customers. These pain points can be removed. For instance, in China, the Huazhu Hotels Group installed self-check-in kiosks that enable guests to check in or out in under 30 seconds. 9 “Huazhu Group targets lifestyle market opportunities,” ChinaTravelNews, May 27, 2021.

Technology meets hospitality

In 2019, Alibaba opened its FlyZoo Hotel in Huangzhou, described as a “290-room ultra-modern boutique, where technology meets hospitality.” 1 “Chinese e-commerce giant Alibaba has a hotel run almost entirely by robots that can serve food and fetch toiletries—take a look inside,” Business Insider, October 21, 2019; “FlyZoo Hotel: The hotel of the future or just more technology hype?,” Hotel Technology News, March 2019. The hotel was the first of its kind that instead of relying on traditional check-in and key card processes, allowed guests to manage reservations and make payments entirely from a mobile app, to check-in using self-service kiosks, and enter their rooms using facial-recognition technology.

The hotel is run almost entirely by robots that serve food and fetch toiletries and other sundries as needed. Each guest room has a voice-activated smart assistant to help guests with a variety of tasks, from adjusting the temperature, lights, curtains, and the TV to playing music and answering simple questions about the hotel and surroundings.

The hotel was developed by the company’s online travel platform, Fliggy, in tandem with Alibaba’s AI Labs and Alibaba Cloud technology with the goal of “leveraging cutting-edge tech to help transform the hospitality industry, one that keeps the sector current with the digital era we’re living in,” according to the company.

Adoption of some digitally enhanced services was accelerated during the pandemic in the quest for safer, contactless solutions. During the Winter Olympics in Beijing, a restaurant designed to keep physical contact to a minimum used a track system on the ceiling to deliver meals directly from the kitchen to the table. 10 “This Beijing Winter Games restaurant uses ceiling-based tracks,” Trendhunter, January 26, 2022. Customers around the world have become familiar with restaurants using apps to display menus, take orders, and accept payment, as well as hotels using robots to deliver luggage and room service (see sidebar “Technology meets hospitality”). Similarly, theme parks, cinemas, stadiums, and concert halls are deploying digital solutions such as facial recognition to optimize entrance control. Shanghai Disneyland, for example, offers annual pass holders the option to choose facial recognition to facilitate park entry. 11 “Facial recognition park entry,” Shanghai Disney Resort website.

Automation and digitization can also free up staff from attending to repetitive functions that could be handled more efficiently via an app and instead reserve the human touch for roles where staff can add the most value. For instance, technology can help customer-facing staff to provide a more personalized service. By accessing data analytics, frontline staff can have guests’ details and preferences at their fingertips. A trainee can become an experienced concierge in a short time, with the help of technology.

Apps and in-room tech: Unused market potential

According to Skift Research calculations, total revenue generated by guest apps and in-room technology in 2019 was approximately $293 million, including proprietary apps by hotel brands as well as third-party vendors. 1 “Hotel tech benchmark: Guest-facing technology 2022,” Skift Research, November 2022. The relatively low market penetration rate of this kind of tech points to around $2.4 billion in untapped revenue potential (exhibit).

Even though guest-facing technology is available—the kind that can facilitate contactless interactions and offer travelers convenience and personalized service—the industry is only beginning to explore its potential. A report by Skift Research shows that the hotel industry, in particular, has not tapped into tech’s potential. Only 11 percent of hotels and 25 percent of hotel rooms worldwide are supported by a hotel app or use in-room technology, and only 3 percent of hotels offer keyless entry. 12 “Hotel tech benchmark: Guest-facing technology 2022,” Skift Research, November 2022. Of the five types of technology examined (guest apps and in-room tech; virtual concierge; guest messaging and chatbots; digital check-in and kiosks; and keyless entry), all have relatively low market-penetration rates (see sidebar “Apps and in-room tech: Unused market potential”).

While apps, digitization, and new technology may be the answer to offering better customer experience, there is also the possibility that tourism may face competition from technological advances, particularly virtual experiences. Museums, attractions, and historical sites can be made interactive and, in some cases, more lifelike, through AR/VR technology that can enhance the physical travel experience by reconstructing historical places or events.

Up until now, tourism, arguably, was one of a few sectors that could not easily be replaced by tech. It was not possible to replicate the physical experience of traveling to another place. With the emerging metaverse , this might change. Travelers could potentially enjoy an event or experience from their sofa without any logistical snags, and without the commitment to traveling to another country for any length of time. For example, Google offers virtual tours of the Pyramids of Meroë in Sudan via an immersive online experience available in a range of languages. 13 Mariam Khaled Dabboussi, “Step into the Meroë pyramids with Google,” Google, May 17, 2022. And a crypto banking group, The BCB Group, has created a metaverse city that includes representations of some of the most visited destinations in the world, such as the Great Wall of China and the Statue of Liberty. According to BCB, the total cost of flights, transfers, and entry for all these landmarks would come to $7,600—while a virtual trip would cost just over $2. 14 “What impact can the Metaverse have on the travel industry?,” Middle East Economy, July 29, 2022.

The metaverse holds potential for business travel, too—the meeting, incentives, conferences, and exhibitions (MICE) sector in particular. Participants could take part in activities in the same immersive space while connecting from anywhere, dramatically reducing travel, venue, catering, and other costs. 15 “ Tourism in the metaverse: Can travel go virtual? ,” McKinsey, May 4, 2023.

The allure and convenience of such digital experiences make offering seamless, customer-centric travel and tourism in the real world all the more pressing.

Three innovations to solve hotel staffing shortages

Is the future contactless.

Given the advances in technology, and the many digital innovations and applications that already exist, there is potential for businesses across the travel and tourism spectrum to cope with labor shortages while improving customer experience. Process automation and digitization can also add to process efficiency. Taken together, a combination of outsourcing, remote work, and digital solutions can help to retain existing staff and reduce dependency on roles that employers are struggling to fill (exhibit).

Depending on the customer service approach and direct contact need, we estimate that the travel and tourism industry would be able to cope with a structural labor shortage of around 10 to 15 percent in the long run by operating more flexibly and increasing digital and automated efficiency—while offering the remaining staff an improved total work package.

Outsourcing and remote work could also help resolve the labor shortage

While COVID-19 pushed organizations in a wide variety of sectors to embrace remote work, there are many hospitality roles that rely on direct physical services that cannot be performed remotely, such as laundry, cleaning, maintenance, and facility management. If faced with staff shortages, these roles could be outsourced to third-party professional service providers, and existing staff could be reskilled to take up new positions.

In McKinsey’s experience, the total service cost of this type of work in a typical hotel can make up 10 percent of total operating costs. Most often, these roles are not guest facing. A professional and digital-based solution might become an integrated part of a third-party service for hotels looking to outsource this type of work.

One of the lessons learned in the aftermath of COVID-19 is that many tourism employees moved to similar positions in other sectors because they were disillusioned by working conditions in the industry . Specialist multisector companies have been able to shuffle their staff away from tourism to other sectors that offer steady employment or more regular working hours compared with the long hours and seasonal nature of work in tourism.

The remaining travel and tourism staff may be looking for more flexibility or the option to work from home. This can be an effective solution for retaining employees. For example, a travel agent with specific destination expertise could work from home or be consulted on an needs basis.

In instances where remote work or outsourcing is not viable, there are other solutions that the hospitality industry can explore to improve operational effectiveness as well as employee satisfaction. A more agile staffing model  can better match available labor with peaks and troughs in daily, or even hourly, demand. This could involve combining similar roles or cross-training staff so that they can switch roles. Redesigned roles could potentially improve employee satisfaction by empowering staff to explore new career paths within the hotel’s operations. Combined roles build skills across disciplines—for example, supporting a housekeeper to train and become proficient in other maintenance areas, or a front-desk associate to build managerial skills.

Where management or ownership is shared across properties, roles could be staffed to cover a network of sites, rather than individual hotels. By applying a combination of these approaches, hotels could reduce the number of staff hours needed to keep operations running at the same standard. 16 “ Three innovations to solve hotel staffing shortages ,” McKinsey, April 3, 2023.

Taken together, operational adjustments combined with greater use of technology could provide the tourism industry with a way of overcoming staffing challenges and giving customers the seamless digitally enhanced experiences they expect in other aspects of daily life.

In an industry facing a labor shortage, there are opportunities for tech innovations that can help travel and tourism businesses do more with less, while ensuring that remaining staff are engaged and motivated to stay in the industry. For travelers, this could mean fewer friendly faces, but more meaningful experiences and interactions.

Urs Binggeli is a senior expert in McKinsey’s Zurich office, Zi Chen is a capabilities and insights specialist in the Shanghai office, Steffen Köpke is a capabilities and insights expert in the Düsseldorf office, and Jackey Yu is a partner in the Hong Kong office.

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Soft Skills in Action: Developing Tourism Students Skills Through Interdisciplinarity

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• Sandra Vasconcelos   ORCID: orcid.org/0000-0003-4062-331X 6 , 7 , 8 ,
• António Melo   ORCID: orcid.org/0000-0001-7572-0545 6 , 8 ,
• Carla Melo   ORCID: orcid.org/0000-0003-3097-4108 6 , 9 , 10 ,
• Dália Liberato   ORCID: orcid.org/0000-0003-0513-6444 6 , 9 , 11 , 12 &
• Maria Carlos Lopes   ORCID: orcid.org/0000-0002-1903-5532 6  

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Tourism research has highlighted the strategic need to identify and assess relevant skills for the sector to ensure organizations’ competitiveness. Describing an interdisciplinary project carried out at the School of Hospitality and Tourism (Polytechnic Institute of Porto), this paper aims to contribute to the ongoing debate on the importance of soft skills in the tourism industry and the role played by higher education institutions and tourism education in promoting their development. Working toward bridging the gap between academia and the labor market, this project covered five different courses and challenged students to write research papers, drawing from interviews with stakeholders from different tourism subsectors. Making use of a collaborative approach, based on complementarity and field work, the project succeeded, exceeding initial expectations and enhancing participants’ teaching and learning experiences. In addition to being aligned with current trends in tourism education, it also provides valuable insights on the affordances and attainability of interdisciplinarity, ultimately informing further joint initiatives within this scope.

