Three Icons and Five Reasons for their Success in Hospitality
16 November 2022
The Swiss Hotel School 2001 Graduate, Alex Caetano
30 March 2023
Skills shortage; a major threat to the Hospitality Industry.
Stephen Hickmore
There is a critical shortage of management and chef candidates available to our industry.
Whilst COVID is a major reason why we lost skills to other industries, we still have to ask ourselves some pressing questions What are we doing to encourage young people to choose hospitality as a career?
Observe a gathering of hospitality professionals. Within a few minutes the ‘war stories’ will emerge. The hectic work hours, the difficult guests and the tough conditions in the kitchen are just some of the thorny topics. A bystander will wonder why anyone would want to put himself or herself through this trauma every day in search of a pay check. My pet hate is when an experienced hotelier or chef takes to the stage at a convention and incessantly harps on about all the negatives without mentioning how much they love their career. Our industry needs to get a consistent message to youngsters. What about the opportunities, variety and excitement that is the hospitality industry. For the good of the industry, we should be forming our own NGO, similar to the UK’s Springboard organisation, which promote careers in our sector.
At the very least, we must prevent the naysayers from dominating the podium.
What is the strategy for internal professional development?
Before the advent of Skills Development Levies and SETA’s many hotel and catering companies had strong internal apprenticeship programmes. Three-year professional chef and hospitality management internships and block release programmes to hotel and culinary schools. What happened to those? Yes, these are expensive to run but they were incredibly successful. Protea Hotels, Holiday Inn produced some excellent professionals who are leaders of our industry today. Often existing employees are overlooked for positions that are more senior and no further study opportunities are offered. This is incredibly de-motivating. Professional development must be part of a skills retention plan.
Do we pay enough?
The short answer is No. The modern graduate from a hotel school has three years study and internship experience. He / She is highly motivated and intelligent and could have chosen many other career paths. A measly salary of R8,000 per month is inadequate and, quite frankly, an insult. The old paradigm of ‘you have to start somewhere’ is not going to cut the mustard. Many graduates would rather grab one of the numerous opportunities to earn dollars or pounds and develop their careers internationally. It is time to look at developing and nurturing graduates and paying them what they are worth.
Do we treat our employees well?
Sometimes we do not. Some of the worst sinners are the organisations that make statements about being ‘Investors in people’. How often does this translate into happy, fulfilled employees? Alternatively, is this just another marketing position? True investment in people requires proper planning and focussed strategy and implementation. Hospitality businesses must look to the best practices and emulate organisations that get this right. Contrary to popular belief; beanbags, sleep pods and annual Christmas parties are not enough.
Generation Z are not interested in hard work?
Baby Boomers said the same thing about Millennials and Gen X. Now those same generations think that Gen Z are entitled, lazy and disrespectful. Truth is, I think that this new variety of human could teach us all a thing or two. They are equally hard working, equally committed but will not stay with a company that does not value them. They are hungry for development and feel the pressure to ‘be someone’. They drive to succeed and are keen to accumulate wealth and status. They do want a work-life-balance and are more aware of how an imbalance can affect wellness and mental health. We are seeing more young people keen on our industry because of the entrepreneurial possibilities it gives, the freedom to travel and the variety we all love.
We are in trouble. If we, as an industry, do not properly invest in people, our businesses will not grow or succeed. Pretty décor, expensive bricks and mortar, Wi-Fi and technical innovation will not make us money if we do not have the human resource. We have to stop the brain drain and change the way we develop and educate. Above all we have to make the industry we love a more attractive prospect for young people and put some meaningful retention strategies in place.
Skills shortage; a major threat to the Hospitality Industry.
Stephen Hickmore
Whilst COVID is a major reason why we lost skills to other industries, we still have to ask ourselves some pressing questions What are we doing to encourage young people to choose hospitality as a career?
Observe a gathering of hospitality professionals. Within a few minutes the ‘war stories’ will emerge. The hectic work hours, the difficult guests and the tough conditions in the kitchen are just some of the thorny topics. A bystander will wonder why anyone would want to put himself or herself through this trauma every day in search of a pay check. My pet hate is when an experienced hotelier or chef takes to the stage at a convention and incessantly harps on about all the negatives without mentioning how much they love their career. Our industry needs to get a consistent message to youngsters. What about the opportunities, variety and excitement that is the hospitality industry. For the good of the industry, we should be forming our own NGO, similar to the UK’s Springboard organisation, which promote careers in our sector.
At the very least, we must prevent the naysayers from dominating the podium.
What is the strategy for internal professional development?
Before the advent of Skills Development Levies and SETA’s many hotel and catering companies had strong internal apprenticeship programmes. Three-year professional chef and hospitality management internships and block release programmes to hotel and culinary schools. What happened to those? Yes, these are expensive to run but they were incredibly successful. Protea Hotels, Holiday Inn produced some excellent professionals who are leaders of our industry today. Often existing employees are overlooked for positions that are more senior and no further study opportunities are offered. This is incredibly de-motivating. Professional development must be part of a skills retention plan.
Do we pay enough?
The short answer is No. The modern graduate from a hotel school has three years study and internship experience. He / She is highly motivated and intelligent and could have chosen many other career paths. A measly salary of R8,000 per month is inadequate and, quite frankly, an insult. The old paradigm of ‘you have to start somewhere’ is not going to cut the mustard. Many graduates would rather grab one of the numerous opportunities to earn dollars or pounds and develop their careers internationally. It is time to look at developing and nurturing graduates and paying them what they are worth.
Do we treat our employees well?
Sometimes we do not. Some of the worst sinners are the organisations that make statements about being ‘Investors in people’. How often does this translate into happy, fulfilled employees? Alternatively, is this just another marketing position? True investment in people requires proper planning and focussed strategy and implementation. Hospitality businesses must look to the best practices and emulate organisations that get this right. Contrary to popular belief; beanbags, sleep pods and annual Christmas parties are not enough.
Generation Z are not interested in hard work?
Baby Boomers said the same thing about Millennials and Gen X. Now those same generations think that Gen Z are entitled, lazy and disrespectful. Truth is, I think that this new variety of human could teach us all a thing or two. They are equally hard working, equally committed but will not stay with a company that does not value them. They are hungry for development and feel the pressure to ‘be someone’. They drive to succeed and are keen to accumulate wealth and status. They do want a work-life-balance and are more aware of how an imbalance can affect wellness and mental health. We are seeing more young people keen on our industry because of the entrepreneurial possibilities it gives, the freedom to travel and the variety we all love.
We are in trouble. If we, as an industry, do not properly invest in people, our businesses will not grow or succeed. Pretty décor, expensive bricks and mortar, Wi-Fi and technical innovation will not make us money if we do not have the human resource. We have to stop the brain drain and change the way we develop and educate. Above all we have to make the industry we love a more attractive prospect for young people and put some meaningful retention strategies in place.
