Manpower is an issue that the industry has grappled with for some years now. The industry has been making efforts to address the potential gap.
There were broad strategies conceptualised by most brands pre-covid. These remained largely inactive in most parts. The advent of Covid changed the circumstances dramatically. Instead of recruiting and training, making investments in HR, most companies had to reverse engineer by resorting to layoffs and retrenchment(s) and even early retirements.
Consultant, Hotelier, and former senior at Lemon Tree Hotels
It must also be admitted that the industry was also late to adopt the pipeline being created by THSC and People plus. Thankfully, there has been a massive course correction by all brands by:
Creation of their own skills councils:
Two chains that I know of have set up two or more skilling centres to encourage new trainees for entry level positions after finishing school. One of the oldest known luxury chains had started this endeavour over 15 years ago, the others have followed suit much later. This will hold the larger industry in good stead,
National Skills Councils were set up over 10 years ago under the aegis of the GOI. The THSC (Tourism Hospitality Skills Council) had a slow beginning with only some chains partnering for creation of curriculum and training courses with certification standards. I am delighted they with the growth and coverage by THSC and the acceptance of their certification by all hotel groups particularly for specialised skills in F&B and Engineering. Natwar Nagar’s People plus is an endeavour that goes beyond skilling. It is a social initiative for the marginalised population in villages and Tier 2 and Tier 3 cities. I wish more credit and recognition would be given to both the organisations for skilling a large work force. Most hotel chains have given them their recruitment mandates. The government’s recent push for apprenticeship programs with financial support have been welcomed.
Reskilling of top management through IIMs and MDM institutes:
A recent endeavour to re-cast the senior management and create a succession plan seems to have become stronger – with contemporary learning subjects including higher financial skills and AI. This will create a new breed of leaders.
In addition, they have set up a pipeline of level 2/3/4 management cadre for their new hotels up to two years in advance for their future openings. Even at the cost of carrying that additional payroll in their existing hotels. This is a much-needed investment long talked about, but in practice with at least two large Indian brands.
Exposure by international hotel companies in their hotels in ME and Maldives for enhanced knowledge and cultural expansion.
This used to draw executives and staff towards international hotel brands. Had reduced pre-covid. Has been revitalised. This will help brands draw new talent towards them again.
Creation of their own Management Training programmes with ISH:
Till a few years ago, only one brand had started this program – now there are as many as four large companies, graduating their successors with CAPS programmes to strengthen their organisational and leadership skills. There are other programmes getting traction with specialised short-term learnings in key verticals – F&B production, Marketing, AI usage. This will encourage lateral thinking and movement as well as segment specialists.
Job Fairs in Tier 2/3 cities and colleges with local community participation.
These have been marketed well with state governments, colleges and diploma institutes. It has led to a greater appreciation about hospitality as a potential socially acceptable opportunity for the large population lacking awareness.
I am very sure these efforts will yield results. In the meantime, there will be some angst from customers for the drop that has crept in industry service standards.