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Vasconcelos, S., Melo, A., Melo, C., Liberato, D., Lopes, M.C. (2022). Soft Skills in Action: Developing Tourism Students Skills Through Interdisciplinarity. In: Carvalho, J.V.d., Liberato, P., Peña, A. (eds) Advances in Tourism, Technology and Systems. Smart Innovation, Systems and Technologies, vol 284. Springer, Singapore. https://doi.org/10.1007/978-981-16-9701-2_17

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The tourism and hospitality career progression pathway

International Hospitality Review

ISSN : 2516-8142

Article publication date: 22 July 2022

Issue publication date: 25 March 2024

The aim of this study was to conduct a comprehensive investigation into declining and emerging occupations and job titles and to develop a national career progression pathway for the tourism and hospitality (T&H) sector.

Design/methodology/approach

Anchored on the Social Cognitive Career Theory, this study used face to face in-depth interviews of 33 industry stakeholders: policymakers, trade association, training providers and beneficiaries (T&H).

The finding reveals that only the “watchman” occupation was identified as the declining job while majority of the emerging jobs were more related to information technology and environmental occupations (website designers, digital marketers, data analysts, hygienists, and safety and hazard experts).

Practical implications

The findings provide a valuable signal for the growing number of jobs in security services, hygiene and information technology-oriented occupations, which the Ministry of Tourism, Arts and Culture including practitioners including HR directors and general managers should respond timely to and to these growing needs in order to remain competitive in the sector.

Originality/value

This is the first study in context that responded to a call by industry players to fill in a practical knowledge gap in examining declining and emerging jobs and job titles in the T&H sector. The study provides vocational insights into mapping the entry level requirements for the jobs allied with occupations in the national technical and vocational educational training qualifications framework of Ghana at the national level.

• Career progression pathway
• Declining occupation
• Emerging occupation
• Social cognitive career theory
• Tourism and hospitality

Preko, A. and Anyigba, H. (2024), "The tourism and hospitality career progression pathway", International Hospitality Review , Vol. 38 No. 1, pp. 54-80. https://doi.org/10.1108/IHR-02-2022-0005

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Copyright © 2022, Alexander Preko and Hod Anyigba

Published in International Hospitality Review . Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode

Introduction

A career development path provides employees with an ongoing mechanism to enhance their skills and knowledge that can lead to mastery of their current jobs, promotions and transfers to new or different positions – Society of Human Resource Management ( SHRM, 2017 , p. 12).

Employability and career development in the tourism and hospitality (T&H) industry has become the key focus for researchers and practitioners, particularly for hotels, restaurants, amusement parks, cruises, events, casinos, parks, entertainment and other tourism-related services ( Calinaud, Kokkranikal, & Gebbels, 2021 ). To this end, employers in the hospitality and tourism sector are directing efforts toward recruiting and selecting industry-specific talents and candidates for jobs in the sector to avert underperformance and turnover rates ( Aicher, Buning, & Newland, 2020 ; Calinaud et al. , 2021 ; Cassel, Thulemark, & Duncan, 2018 ). The barriers to career development in the T&H industry and hence their mobility in the industry are evident, and have been in the apparent frame of attention ( Cassel et al. , 2018 ). For example, Cassel et al. (2018) noted that in Sweden, the supply of labour and supply of competence are critical issues facing the sector. Similarly, due to the industry's poor reputation for good jobs, attracting and retaining staff worldwide has always been a challenge ( Barron, Maxwell, Broadbridge, & Ogden, 2007 ; Baum, 2015 ). Mobility in the T&H industry is particularly alarming because the education levels in the sector are low, the entrance barriers are relatively low compared to other industries, renumerations are low, and it is quite easy to change jobs in the sector because most jobs are mostly temporary, and sometimes seasonal ( Hemdi & Nasurdin, 2006 ). These staff mobility problems pose serious challenges to career development and overall growth of the sector. A few studies have attempted to address the mobility, turnover and career pathway problems in the T&H industry. These studies, however, have largely been conducted in advanced economy contexts (see: Cassel et al. , 2018 ; Chang & Tse, 2015 ), with set limitations in terms of methodology, theory and scope. This issue presents an apparent evidence gap and practice–knowledge gap. A different study context, such as a developing country context, presents a rare opportunity to investigate career pathways pertinent to the local T&H industry.

According to TIME's 2021 world's greatest places list, Accra (capital of Ghana) is the Number 1 destination in Africa for tourists ( Oluwole, 2022 ). In spite of this gain, Ghana's T&H industry has faced major challenges of fragmented and uncoordinated career pathway progressions that undermine the development of the sector. This suggests the inability of the T&H sector to comprehensively define the occupations in the industry. For example, Ghanaian graduates who enter the T&H labor market are not perfectly aligned and suited to the requirements of the labor market. The T&H labor market, as it is today, is having growth problems. A resource constrained post-COVID-19 scenario unsurprisingly poses an existential threat – calling for a proper retooling and skill-set enhancement for industry players. Currently, an overview of Ghana's T&H industry indicates that tourism is regarded as the fourth income generating sector after gold, cocoa and oil ( MOTAC, 2019 ). In 2018, the industry contributed US$ 1,947.5 million, which was an increase of 4.9% of Ghana's Gross Domestic Product (GDP) ( MOTAC, 2019 ). A report of the World Travel and Tourism Council (WTTC) (2017) estimates that the sector's contribution to Ghana's GDP will increase by 4.2% to US$ 4,522.3 million by 2028. In terms of employment, the industry has offered approximately 692,000 direct and indirect jobs, which represented 5.3% of the total national employments in 2017 ( WTTC, 2017 ). This figure is estimated to grow to 807,000 jobs by 2028 ( WTTC, 2017 ).

to examine existing, declining and emerging occupations in the Ghanaian tourism and hospitality sector;

to examine the entry level requirements for the jobs associated with the occupations in the sector in accordance with the National Technical and Vocational Education and Training Qualification Framework (NTVETQF); and

to develop national career pathways for possible T&H job progressions from lower to higher qualifications.

Indeed, investigations of this nature within the tourism literature are important, given the critical roles (income earner, employment generation, foreign exchange earner and investment attracter) the sector plays in the development of any given economy. It is, therefore, imperative to critically examine the status quo, and offer practical yet crucial solutions to policymakers and practitioners. There is also the need to extend our understanding of the Social Cognitive Career Theory (SCCT).

The study contributes to the growing literature on career development in the T&H in three ways. First, this study is among the first to develop a career map and anticipation structure for the T&H industry to fill an evidence gap. Second, the study contributes to the practice–knowledge gap in the literature by heeding to ILO and researchers' calls to solve the turnover, career mismatch (skills anticipation and mismatch), career progression and job satisfaction problems in the T&H industry ( Cassel et al. , 2018 ; ILO, 2020 ). Third, the novelty of the study is hinged on three theoretical contributions. First, the SCCT is extended and applied to fit career development in the T&H sector. Previously, self-efficacy or individual behavior was a major consideration in personal career development. However, in today's dynamic and competitive labor market, the T&H job environment is largely influenced by the national career paths, which is an extension of the SCCT theory. Second, the study reveals that self-efficacy may be enhanced when individuals are subjected to training in specific career pathways. Lastly, the SCCT has been used extensively at the personal and organizational levels. This study attempts to apply the theory to a national career pathway to fully harness the triadic reciprocity of person, behavior and context.

The study is structured in the following ways. First, we present a review of the existing literature on career progression in T&H. Next, we present the data collection and data analysis and then the main findings, discussion, limitation and future research direction. Finally, we present the conclusions and implications of the study.

Literature review

The social cognitive career theory (scct).

In general, career theories are usually contingent on environmental, economic and social factors. Hitherto career paths and development were structured by organizations, which were fundamentally a linear progression through the career stages ( Arthur & Rousseau, 2001 ). Earlier, employee success was defined by promotions, allowances, increments and job stability. Traditionally, organizational careers have been conceptualized as linear trajectories where employees progress in their careers in a linear hierarchical structure within the organization. This lifespan development model, which contrasts the “boundaryless career” model, discusses steady states and linear careers marked by a common work role for life and upward mobility ( Arthur & Rousseau, 2001 ; Eby, Butts, & Lockwood, 2003 ; Marler, Woodard Barringer, & Milkovich, 2002 ; Miller & Form, 1951 ). Given today's fast-paced and volatile organizational environment, scholars are beginning to put together new career development models and theories that explain the dynamic and changing nature of careers in diverse sectors, including the T&H sector.

There has been considerable vitality evident in career development research in the past 40 years. At its inception, Bandura (1986) paved the way by expanding his research on the Social Learning Theory (SLT) to Social Cognitive Theory (SCT). The SCT posits that employees (for example, individuals in the T&H sector) learn through a social complex environment with a dynamic and reciprocal interaction of the individual, environment and behavior. The theory lays emphasis on social influence and its accompanying internal and external social reinforcements. Previous fundamental and related theories have been refined and reconceptualized, and expanded ( Holland, 1985 ; Lent, Brown, & Hackett, 1994 ; Super, 1980 ). As a result, several novel theoretical perspectives have been introduced ( Hackett, Lent, & Greenhaus, 1991 ). The SCCT, an extension of the SCT in the context of career development, helps to “(a) bring together conceptually related constructs (e.g. self-concept, self-efficacy), (b) more fully explain outcomes that are common to a number of career theories (e.g. satisfaction, stability), and (c) account for the relations among seemingly diverse constructs (e.g. self-efficacy, interests, abilities, needs)” ( Hackett & Lent, 1992 , p. 443).

The SCT is predominantly hinged on the concept of triadic reciprocity. In this model, (1) observable behavior or responses depicted in the forms of actions; (2) personal attributes and physical attributes; and (3) external environment, all work together as interlocking mechanisms that affect each other bidirectionally ( Bandura, 1986 ). Personal attributes in the SCT are linked with a variety of self-reflective, vicarious, self-regulatory and cognitive processes ( Bandura, 1986 ). Each of these mechanisms are assumed to play a vital role in guiding psychosocial functioning, but goal representations, outcome expectations and self-efficacy beliefs are particularly important in the SCCT. The SCCT of career development focuses heavily on the mechanism of personal agency (i.e. self-efficacy appraisals). Self-efficacy refers to “people's judgments of their capabilities to organize and execute courses of action required to attain designated types of performances” ( Bandura, 1986 , p. 391). Specifically, self-efficacy percepts are considered to be responsible for a person's emotional reactions, choice of activities, choice of environment, thought patterns, expenditure and career paths. These personal attributes or beliefs are dynamic, not static, and may be context specific. Together, person, behavior and context , affect each other bidirectionally in the SCCT of career development ( Hackett & Lent, 1992 ).

