It's well understood that the combination of Brexit and the pandemic have played a role in the recruitment crisis the hospitality industry is experiencing at present. Job vacancies were 675% higher between November 2021 to January 2022 compared with the same period the year before. We should not, however, underestimate the importance of attitudes towards jobs in the industry and the impact this can have on employment.
Misconceived perceptions of hospitality work as unskilled and temporary are discouraging employees from joining the sector. It is crucial for the continued survival of the industry that hospitality businesses present roles in the industry as "more than just a pay cheque" by offering talent development, training and established career pathways.
Elevating the status of a career in hospitality
Sometimes viewed as unskilled work with limited progression, hospitality employment rates are being stifled by outmoded impressions.
In Europe, a greater esteem awarded to hospitality has nurtured a more enthusiastic view of working in the industry. Indeed, professional qualifications such as those offered by the ESO Euroschool Hotel Academy, attended by some of the staff at Burgh Island Hotel, encourage staff to view a role in hospitality as a great opportunity for long-term development and career progression.
The lack of training opportunities and esteem in the UK can be seen as a reason why the departure of 93,000 EU workers from the British hospitality industry in 2020 has not been followed by the same number of UK workers taking up the vacancies.
Moving forward, it is vital to reframe this attitude towards hospitality work to prevent the industry from entering crisis mode. The UK must leave behind its "upstairs-downstairs" approach to hospitality and grant the industry the status it deserves through apprenticeships, training schemes, and an increased emphasis on career progression.
Training for the future
The key to changing the ungrounded impression of hospitality work lies in very practical measures.
To show staff that working in the hospitality industry is as much about the employee as the employment, workers must be given the opportunity to explore their individual skills and interests with training programmes, clearly defined progression pathways, and Continuing Professional Development (CPD) opportunities.
Through training schemes and succession planning, workers need to be encouraged to envisage themselves learning and developing their careers in hospitality in both the present and the future.
To prove to employees that their careers need not stagnate after they learn the ropes, training should be expanded beyond the basic requirements. At Burgh Island our staff are trained in sustainability practices and energy awareness. Our chefs, for example, are instructed on using local produce in their dishes, with the result that 80% of our food is sourced from a 30-mile radius. Through continuing to gain skills and insight into developing hospitality trends, each member of our team can play an active part in the broader running of the hotel and in our future.
Raising awareness of opportunities
Training schemes alone are not enough to redefine the status of hospitality: equal importance lies in raising awareness of career opportunities. Careers fairs and promotional events offer the chance to showcase career development opportunities involved in hospitality across a broad body of jobseekers.
This is especially true of schemes and events which consciously address negative attitudes towards the sector. This year's Hospitality Apprenticeships Week - which runs from 3rd-9th October - has set itself the goal of challenging the misconceptions surrounding hospitality careers. Similarly, businesses can attract employees through staff spotlighting content across social media, highlighting the personal connection that workers have with their jobs and demonstrating individual career development.
The importance of the individual
To show workers that a role in hospitality is a life-long career, rather than a pay cheque, hotels must demonstrate their commitment to each individual employee as a central part of their team. Staff welfare is crucial not only for hiring employees, but also for keeping them, a vital goal at a point where staff retention rates are at 30%, double the national average.
Measures to improve staff welfare such as adapting workspaces and providing accommodation prove to an employee a business' commitment to them as individuals beyond their labour. For example, when redeveloping Burgh Island, we mended the hotel's lift and altered the layout of the kitchen to ensure an easier working environment for our staff. We are also planning to build twenty-seven rooms to accommodate our staff as an affordable alternative to the expensive housing prices in the local area.
Through breaking the boundaries of job specifications and viewing employees as individuals with specific needs and expectations, hospitality businesses can present each job in the industry as a lifelong career with ample opportunities for both personal and professional growth.
If hospitality is going to move forward as an industry over the coming months, it needs to find a solution to the current staffing crisis that goes beyond increased wages. Potential employees should be encouraged to envisage a career path in hospitality through succession planning, training, and employer support. Only when staff can see a clear progression for themselves, will hospitality be able to forge its own future.