Individuals’ environment exposes them to different activities and career paths from childhood to adolescence. These observed experiences expose them to various organizational tasks. Apart from the exposure from this environment, they are differentially strengthened to pursue certain selected activities in which they may excel, thereby receiving the appropriate reward. In other words, people pick career choices in which they view themselves as most efficacious ( Lent, Brown, & Hackett, 1994 ). In the context of the T&H industry, career options are selected by people based on their self-efficacy, particularly personal behavior or traits they exhibit, and the environment in which they find themselves. The application of the SCCT in the T&H sector influences our thoughts in three ways:

First, the T&H job environment is largely influenced by the national career paths available to people. This is because people find it easier applying and selecting jobs that are within their competency areas once the national career pathway has predefined roles. The national career pathways consequently influence individual choice. For example, a room attendant who understands the various career paths available to him/her may develop interest and work (through education and training) toward becoming an interior décor designer. Second, outcome expectations – an attribute of self-efficacy, may be enhanced when individuals are subjected to training in specific career pathways. Once individuals are taken through job specific trainings, they develop more realistic expectations concerning the prediction of their next job or promotion. This systematic approach to expectation enhances self-efficacy of employees who, in turn, grow more confident in the respective job roles, which translates into better performance. Third, the SCCT has been used extensively at the personal and organizational levels. This study attempts to apply the theory to a national career pathway to fully harness the triadic reciprocity (person, behavior and context) . The national career pathway presents a unique opportunity to understand how unique individuals reach specific career contexts, considering the belief in one's capabilities to organize and execute a particular course of action required to achieve the desired work outcomes in the T&H sector.

Career progression in tourism and hospitality

The existing literature ( Amissah, Mensah, Mensah, & Gamor, 2020 ; Armoo & Neequaye, 2014 ; DeMicco & Forgia, 2020 ; McGinley & Martinez, 2018 ; Murry et al. , 2017 ; Kim, Chun, & Petrick, 2009 ; Tolkach & Tung, 2019 ; Weber & Ladkin, 2008 ) has indicated the importance of career progression as a catalyst for human development in the T&H industry. Tolkach and Tung (2019) noted that the industry depends on recruitment and employee career progression. This is also considered relevant in human capital development. Usually, workers are optimistic about career progression in their lifetime. Sheu et al. (2010) examine the significant role employees' choice goal plays in the social cognitive career theory context. It was found that choice goal significantly explains self-efficacy and outcome expectations of employees. This finding provides the understanding that people develop goals to pursue academic and career relevant programs that are in-line with their interest, as well as their self-efficacy and outcome expectation. From the organization's point of view, the provision of career progression pathways offers opportunities for employees to have a clear direction and become managers of their own career paths, and motivates them to work hard in achieving higher positions. In addition, clear and concise career pathways may enable employees to choose a path that correlates with their interest and abilities or realign their career path. Using data from the Ghanaian T&H sector, Armoo and Neequaye (2014) found that industry–person congeniality, social benefit factors, opportunity for professional development and job competitiveness were crucial in determining Ghanaian students' choice of career options. This finding referenced that occupational development is a significant factor in explaining choice of career options in the T&H sector. On the other hand, the career literature has indicated some related human resource management elements such as employee competency behavior, employee bonding, citizenship behavior, career decisions and how they affect career progression ( Amissah et al. , 2020 ; Chang & Tse, 2015 ). Yoganathan, Osburg and Bartikowski's (2021) study on employee competency in the tourism sector established that social media competency increases bonding. Competency helps employees to build better and broader connection with others, which enhances bonding in the workplace. This signifies that when bonding exists in an organization, workers are more likely to protect and defend their organizational reputation. In addition, Shehawy (2017) investigated how the tourism education process, tourism employability and job competitiveness using the Egyptian tourism data. The findings showed that there are significant relationships that exist between tourism learning outcome and other indicators (tourism curriculum mapping, design measurements and employability competitiveness). Earlier studies (See: Hall, 2011 ; Voight & Laing, 2010 ) have also identified the importance of fertility and reproductive tourism, which are directly connected to productivity of the labor. The recent study of Elbaz, Mathew, Maher, Onjewu and Shehawy (2021) on motherhood fertility found that motherhood desire has a positive influence on attitude, subjective norm and female tourists' revisit intentions and actual behavior. Again, it is important to note that fertility exerts a negative influence on workforce participation when women have a newborn baby. This has a decreased effect on workforce participation for women who have just become mothers, which has implications for female workers' careers in the T&H sector.

The recent literature defined career progression pathways as a sequence of positions, which might be occupied by workers from the junior to the senior level in any given organization ( Gebbels, 2019 ; Tolkach & Tung, 2019 ). In the context of this research, the career progression pathway is contextualized as a step-by-step development of employees' career stages, from a lower to a higher rank in T&H organizations or between organizations with similar professions or specialization. This study's definition highlights the fact that the concept of career progression in the T&H study context implies employees will remain at the same job position or make a calculated effort to move up the occupational ladder. O'Leary and Deegan (2005) , using data from the career progression of Irish T&H context, found that there is a significant dropout of workers in the T&H sector due to poor remuneration and unfavorable working hours. Similarly, Hakim's (2020) study provided evidence that career development significantly influenced organizational commitment of employees in the tourism sector. The above empirical findings emphasize the importance of career progression in the T&H industry as a catalyst for the sector's development.

Research is still lacking in developing a national career progression pathway for the T&H workforce within the Ghanaian perspective. Hence, it is opportune to conduct a comprehensive career progression pathway assessment, and map occupations and their respective job titles for the Ghanaian T&H sector, which has been neglected in the career progression literature. In all, we present a literature matrix (see: Table 1 ), which demonstrates how extant studies have investigated career progression in different research contexts.

Research methodology

The focus of this study was to gather primary qualitative data from policymakers, T&H trade related associations, training providers and beneficiaries (T&H businesses). Note that the training providers were selected across the entire country while policymakers, trade associations and beneficiaries were selected in Accra, the capital city of Ghana. We used the purposive sampling method to select the participants to answer questions relating to the national framework that regulates T&H jobs including technical and vocational jobs, qualification requirements or guidelines and possible career progression. In all, this study used in-depth interviews of 33 industry stakeholders (interviewees) out of the 35 participants sampled earlier through face-to-face and telephone interviews to collect data that focused on unearthing the T&H occupations (existing, declining and emerging) and job titles, and further developed occupational pathways’ progression taking into consideration all the “eight-levels” of the NTVETQF (See: Figure 1 ). We followed the recommendation of Saunders et al. (2018) to use the strategy gathering rich (quality) and thick (quantitative) data to achieve data saturation and rigor. The sample size of 33 was determined by achieving data saturation, and there was an agreement between the researchers to halt recruiting more interviewees. Table 2 shows the detailed sampled summary of the number of interviewees used for this study and their respective institutions. Purposively, this study interviewed participants from the above institutions on the basis of their deep understanding of the industry.

In this study, the job title is regarded as a rank or position of an employee, while occupation is the task or core function performed by an employee. Following Creswell's (2014) definition, an in-depth interview is a technique designed to elicit information from an interviewee's perspective on a research topic. The key industry players or stakeholders interviewed for this study were categorized into four groups based on the final outcome of the study where a comprehensive career progression pathway was to be mapped in consultation with the industry players. The categories include policymakers (government ministries, departments and agencies), employer and trade associations (members of Ghana Tourism Federation (GHATOF)), training providers (hotel, tourism and catering training institutes, master craft persons and other relevant training institutions) and beneficiary partners (selected small, medium and large size tourism and hospitality companies/businesses).

In order to explore the research objectives in a consistent manner, the researchers developed a comprehensive interview guide including probing questions based on the three specific objectives proposed by the funding partners of the project, namely existing, declining and emerging jobs; entry qualifications; and possible career pathways development. All the participants responded to Question 1 to 6, and the remaining questions were stakeholder specific (see A ppendix ). First, the researchers presented a draft of the research instruments for this study to the industry players at a workshop where comments and suggestions were provided. Secondly, the revised questions were scrutinized by four tourism and hospitality experts from industry and academia appointed by the funding partners of the project.

Each participant was interviewed in English language by the researchers at an agreed location most convenient (e.g. offices and homes) for the interviewee. The interviews were conducted between October 9 and 16, 2020, using digital recorders, allowing for a word-by-word transcription of each interview that lasted approximately 40–65 minutes. A follow-up was done by phone for clarifications and more information when necessary. The transcriptions were analyzed using the qualitative content analysis to examine patterns in the occupations identified in the industry. We followed the recommendations made in the existing literature ( Mayring, 2000 ; Schreier, 2012 ) to conduct the content analysis for this study. First, we read the transcriptions over and over for content familiarity, keeping in mind the specific objectives of the study. Second, with the help of NVivo 12, we separately employed “in vivo coding”, which allows the researchers to derive codes from the actual words of the interviewees in the data itself. This form of coding is useful when the researcher interacts with the interviewees on particular issues. For example, we were interested in specific jobs and job titles in the Ghanaian T&H sector. Interestingly, the researchers individually coded the data in order to check whether we have obtained the same conclusions after reviewing the same data. This guarantees data validation, credibility, dependability and confirmability, which are considered as strategies for ensuring trustworthiness in qualitative research ( Lazaraton, 2017 ; Shenton, 2004 ). Third, the identified codes were processed into three specific categories such as existing occupation, declining occupation and emerging occupation. Finally, the categories were developed into the three main themes: information technology jobs, environmental jobs and job titles.

This study adhered to the COVID-19 protocols in the data collection stages. The COVID-19 protocols of social distancing of at least two meters apart, use of a face mask, avoidance of handshakes, hand washing and use of hand sanitizers as recommended by the World Health Organization ( WHO, 2020 ) were observed during the entire period of the field research. The sample comprised 23 males (69.7%) and 10 females (30.3%). Averagely, all the interviewees had working experience in the industry of ten years and above. In all, the findings and the proposed national career pathways were validated at a workshop based on the inputs received from key stakeholders such as the employers and employees of the sector.

The findings revealed six subsectors within the Ghanaian T&H sector, proposed as “travel and tour”, “lodging”, “catering”, “events”, “education and training” and “arts and culture”, which were useful in mapping occupations and their respective job titles. Tables 3–8 showed occupations and job titles plotted according to the “eight levels” qualification framework (minimum to maximum levels), which responded specifically to Objective 2 of this study (entry level requirement of occupations associated with the T&H sector). Table 9 presented the national career progression pathways for the sector, which specifically addressed Objective 3. In summary, the key findings of the study revealed that “watchman” ( Table 5 ) was found to be the only declining job in the Ghanaian T&H sector; whereas the emerging jobs were website designers, digital marketers, data analysts, hygienists, and safety and hazard experts, which were labeled in red texts in Tables 3–8 .

I don't think there is anything like that […]

Training provider

[…] not really. What I remember is the new Ghana Tourism Authority law, which I think made a provision that managers should be licensed; even that one has not seen light of the day.

Trade association

At the moment I will say “Yes” and “No”, because we have National Hospitality Act, which helps to set up a hospitality and build the capacity of employees. However, most hospitality companies in Ghana operate as private individuals, and the career progression in the public sector cannot be aligned with what they have.

Policymaker

Declining or emerging occupations and job titles

Correspondingly, the result of the first objective showed the declining and emerging jobs and titles.

I can see one emerging job “hospitality accountants”. Like hospitality accounting, which has not been popularized in our part of the world. Mostly, we use “financial accountants” to support the sector. Our institutions should train more “hospitality accountants” who will be able to manage the sector effectively. […] one of the declining job titles in this country now is “watchman” which literally means keep an eye on something for me. Sophisticated devices like CCTV and security gadgets have taken over their job.

Mostly, the foreign hospitality firms come to work in Ghana with their chefs who are specialized in the international or continental foods. They only employ our local chefs when they are engaging in local foods which serve local consumers and some international tourists. Usually, these occupations “sommelier”, and “executive chef” are not available in our labor market. This is because our higher institutions do not have programs for these specializations. For example, if you examine how people become chefs, most of the chef started like a steward or cleaner or gardener in the industry after completion of secondary schools. Then, they developed later the passion to be cooks and become chefs as they get the opportunity to progress.

Entry level requirements for the jobs and possible pathways in the T&H sector

On our beaches you can find people parading themselves as they help people who are drowning. They have learnt swimming informally and they help people at the beach. Some people called them local informal rescuers.

Beneficiary

We have the reservation agent who deals with ticketing and making travelling arrangement for tourists to travel to their destinations […] tour operator will put the tour package in terms of transportation and other logistics in place. In my organization I employ data analyst , who manages customers' data and other data related issues. It is seen as one of the emerging occupations that the industry cannot avoid if we want to be competitive. We must always analyze our markets' characteristics in order to plan and develop business strategies as well.

We are looking for food, beverage and sanitation officers as well as a Chef. I know they have various ranks of Chefs from executive Chef to the head Chef . Nowadays, you can also have pastry Chef, who specializes in pastry.

Trade Associations

[…] room attendant, cook, security, kitchen porters , waiters and waitresses usually consist of workers in the lower class in the Ghanaian labor market. Some people also see the cashiers as part of the restaurant service and the front officer in the reception. We also have the purchasing officers, store keepers, marketers as well as sales person who markets the tour packages to tourists. We are seeing demand for web designers and digital marketers as the industry strives hard to promote Ghana's T&H to the outside world on the social media and other digital platforms.

[…] if you go to other countries, they have specific courses for people to become bartenders . Bartenders in Ghana don't have any qualification before they begin to practice. They just enter as trainers and later they develop the passion to be bartenders.

Beneficiaries

Discussions of findings

To understand the career pathways’ progression, this research investigated the declining and emerging jobs and job titles and their respective entry level requirements in the T&H sector. Findings revealed that there are clear occupational paths available to all categories of workers in the six subsectors to progress in their choice of occupations. According to the SCCT, self-efficacy outlines the employee's capability to organize and attain the highest career paths. Further, the theory emphasizes that employees will pick a career path for which they view themselves as most efficacious ( Lent et al. , 1994 ). Interestingly, the possible career pathways accommodated diversification or realignment of occupations in the sector. For example, within the arts and culture subsector, woodcarver of Level 3 can diversify or realign an occupation after acquiring some level of training and formal education and become an assistant fashion designer or a sales trainee in Level 4 and progress to Level 6 to become a fashion designer, manager, sales manager or customer relationship manager. This pathway is possible because the individual, through training, develops a self-efficacy trademark such as positive attitudes, abilities and cognitive skills that boosts one's self confidence to make great strides in the job market.

Noticeably, the sector's career pathways’ progression is envisioned on some key emerging occupational areas: safety and security; technology adoption; and hygiene (environmental occupations). The findings on technology strengthens the understanding of how Ghanaian T&H businesses have gradually started deploying the concept of artificial intelligence (AI) within the field of robotics, which is regarded as one of the most exciting and promising applications for individuals and businesses operating within T&H. For example, providing the chatbots’ services that allow a hotel or travel company to provide 24/7 support through online chat or instant messaging services, even when their staff are not available. Analytically, the findings on technology, security, safety and hygiene imply that these findings are in line with UNWTO (2003) initiatives for nations to develop a national policy to safeguard tourists against risk and hygiene related matters such as crime, sexual assault, terrorism, food safety and hygiene. Furthermore, this shows that Ghana, a country ranked as the 115th of 136 tourism destinations in the world, is adhering to and aligning career paths that cover security and hygiene issues addressed in the UNWTO developmental plans for the T&H sector. In addition, the emerging technology supported occupations and job titles also demonstrated the level at which technology-oriented occupations have been responded to in the Ghanaian career pathways progression of the T&H sector. This signifies that the Ghanaian T&H sector is conforming to the best practices in the world T&H space. Furthermore, this study's finding highlighted Ghana's acceptance of various technology adoption measures supported by legislation such as the Electronic Transaction Act (Act 772 of 2008), National Information Technology Agency Act (Act 771 of 2008) and Data Protection Act (Act 843 of 2012) to protect and ensure quality service provision in the sector. This provides evidence of Ghana's preparedness in supporting the innovation technology that will benefit the T&H sector. The T&H sector depends on the Internet as one of the technological ways tourists can access the needed information related to online traveling sites, booking, photo check out, price comparison for vacations and e-transactions. Added to this, Ghana's Agenda for Jobs: Creating Prosperity and Equal Opportunity for All (2017–2024) of the Coordinated Program of Economic and Social Development Policies emphasized the transformation of the T&H sector through investment in innovation technology and job creation for excellent e-service to tourists such as websites, e-check-in and online booking.

The finding on the declining job and job title “watchman” reaffirmed that security related matters have become complex and the roles of “watchman” have been expanded to cater for the safety and security need driven for the sector. Ten years ago, the role of “watchman” in context was to watch over a property or premise at night when the owners or occupants are asleep. Today, the direction of crime has changed, given that there is daylight robbing, kidnapping, property theft, mugging, armed robbery, as well as terrorism acts evidenced in the sector. Previous studies in context have evidenced how tourists feel unsafe at some destination sites ( Boakye, 2010 ; Poku & Boakye, 2019 ; Preko, 2020a , 2020b ). It is also important to note that during the COVID-19 pandemic, security personnel have had an add-on function of checking the temperature of tourists, and ensuring the strict adherence of the COVID-19 protocols on site. This signifies that the security personnel job description has been expanded to include safeguarding the health and safety of tourists at sites. This observation is similar to the findings of Cheung, Takashima, Choi, Yang and Tung (2021) , where they investigated the impact of COVID-19 on psychological needs of tourists using the existence, related and growth theory. Their findings reinforce the importance of safety and security during COVID-19. This provides a signal that advances the understanding on how safety and security personnel and their careers can strategically be defined to manage any given situation in the sector.

Conclusion and implications

In conclusion, the current study revealed one declining job and 12 emerging jobs, mostly in the security, hygiene and information technology-oriented occupations; and developed national career pathways for the sector. Strategically, these results suggest that Ghana is on course in developing career paths that incorporate key components of the tourism and hospitality agenda of the UNTWO advocacy in the areas of safety, security, hygiene and deployment of technologies in the sector. This will position the country to compete effectively with other tourism nations worldwide. It was also found that the possible career paths developed make provision for diversification and realignment of occupations in the sector, which serves as a motivational factor to all employees who aspire to choose occupational paths with high social status, and promising and rewarding careers within the sector. Indeed, the results of this study have extended the national understanding of career progression, which has not been examined earlier in the T&H sector in context. The current study makes significant contributions that fill gaps in the extant tourism career literature. First, this is the first study in context that comprehensively examines declining and emerging jobs and job titles in the T&H sector. Second, the research provides vocational insights in mapping the entry level requirements for the jobs allied with occupations in the NTVETQF of Ghana at the national level. Third, findings from this research differ from earlier career research of Amissah et al. (2020) , who found perceptions toward the careers in the sector unfavorable in terms of the knowledge transfer skills, employee exposure to other career avenues and the offer of good promotion prospects using tourism students' data in context. Fourth, this study extends tourism studies ( Armoo & Neequaye, 2014 ; Kim et al. , 2009 ; Murry et al. , 2017 ; Tolkach & Tung, 2019 ) on career paths within the literature by using first-hand qualitative data from the key industry stakeholders. Fifth, this study has addressed the lack of national career pathways progression in accordance with the NTVETQF based on the six identified subsectors of the T&H sector, which will help to overcome the challenges of upgrading from the lower to higher ranks in the sector.

Practically, this study's findings provide learning opportunities for HR managers and general managers to develop specific HR policies and practices regarding recruitment, education, talent management and career progression management that will boost employee self-efficacy in the sector. It is important for the HR practitioners and managers in the sector to conduct periodic trainings, workshops, conferences, seminars and open fora on career progressions’ awareness matters for the T&H employees in order to increase their knowledge on the subject matter. Again, the T&H sector and its allied institutions should employ both hard and soft media (e.g. newspapers, television programs, brochures, websites etc.) in the dissemination of information about employee career progressions to ensure a continuous increase of knowledge on career pathways’ subjects. At the national level, the entry level for T&H occupations and career mapping for the T&H may now be adopted for use in the T&H industry. The career mapping for the T&H serves as a standardized career progression pathway that may guide T&H practitioners and administrators on job placement and promotion, to solve the practical knowledge gap of career misalignment in the T&H industry. Strategically, T&H businesses should embrace the significant role played by robotics and AI in order to develop the sector by deploying a variety of technologies, including collision detection, Wi-Fi and AI to navigate hotels and provide services. For industry practitioners, one practical implication is the valuable signal for the growing number of jobs in security services, hygiene and information technology-oriented occupations. The Ministry of Tourism, Arts and Culture, including practitioners, HR directors and general managers, should respond timely to these growing needs in order to remain competitive in the sector. In addition, the findings inform HR managers, other practitioners and business owners about the need to pay attention to the entry level requirements for each occupation and apply them to useful ends accordingly. At a glance, the results reveal that only “watchman” occupation and job title was identified as a declining job. It is important to inform HR managers and general managers that they should always be up-to-date in looking out for jobs that might need training and re-qualification in their respective organizations. This strategy might be treasured in developing new skills needed for the sector. The finding of scarcity of some key professions or skills such as “hospitality accountant”, “sommelier” and “executive chef” in the sector implies that T&H managers and businesses, including HR managers, can make recommendations to the higher learning institutions to prepare these skills for the sector. This will encourage businesses in the T&H sector to begin engaging the services of Ghanaian workers to occupy these key positions in the sector. Again, the findings suggest to HR managers that organizational structure, design, culture and process should simultaneously create work-based learning for Ghanaian employees to acquire the skills that are a scarcity for the sector. Scholars have widely acknowledged that a structured and diversified career path progression offers employees mobility within the sector, which then motivates employees to work hard in achieving higher positions ( Gebbels, 2019 ; Kim et al. , 2009 ; O'Leary & Deegan, 2005 ; Tolkach & Tung, 2019 ). This research supports these viewpoints and further recommends that managers should consider providing working conditions that will boost employee self-efficacy to work harder to migrate from the lower to the higher positions in the industry. Practically, the study identified six subsectors in the T&H industry, namely: “travel and tour”, “lodging”, “catering”, “events”, “education and training” and “arts and culture”. Educational institutions could take a cue from this and develop courses and programs to fill the skills gaps in the sector. The recommendations provided in this study are not country specific but similar geographic settings can adopt some of the suggestions when necessary.

Our study furthermore contributes to the SCCT in three ways: First, the T&H ecosystem is largely influenced by the national career paths available to the people. As such, the SCCT inherently supports a national career path ecosystem that opens up career pathways to individual actors in the T&H sector. This opportunity helps individual actors or employees to organize and accomplish the highest career progression possible in the industry. Secondly, it is envisaged that individual actors in the T&H will work and progress with aplomb when the individual is taken through on-the-job training and education. In other words, the SCCT theory improves our understanding of how individual actors or employees in the T&H sector progress through the ranks on the back of an important outcome expectation of the SCCT – “self-efficacy”. Lastly, the SCCT has been used extensively at the personal and organizational levels. This study is the first to apply the SCCT to a national career pathway to fully harness the triadic reciprocity.

Limitations and area for future studies

In all, the findings of this study cannot be overlooked because, significantly, this is the first study in context that responds timely to the development of a national career progression, although there are some limitations. This research has the inherent limitations of a qualitative study that discourages the results to be generalized due to the lack of randomness in the selection and statistical representation of interviews although the qualitative approach is perhaps one of the best approaches to gathering unique insights from the industry. Further studies should investigate how HR managers, practitioners, employers and other stakeholders in the sector are applying and complying with the national career paths and provide recommendations for updates that will see continuous relevance of the career path document to the sector, as well as furthering investigations into the applications of robotics and AI in the sector. For future study directions, researchers should consider gathering quantitative data from employees of the sector regarding the applicability of the developed career path based on their choice, attitudes and viewpoints that can be gathered through different engagements such as workshops, seminars, conferences and open fora, etc.

National TVET qualifications framework

Compilations of the relevant literature used for this study

Number of interviewees sampled

Entry level requirement for lodging related occupations

Entry level requirement for the catering related occupations

Entry level requirement for events related occupations

Entry level requirement for education and training related occupations

Entry level requirement for arts and culture related occupations

Tourism and hospitality career pathway map

Appendix Research instruments

What is the specific regulatory document that defined career progression in the tourism and hospitality sector?

Is it a regulatory framework for only tourism or hospitality or for both tourism and hospitality?

Does the regulatory framework identify and describe all existing jobs including job titles, duration, entry requirements in the sector?

Does the regulatory framework define the opportunities for possible progression from the lower to higher qualifications with the respective jobs?

Are these occupations in the sector documented with their titles and job descriptions?

Are there any emerging or declining jobs in the tourism sector that should be titled and defined for the industry?

Are there any emerging or declining jobs in the hospitality sector that should be titled and defined for the industry?

Does the career path map the possible pathways for progression from lower to higher qualifications and respective jobs?

What is the minimum entry requirement for jobs in the tourism and hospitality sector?

What are the possible career paths for Proficiency I holders to obtain a bachelor degree in the sector?

What are some of the professions identified in the sector that are aligned to the NTVETQF guidelines?

What are the entry requirements for these qualifications: Proficiency I, II, Certificate I, Higher National Diploma, and Bachelor degree?

What are the further education and training programs on offer to individuals in the technical and vocational occupations to their career pathways?

In what specific ways is the institution preparing occupations in the sector for progression from the lower to higher qualifications and respective jobs?

Are you (employers' association/trade unions) represented on the regulatory body?

What are the tourism and hospitality academic qualifications offered in your institution? ( Training providers )

What programs of education and training do you provide for your employees? ( Beneficiary institutions )

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Further reading

Bowen , G. ( 2009 ). Document analysis as a qualitative research method . Qualitative Research Journal , 9 ( 2 ), 27 – 40 .

Dworkin , S. ( 2012 ). Sample size policy for qualitative studies using in-depth interview . Achieves of Sexual Behaviour , 41 ( 6 ), 1319 – 1320 .

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Manning , J. ( 2017 ). In vivo coding . In J. Matthes (Ed.), The international encyclopedia of communication research methods . NY : Wiley-Blackwell .

Zhou , G. ( 2000 ). When will the embarrassed hotel management graduates become unembarrassed . North Economy and Trade , 203 , 158 – 160 .

Acknowledgements

The authors would like to thank the ILO team: Ms. Vanessa L. Phala (ILO Country Director for Ghana, Nigeria, Sierra Leone, Liberia and Liaison for ECOWAS), Ms. IIca Webster (ILO Senior Skills Specialist for West Africa), Mr. Adetor Frank Kwasi (National Project Coordinator-ILO SKILL UP Ghana Component) and Mrs Elsie Amo (Project Administrative Officer-ILO SKILL UP Ghana Component); SSB team: Dr. Eunice Amissah (Chairperson), Mr. Kwesi Eyison, (Vice Chairperson), Dr. Adelaide Mensah-Kuffour (Secretary), Mrs. Bella Ehu (President of GHATOF), and Mr. Emmanuel Frimpong (Executive Secretary of GHATOF) and Tourism & Hospitality Sector Skills Body members and the two anonymous reviewers for their insightful and constructive comments from which the present paper greatly improved. The authors give special thanks to CTVET: Dr Fred Kyei Asamoah (Director General-CTVET), Mr. Theophilus Tetteh Zogblah (Coordinator-CTVET), and Ms. Edith Adotey (Program Officer-CTEVT), Data Collection/Interviews- Mrs. Egi Gaise. Any remaining errors or deficiencies are solely the authors’ responsibility.

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Tourism Management M.T.M.

CSU's online master's in tourism management helps you develop your business management acumen, enhance your knowledge of industry practices, and understand the social and environmental impacts of global tourism — so you can live the lifestyle you love while working to create positive experiences for others.

Gain the advanced skills to thrive in an evolving industry

Global events, an evolving market, and new technology have all changed the way people engage in tourism activities. As a result, more consumers now seek regional experiences with greater personalization and a focus on sustainable, meaningful, and authentic experiences.

Start building the industry-specific knowledge you need to become a well-rounded leader in a tourism management role.

Learn a whole-system approach

Gain foundational skills as you study a holistic, integrated approach to sustainable tourism management. Explore technological and strategic business solutions that can help you operate a more agile, streamlined operation. Investigate the social and environmental impacts of this evolving industry as you learn to balance the ethical treatment of people and resources while running a profitable venture.

Throughout this master’s program, you will learn:

• Financial management processes and tools
• Effective marketing and communication strategies
• How to use data to gain insight and guide business decisions
• How to strategically and ethically manage both people and resources

Inspired by exploring the outdoors or regional cultures? Looking to align who you are with what you do? Tourism offers many options for shifting into a new career or advancing into a management role within the industry.

Build the specialized skills to make a meaningful impact on the world while doing something you love.

Gain a competitive career advantage with employers specializing in:

• Hospitality and resort management
• Outdoor and adventure travel
• Tourism management
• Destination management or marketing
• Event management
• Cruise management
• Agritourism

Start your own tourism venture

Our graduates have established roles in a variety of tourism settings all over the country and world. Some examples are numerous hotels, City Parks and Recreation Departments, and more specifically – Beaver Creek Resorts, The Cliff Lodge – Snowbird, Visit Fort Collins, Vail Resorts, U.S. Forest Service, Into the Vineyard - Wine-Inspired Travel, Adventure Sixty North, Natural Habitat Adventures, Colorado Forest Restoration Institute, Yellowstone Campgrounds, Cruise Norway, Steamboat Spring Chamber of Commerce, Universal Studios Beijing, and Taiwan Ministry of Tourism.

Graduates work in tourism positions relating to marketing, operations, event planning, and some have even founded their own companies. This program has helped students enter the tourism industry, as well as elevate their career if they were already in the tourism field.

"My online learning experience with CSU was amazing. All the professors were amazing and got back to me in a timely manner. They are so knowledgeable, helpful, and kind. They answered all my questions. I’m grateful to be part of this community."

Current role : Founder, Adumu Safaris

"The Tourism Management program at CSU significantly elevated my expertise in sustainable tourism and adventure travel and expanded my network of social entrepreneurs. With this knowledge, I established Adumu Safaris, a socially responsible safari tour company aimed at empowering my Maasai tribe in Tanzania through community-accountable ecotourism. CSU's training equipped me with leadership, finance, and sustainable tourism skills, which I now use to create transformative journeys for travelers."

Caroline R.

"My graduate program at CSU has been instrumental in my current position, where I oversee multiple departments within a hotel/lodge. The ski area management certification and M.T.M. skills I gained are vital in running a successful resort. Learning about resort finances, creating memorable guest experiences, and fostering guest loyalty have been invaluable. Connecting with professors, like skiing with one at Snowbird, provided valuable insights. My advice to current and prospective students: Engage with professors to gain informative career guidance. CSU's program equipped me with the knowledge and tools necessary for success in my industry, particularly in hotel operations and finance."

As a student in CSU’s online tourism management master’s program, you receive the same education, learn from the same faculty, and earn the same regionally accredited degree as students on campus. Additionally, you can expect:

• The Ability to Graduate in Less than a Year: In just nine months you can earn an industry-specific master’s degree that helps set you apart when seeking employment or advancement in the tourism industry.
• A Focus on People and the Planet: Learn to provide meaningful travel experiences for clients while making business decisions grounded in sustainability and social responsibility. Explore the types and extent of tourism impacts on natural resources. Discover methods for reducing the ecological footprint of tourism activities and destinations. Learn how to increase tourism's contribution to natural resource conservation while improving human welfare in the process.
• Preparation in Fact-Based Decision-Making: This program incorporates courses in global tourism policy (NRRT 662) and two courses in quantitative analysis (NRRT 601 and 602) to equip you with the knowledge needed to make smart, meaningful business decisions driven by data.

Alan Bright, Ph.D.

Alan's teaching responsibilities include on-campus and distance coursework for the M.T.M. program and courses in the natural resource tourism program. Alan's primary research interests center around theoretical applications of social psychological constructs toward the management of natural resources, including values, attitudes, behavior, and the complexity with which people think about issues. These constructs are also considered in the context of attitude and behavior change. Alan's teaching interests focus on development and administration of coursework in the tourism undergraduate and graduate programs.

Christina T. Cavaliere, Ph.D.

Cavaliere is an environmental social scientist with a focus on linking tourism and biocultural conservation. Her areas of research involve the human dimensions of socio-ecological systems including tourism impacts. She serves as an Assistant Professor of Human Dimensions of Natural Resources in the Warner College of Natural Resources at Colorado State University in Fort Collins, Colorado. Dr. Cavaliere investigates aspects of sustainability and climate change impacts related to gender, conservation, aviation, wildlife, and governance. View Dr. Cavaliere’s full bio .

Stuart Cottrell, Ph.D.

Stuart teaches courses in ecotourism, sustainable tourism development, protected area management, and research in human dimensions of natural resources. His research focus includes sustainable tourism, travel and tourism behavior, visitor impact management, and public perceptions of landscape disturbance issues. Present projects involve a National Science Foundation grant to examine land management agency and water provider perception of pine beetle impacts on water quality. As a former resident fellow with the School for Global and Environmental Sustainability, Stuart conducted a preliminary study of the impacts of mountain pine beetle infestation on recreation and tourism, which led to the present NSF project. One of the highlights of Stuart's teaching involves the monitoring of diseased corals and volunteer based conservation projects for an NGO in the Bahamas.

David Knight, Ph.D.

David has developed a unique transnational skill-set in sustainability and tourism management living and working in the U.S., Spain, the Philippines, Peru, and China. Drawing from experience as director, educator, researcher, consultant, collaborator, and confidant, David’s growing university-level leadership underscores his passion for partnerships and diversity in working with real-world organizations and communities to provide tangible, experiential learning opportunities for students. His research and consulting projects for organizations operating from local to international levels have analyzed a variety of sustainability and tourism issues pertaining to National Parks, Chinese tourist behavior, marine protected areas, and rural (e.g., Machu Picchu) community development. Ultimately, David hopes to employ his experience, compassion, and intellect to support institutions of higher learning in empowering diverse communities through exceptional outreach, student recruitment/retention, advising, teaching, and research activities.

Mike Manfredo, Ph.D. Head

Michael’s research focus is on understanding human thought about wildlife and natural resources. The goals of his current research program are: to increase the availability of human dimensions information relevant to wildlife and natural resource management; to provide for increased understanding of the role of human dimensions information in natural resources decision-making; to facilitate the integration of human dimension information into the natural resource decision-making process.

Dr. Sarah Walker

Dr. Sarah Walker’s research uses an environmental justice lens to investigate the role well-being can play in helping us better understand people’s relationships with their environments. Specifically , she studies human well-being in the context of climate resilience and adaptation in vulnerable communities around the world. Her work also investigates the well-being benefits of spending time in nature. Sarah received her PhD from Colorado State University and is currently completing her post-doctoral training at University of Colorado Boulder. She’s an avid hiker and cyclist, and loves being in the classroom with students.

Lina Xiong, Ph.D.

Lina Xiong is an assistant professor in the Department of Human Dimensions of Natural Resources. She is also called "Dr. Bear," because her last name in Chinese means bear. Dr. Bear came to the U.S. in 2006 from mainland China. Lina completed her Ph.D. in Business Administration from Temple University in Philadelphia. Before coming to CSU, Dr. Bear had taught many business courses in the College of Business at Marshall University. Her teaching assignment at CSU includes tourism strategic management, tourism marketing, and advanced lodging in the Master of Tourism Management program. She is also responsible for developing several M.T.M. courses in mandarin. Dr. Bear's research interests include service management, internal branding, employee brand motivation, and customer loyalty. She has published several articles in hospitality management journals. Recently, Dr. Bear's dissertation, titled, "Employee Brand Internalization: The Central Route to a Brand Aligned Workforce," has received a Highly Commended Award of the 2014 Emerald/EFMD Outstanding Doctoral Research Awards in the Hospitality Management category. This is a prestigious international annual award presented by Emerald and the European Foundation for Management Development (EFMD). She has worked in hospitality and tourism businesses in both China and the U.S.

What is tourism management?

Tourism management is a field of study that explores the theory and practice of creating, overseeing, and marketing tourism ventures. Management professionals in the tourism industry typically require skills in leadership, finance, and business operations. The online tourism management program offered by CSU has a unique focus on natural resource management and tourism policy.

What can I do with a degree in tourism management?

As the industry continues to evolve, there are many new and unique opportunities for professionals with an advanced tourism management degree. Graduates of the online Master of Tourism Management program will be qualified to work in fields that include: hospitality and resort management, outdoor and adventure travel, event management, agri-tourism, ecotourism, and more. Anyone intending to create their own tourism enterprise will also benefit from completing this program.

Why study tourism management?

There are numerous rewarding career opportunities in the tourism industry for people with the right skills. In the U.S. alone, tourism supports more than 15 million jobs and generates nearly $2 trillion in economic output, according to the U.S. Travel Association. Working in this industry is often appealing to individuals with a passion for travel, exploration, adventure, and the outdoor lifestyle. The primary goal of tourism ventures is to provide customers and clients with positive experiences.

What jobs can I get with a tourism management degree?

Graduates of the tourism management master’s program gain the managerial skills to create entrepreneurial ventures, or take leadership roles in the industry. Career opportunities in tourism management range from agri-tourism to hospitality and resort management. Students gain the skills to build careers as tourism program directors, event coordinators, sales managers, account executives, marketing managers, customer experience managers, and many others.

What is the average salary for hospitality and tourism?

Salaries vary widely in the hospitality and tourism industry depending on the specific job, region, and other factors. According to Glassdoor, the average annual salary (U.S.) for a tourism marketing manager is $80,673, and the average salary for a hotel manager is $59,461. The median annual salary for a resort manager is $46,342, according to PayScale.com.

What is sustainable tourism management? What is ecotourism management?

Sustainable tourism management is an approach to the business of tourism that values the environment and social responsibility as much as profit. Ecotourism is a subset of sustainable tourism that primarily focuses on exotic, remote, and/or threatened natural areas such as rainforests, coral reefs, and other fragile ecosystems. The typical goal of ecotourism is to promote the conservation of these areas by helping tourists experience them while creating minimal or no environmental impact. A portion of profits from some ecotourism ventures may also be used to help fund various conservation efforts.

Can I get a graduate certificates along with this master’s degree?

Yes. You can apply up to 12 credits of the Communication for Conservation certificate toward the Master of Tourism Management degree.

What is the average timeframe to complete the program?

The online Master of Tourism Management can be completed in two semesters. However, for students who are working full-time, this is likely an unrealistic timeframe. The average student completes the program in two years, but some students may take longer. The flexible, online program allows you to earn your degree at a pace that suits your lifestyle and goals.

Are summer classes an option?

No. All coursework in the program is during the fall and spring semesters.

What fees should I expect to pay in addition to tuition?

In addition to the tuition, students will pay a $32/semester technology fee. There will also be an added cost for books and texts.

The Master of Tourism Management requires completion of 30 credits, with a minimum of four elective credits.

All courses are eight weeks with some courses offered the first part of a semester and others in the second part of a semester. Please work with a Program Coordinator to determine your approved course plan:

Kathryn Metzger Program Coordinator, Tourism Enterprise Program (970) 491-7617 [email protected]

Linda Sawyers Program Coordinator, Tourism Enterprise Program (970) 491-7592 [email protected]

M.T.M. Curriculum

Fall semester: first 8-week session.

• NRRT 600 – Tourism Industry Concepts and Practices (2 cr.)
• NRRT 620 – Organizational Management in Tourism (2 cr.)
• NRRT 655 – Tourism Marketing Concepts and Applications (2 cr.)
• NRRT 679A – Current Topics in Nature-Based Tourism (1 cr.)

Fall Semester: Second 8-week Session

• NRRT 608 – Nature, Outdoor Recreation - Human Well-Being (2 cr.)
• NRRT 615 – Sustainable Tourism Development Foundations (2 cr.)
• NRRT 650 – Financial Management in Tourism (2 cr.)
• NRRT 679B – Current Topics in Nature-Based Tourism (1 cr.)

Spring Semester: First 8-week Session

• NRRT 601 – Quantitative Analysis in Tourism I (2 cr.)
• NRRT 677 – Project Management and Event Planning (2 cr.)
• NRRT 671 – Strategic Management for Travel and Tourism (2 cr.)
• NRRT 567 – Tourism Entrepreneurship (2 cr.)

Spring Semester: Second 8-week Session

• NRRT 609 – Tourism and Conservation (2 cr.)
• NRRT 625 – Communication/Conflict Management in Tourism (2 cr.)
• NRRT 678 – Tourism Leadership (2 cr.)
• NRRT 667 – Applied Experiential Learning in Tourism (2 cr.)

Elective Options:

Students can take the electives listed below or other electives may be approved by an advisor.

You may substitute some of the M.T.M. courses with electives from the Communication for Conservation graduate certificate program.

The are some additional options, such as RRM 520 – Lodging Management , available as well. Please contact your Program Coordinator to determine your approved course plan.

Application Deadlines

Start your application online and upload materials directly into the online system. You can save your progress and return any time.

Applications are reviewed once they are completed. You can expect to be notified of your application status within two weeks of submitting all application materials.

1 Review Admission Requirements

The tourism management master's degree requires that students have the following:

• Bachelor's degree from a regionally-accredited institution.
• A 3.0 GPA on all undergraduate coursework. For applicants who do not meet the 3.000 cumulative GPA requirement, this is an alternative admission pathway. Applicants can gain formal admission if they have a cumulative GPA between 2.800 and 3.000 or have a cumulative GPA below 2.800 and have taken six credits of regular, graduate‐level coursework (500 level or higher) at CSU and obtain a B or better in all courses.
• GRE scores are not required.

2 Prepare Application Materials

• A Statement of Purpose essay describing how this program aligns with your goals and why you’re applying for this degree.
• Your Resume or Curriculum Vitae (CV).
• Two letters of recommendation (generally from professional or academic references).
• One transcript from EACH university attended (if previous course work has been completed at Colorado State University-Fort Collins, transcripts are not required).

Please Note: Students may be unconditionally admitted and registered in their first semester of courses with an unofficial transcript. Official transcripts must be submitted, prior to or during your first semester, before you can register for your second semester of graduate work. Failure to meet this condition will result in your dismissal from the Graduate School.

• Digital Transcripts must be submitted by the originating institution using a secure service such as parchment, eScrip-Safe, the National Student Clearinghouse, or e-Quals. Transcripts received via e-mail are considered unofficial. Use institution code 4075 for Colorado State University or [email protected] if the secure service requires an email address.
• Graduate Admissions
• Colorado State University - Office of Admissions
• 1062 Campus Delivery
• Fort Collins, CO 80523-1062

3 Complete Online Application

Complete the online graduate application and pay the nonrefundable application processing fee (payable online). As soon as you have completed the required information, please submit your application. Your application will not be reviewed until it is complete and all required materials have been received.

• Select "Tourism Management (M.T.M.) – Distance" when choosing the program of study.

4 Request Official Transcripts

Request one official transcript of all collegiate work completed from all institutions attended. Transcripts from Colorado State University are not required. Transcripts must be received directly from the originating institution to be considered official.

Electronic (preferred): Digital Transcripts must be submitted by the originating institution using a secure service such as parchment, eScrip-Safe, the National Student Clearinghouse, or e-Quals. Transcripts received via emails are considered unofficial. Use institution code 4075 for Colorado State University or [email protected] if the secure service requires an email address.

Mail (if necessary) Graduate Admissions Colorado State University – Office of Admissions 1062 Campus Delivery Fort Collins, CO 80523-1062

Check Your Application Status

View your application status at any time to ensure your application checklist is complete or to check on updates.

For International Applicants

Proof of English language proficiency is required for applicants from countries or United States territories where there are official languages other than (or in addition to) English. This includes the U.S. territories of American Samoa, Guam, the Northern Mariana Islands, and Puerto Rico.

Learn more about English language proficiency requirements .

We love learning about your goals and answering any questions you have.

Program Details

• 3.0 GPA on all undergraduate coursework
• Math Entrance Exam scores recommended for applicants who have not taken the required prerequisites within the past 10 years

Application Dates

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5 strategies for building career in travel industry

T he tourism industry in India has experienced a remarkable transformation over the past 2 years. Despite the challenges posed by the Covid-19 pandemic, the nation has witnessed a significant resurgence in tourism. After the initial lifting of pandemic-related restrictions, and with international travel restrictions in place, domestic tourism became the lifeline of the industry.

Indian travellers, eager to explore their own country, embraced the concept of "staycations" and discovered hidden gems within their states. This was then followed by a surge in international tourism, as Indian travellers caught up with the missed opportunities.

And then international tourists started flocking to India in large numbers with a 300 percent rise in annual foreign tourist arrivals in 2002.

Boosted by active policy support and initiatives of the Indian government, this exponential growth is forecasted to grow unabated and domestic tourists in India expected to reach 300 million by 2027.

Schemes like "Dekho Apna Desh", simplification of visa procedures, and investment in tourism-related infrastructure has driven the growth of the sector.

The tourism industry in India is expected to grow at a CAGR of 13.5% from 2023 to 2027 with travel and tourism accounting for about 10% of the country's GDP by then.

DEMAND FOR TOURISM PROFESSIONALS

The tourism and hospitality sector is one of the largest employment generators in India, accounting for nearly 80 million direct and indirect jobs in FY20. The current growth projections in the industry are going to need a manifold increase in the tourism workforce of the country.

The revival of tourism has led to a surge in demand for various travel-related services, including travel agents, tour operators, travel consultants, and destination specialists.

As more people explore domestic and international travel options, the need for knowledgeable and skilled professionals to assist with trip planning, itinerary customisation, and logistical support will increase significantly.

The need for talent will be even more pronounced in the professionals' segment, as the country serves increasingly savvy and demanding tourists from India and abroad.

The rapid digital transformation in the tourism industry has created new roles and opportunities for travel professionals. Online travel agencies, travel technology companies, and digital marketing agencies are expanding their teams to meet the growing demands of travelers in the digital realm.

Professionals skilled in areas such as digital marketing, content creation, social media management, and data analysis will be in high demand. With the rise of niche tourism segments such as eco-tourism, adventure tourism, and wellness tourism, there is a growing demand for professionals with expertise in these areas.

Travel professionals who can offer specialized guidance, create tailored experiences, and provide in-depth knowledge about specific destinations or activities will be sought after.

Destination management professionals will be another sought after role to support the massive growth in tourism to ensure the smooth operation of tourist activities, manage crowds, coordinate with local stakeholders, and maintain a positive visitor experience.

STRATEGIES FOR BUILDING CAREER

While the travel and tourism sector may present a wide range of career opportunities over the coming years, securing the desired jobs and subsequent career growth will be highly competitive.

To be successful in this competitive backdrop, it is important to identify early the specific area of travel and tourism sector, where you would like to grow your career and then hone your skills and experience by focusing on the following strategies by Ashish Sidhra- Member of Industry Advisory Board MBA T&HM at IIM Sirmaur and co-founder of Alike.io-Travel Tech startup:

1. Gain Relevant Education and Training:

Obtaining a formal education or certification in tourism or hospitality management to develop a strong foundation of industry knowledge can be a strong foundational step for a career in the sector.

Look for reputable institutions that offer courses or programs tailored to tourism careers. Premier institutes like IIM Sirmaur offer specialised MBA in Tourism programmes that provide special emphasis on familiarising students with actual ground-level operations, its business strategies, and marketing of tourism products and services.

Additionally, you should consider attending workshops, seminars, and online training programmes to enhance your skills in areas such as customer service, marketing, and destination management.

2. Combine a Broad-based Skill Set with Niche Expertise:

Tourism is a multifaceted industry, so it's essential to acquire a diverse range of skills. Apart from industry-specific knowledge, focus on developing skills such as communication, problem-solving, leadership, and cultural sensitivity.

Build upon the wider skills sets by developing expertise in nice and emerging areas of travel and tourism. This helps you to differentiate yourself among other candidates. You can look at expertise in travel sub-sectors like Medical Tourism and Sustainable Tourism or technology areas like Machine Learning/ Artificial Intelligence and Augmented/ Virtual Reality.

3. Gain Practical Experience:

Seek opportunities to gain practical experience in the tourism industry. This can be done through internships, part-time jobs, or volunteering at travel agencies, hotels, tour operators, or destination management organisations.

Your passion for travel can also take shape as a travel photographer, blogger, vlogger, which will enhance your understanding of the sector, while letting the world know about your skills and expertise.

Practical experience not only helps you apply your theoretical knowledge but also allows you to develop a network of industry contacts and references.

4. Reach out and Network:

Like any other field, networking is crucial for career growth in the tourism industry. Attend industry events, trade shows, conferences, and seminars to connect with professionals and potential employers.

Join industry associations, online forums, and social media groups related to tourism to stay updated on industry trends, job opportunities, and to build connections. Building and nurturing professional relationships can lead to valuable mentorship, job referrals, and collaboration opportunities.

5. Stay Updated and Embrace Continuous Learning:

The tourism industry is dynamic and ever-evolving, so it's important to stay updated with the latest trends, technologies, and market demands. Subscribe to industry publications, follow influential travel blogs, and engage in continuous learning through online courses or certifications.

By keeping up with industry changes, you can position yourself as a knowledgeable professional and adapt to the evolving needs of the industry.

In addition to these strategies, it's vital to maintain a positive attitude, and be willing to work hard to gain valuable experience and work your way up the career ladder. Remember to showcase your passion for travel and hospitality, as enthusiasm and a genuine love for the industry can set you apart from the competition.

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Tourism and Hospitality Industry in India: Opportunities for Skills, Training, Jobs and Entrepreneurship

The tourism and hospitality industry in India is experiencing a significant resurgence, propelled by increasing domestic and international travel. This growth presents vast opportunities for job creation, skill development, and entrepreneurship, making it an exciting time to explore careers in this sector.

The Tourism and Hospitality Skill Sector Council (THSC) has released a report on the demand and skill gap, estimating that 5.7 million youth could be trained to meet an expected incremental labor demand of 3 million workers between 2025-2028. However, challenges such as low wages and long working hours deter youth from continuing in the industry.

With an estimated 100,000 new jobs expected to be created in the next 12-18 month s, the tourism and hospitality industry in India is booming. This growth is driven by a strong pickup in business and leisure travel, with both domestic and foreign tourist arrivals projected to increase significantly. This surge in demand presents a wealth of opportunities for those looking to develop their skills and build careers in this exciting sector.

Government initiatives in tourism and hospitality industry

The government of India recognizes the importance of tourism and hospitalit y for economic development and job creation. Several initiatives are underway to support the industry’s growth, including skill development programs aimed at training individuals for specific roles in tourism and hospitality .

These programs bridge the gap between industry needs and the available workforce. Additionally, the government encourages entrepreneurship in the sector through schemes that provide financial assistance and incubation support for startups involved in tourism and hospitality services. Key initiatives include:

• Swadesh Darshan Scheme: Focused on developing theme-based tourist circuits across the country.
• PRASHAD Scheme: Aimed at developing pilgrimage and heritage destinations.
• Skill India Mission: Enhancing skill development in various sectors, including hospitality courses, through programs like Hunar Se Rozgar Tak and the Tourism and Hospitality Skill Council (THSC) .

These initiatives are designed to improve infrastructure, enhance tourist experiences, and build a skilled workforce to meet the growing demands of the industry.

The homestay business is also gaining traction as a popular alternative to traditional hotel accommodations, offering travelers a more authentic and personalized experience. This presents unique opportunities for entrepreneurship and local employment , especially in rural and culturally rich areas. Homestays can help diversify income sources for local communities and promote sustainable tourism. Entrepreneurs in the homestay business can benefit from government incentives and training programs designed to enhance the quality of service and infrastructure.

In-demand Job Roles in the tourism and hospitality industry

The job market in the tourism and hospitality industry is expanding rapidly, with a variety of roles across different levels. The industry offers a mix of permanent, temporary, and gig jobs, catering to the diverse needs of businesses and employees. The top 5 sub-sectors to be in demand in the next five years within various job roles include: Some of the top roles in demand include:

• Food services
• Facility management
• Tourism – tour and travel
• Cruise liners

Specialized roles like maintenance technician, chefs, and banquet managers, multi-purpose associate, ground crew chief and mor e have seen a demand increase of up to 35% in the last quarter. Additionally, there is a rising need for professionals in sales, marketing, digital marketing, technical staff, and HR.

Exploring Career Opportunities in the tourism and hospitality industry

The burgeoning demand for skilled professionals in the tourism and hospitality industry presents numerous career opportunities. For those looking to enter or advance in this field, pursuing relevant education and training is crucial. Here are some career paths and the skills required:

• Front Desk and Guest Relations: Excellent communication, customer service, and problem-solving skills.
• Housekeeping and Maintenance: Attention to detail, technical skills, and the ability to work efficiently.
• Culinary Arts: Creativity, culinary skills, and knowledge of food safety and hygiene.
• Management Positions: Leadership, strategic thinking, and business acumen.

With the right skills and training, individuals can build successful careers in this dynamic and rewarding industry.

Institutions offering courses in tourism and hospitality

Several institutions in India offer specialized courses and training programs to equip individuals with the necessary skills for the tourism and hospitality industry. Some notable institutions include:

• Institute of Hotel Management (IHM): Offers various undergraduate and postgraduate programs including short-term and certificate courses in hotel operation and management and catering technology and more. Visit the website to know more: https://www.ihmhyd.org/
• Oberoi Centre of Learning and Development (OCLD): Offers hotel management training programs for hospitality professionals.
• Haridwar University : Offers BBA, BA, Diploma courses in travel and tourism management
• GD Goenka University : Offers undergraduate programs in Hospitality Management and Culinary Arts, along with shorter diploma courses in both specializations. To know more, visit the website: https://www.gdgoenkauniversity.com/
• Indian Institute of Tourism and Travel Management (IITTM): Provides courses in tourism management, travel management, and international tourism business.

Click on the link to know more about skill courses and education offered from IITTM Nellore: https://nationalskillsnetwork.in/tourism-and-travel-education-and-skill-courses-from-iittm/

These institutions offer a range of programs designed to prepare students for the diverse career opportunities in the tourism and hospitality sector.

The tourism and hospitality industry in India is on a growth trajectory, creating numerous opportunities for skill development and entrepreneurship. With government support and a booming job market, this sector offers promising careers for those equipped with the right skills and training. As the industry continues to expand, addressing challenges like high attrition rates and talent retention will be crucial to sustaining its growth and success.

Tourism and travel education and skill courses from IITTM

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Microsoft strengthens Thailand’s tourism sector through “AI Skills for the AI-enabled Tourism Industry” program

May 31, 2024

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Team of experts deliver AI skills training for entrepreneurs in U Thong District, Suphan Buri Province

Suphan Buri, May 31, 2024 – Microsoft Thailand helped enhance the capabilities of local community enterprises and entrepreneurs through AI skills training designed to drive the tourism industry under the “ AI Skills for the AI-enabled Tourism Industry ” program. This initiative is part of the ongoing efforts under the Memorandum of Understanding with the Thai government and a range of plans and partnerships previously announced during the recent visit of Microsoft Chairman and CEO Satya Nadella to Thailand for the Microsoft Build: AI Day event.  

The tourism industry remains a crucial driver of Thailand’s economic growth. This year, the Tourism Authority of Thailand (TAT) has set its sights on achieving 3 trillion baht in tourism revenue, while data on Thailand’s GDP growth in the first quarter of the year shows that the tourism industry helped drive 11.8% growth in hospitality and food-related services as well as 9.4% in transportation and logistics. In response, Microsoft Thailand is focusing the first phase of its AI skilling plans on the tourism industry through the “AI Skills for the AI-enabled Tourism Industry” program, whose main goal is to improve essential skills and introduce ways to apply AI innovations such as Copilot and other technologies from Microsoft to support more efficient and productive work among tourism business operators – ultimately strengthening the tourism industry and accelerating its sustainable growth.  

Supahrat Juramongkol, Microsoft Philanthropies Lead for ASEAN , said, “Microsoft believes in the power of technology to drive transformation and create opportunities for everyone through the AI skilling initiatives in the ASEAN region. For Thailand, the ‘AI Skills for the AI-enabled Tourism Industry’ program aims to unlock new possibilities for service and tourism businesses – starting with pilot activities in the ancient city of U Thong, where we have empowered businesses to overcome existing limitations and create better experiences for both Thai and international visitors. This includes leveraging AI tools to develop promotional materials that attract tourists, assisting in communication with international tourists, providing a creative spark for new ideas and experiences, or tailoring content to attract a more diverse range of potential visitors.”

For the first course of this project, Microsoft has partnered with the Kenan Foundation Asia and the Designated Areas for Sustainable Tourism Administration (DASTA) to impart digital and AI skills to entrepreneurs in U Thong Subdistrict, U Thong District, Suphan Buri Province and support the growth of one of Thai tourism’s secondary cities. Content from the training will also be disseminated and expanded through Microsoft’s network of skill development partners across Thailand – including the Digital Economy Promotion Agency, Ministry of Digital Economy and Society, Digital Skills Development Institute, Department of Skill Development, Office of Small and Medium Enterprises Promotion, Office of the Vocational Education Commission,  Designated Areas For Sustainable Tourism Administration, Tourism Authority of Thailand, Professional Qualification Institute, United Nations Development Programme, and Marketing Association of Thailand. The goal is to provide comprehensive learning opportunities that help enhance the skills of 70,000 next-generation entrepreneurs operating in the tourism business of secondary cities across all five regions of Thailand.  

Somjin Chankrabi, Manager of the Designated Area for Sustainable Tourism Administration (DASTA) in the ancient city of U Thong , added: “DASTA has been developing the ancient city of U Thong as a designated area for sustainable tourism since 2012, focusing on sustainable tourism development with the vision of creating a creative city for historical, cultural, and traditional lifestyle tourism. We are delighted that local entrepreneurs are receiving support from Microsoft to apply AI and other advanced technologies to benefit the tourism industry. We hope that the creativity of community enterprises and entrepreneurs can combine with the potential of AI to elevate U Thong’s prominence, creating opportunities for growth, employment, and income generation for the community as well as contributing to the country’s economic value.”  

The program’s AI skills development course covers the basics of AI usage through Microsoft Copilot , image and content generation with AI tools such as Microsoft Designer and the video editing app Clipchamp, as well as creating websites and marketing documents with Sway . The course also provides guidance on applying these technologies across various situations and roles, ranging from business owners to frontline employees.  

For more information and latest updates on the “AI Skills for the AI-enabled Tourism Industry” program, visit  aka.ms/AIskills4Tourism . Additionally, course content can be accessed through Microsoft’s skilling partners across Thailand, including:  

• Digital Skills Development Academy (DiSDA), Department of Skill Development, Ministry of Labor  
• Digital Economy Promotion Agency (DEPA), Ministry of Digital Economy and Society  
• Office of Small and Medium Enterprises Promotion (OSMEP)  
• Thailand Professional Qualification Institute (Public Organization)  
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• THSC announces five champions for WorldSkills Competition 2024 in Lyon, France

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• Published On Jun 4, 2024 at 06:00 PM IST

The Tourism and Hospitality Skill Council ( THSC ), in collaboration with the National Skill Development Corporation ( NSDC ), has successfully conducted national competitions across India for the upcoming WorldSkills Competition 2024 . This prestigious event will be held from September 10th to 15th, 2024, in Lyon , France, where over 1,400 competitors from more than 57 countries and regions will showcase their exceptional skills. THSC and NSDC orchestrated nationwide competitions in Bakery, Cookery, Restaurant Services, Patisserie and Confectionery, and Hotel Reception within the hospitality sector. After rigorous state-level competitions nationwide, five winners emerged from among 102 participants across these five categories. Advt The national winners and their categories are of IndiaSkills 2024 are:Sasmita Bardhan in Bakery; Police Ashwitha in Patisserie & Confectionery; Harshavardhan Vijay Khandare in Cooking; Joethir Adithya KP in Hotel Reception; andSubhrajit Patra in Restaurant Service. "This is more than just a competition. It's a platform for young professionals to display their skills and enhance their knowledge and expertise in the hospitality industry. We aim to bring the hospitality community closer and provide a professional platform for showcasing, honing, and exhibiting their talents,” said Rajan Bahadur , CEO of THSC. THSC shortlisted five competitors and their respective expert mentors who will represent India at the WorldSkills Competition 2024 in Lyon, France this September. The IndiaSkills national competition for hospitality skills took place at the Welcomgroup School of Hotel Administration (WGSHA), Manipal Academy of Higher Education. Participants were filtered through a stringent process to ensure the best talents were selected to represent India at the WorldSkills Competition. A total of 102 participants took part in the IndiaSkills National Competitions 2024, comprising 21 participants in Bakery, 24 participants in Cooking, 22 participants in Hotel Reception, 15 participants in Patisserie & Confectionery, and 20 participants in Restaurant Service. Advt These competitions focused on identifying and nurturing the right talent, with each participant receiving training and mentorship from the THSC skill management team. Expert mentors have been assigned to train and coach each of the participants in the five skill categories. Established in 2014, THSC is an apex body for vocational education and skill development in India, focusing on Tourism and Hospitality. Since its inception, THSC has enrolled over 1.5 million individuals and successfully certified over a million youth. With a network of over 600 institutes, 100 colleges, and 2000 industry members, THSC’s vision is to create a robust, industry-aligned skilling ecosystem to promote the Tourism and Hospitality sector and meet its mission of providing millions of beneficiaries with respectable employment opportunities to serve customers' needs.

• Updated On Jun 4, 2024 at 06:00 PM IST

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