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The Tourism and Hospitality Workforce Strategy is an effort by a group of key industry associations, and industry training organisations, with the support of government departments and agencies, to ensure the New Zealand tourism and hospitality sector has the people and skills it needs to grow and prosper.
The Strategy outlines the workforce issues, identifies a series of six goals for the industry and the actions that may be required to reach them. It showcases solutions that ITOs, industry associations and government are implementing today - solutions that may provide useful blueprints for others.
To view the strategy click here
The 'Tourism and Hospitality Workfore Strategy' is a response to the 'Tourism Workforce and Skill Projections Report' which was the first comprehensive project on workforce needs in the Tourism Industry. A copy of the full report is available online in the Members Only section of the TIA website.
The Report at a Glance
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There are currently around 104,000 people holding full time equivalent positions in the tourism industry.
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The industry will need to employ an additional 4,500 people per annum to meet projected visitor growth of 6%
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The industry will need to address turnover - those who either change jobs within the tourism industry or leave it altogether. Staff retention is averaging approximately three years and about 75% of those changing jobs remain within the tourism industry.
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Projections show tourism is going to require another 120,730 people to both maintain and grow the industry over the seven years to March 2010. This represents 17,250 people each year and incorporates the workforce required to meet visitor growth and staff turnover. Accordingly the combination of growth and job turnover means the industry will need to recruit approximately 11% of its workforce each year.
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The most comonly-identified personal attributes and characteristics that employers would like to see as prerequisites for the future include: a warm and friendly personal empathy with customers; effective interpersonal communication, people and selling skills; ability and willingness to work effectively in teams, cultural awareness, motivation to provide excellence in customer service and ability to multi task.
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Workforce Project Funders and Background
One of the key recommendations in the Tourism Strategy 2010 is to increase the funding and accessibility of industry training options. It is recognised that unfocussed delivery of training, too many service providers, and insufficient public funding for training in the tourism industry are major issues.
As part of it’s commitment to Strategy 2010 the Tourism Industry Association New Zealand (TIA) partnered with the Ministry of Tourism, Aviation Tourism and Travel Training Organisation (ATTTO), Hospitality Standards Institute (HSI) and Hospitality Association NZ (HANZ) in 2003 to research this significant issue facing the industry. The partners commissioned a project to assess the current demographics of employees within the industry by sector and the projected requirements for employees and their required knowledge and skills through to 2010.
This project utilising advanced economic forecasting techniques along with planned industry consultation to deliver a practical and usable workforce forecast for the industry. The project was complex and required analysis of data sets from a range of sources and an understanding of economic trends at the macro and micro levels. In other words, looking at the bigger economy picture and also sectors of the tourism industry that have specific skill needs. Business and Economic Research Limited (BERL) were commisioned to prepare this report for the funding partners.
For more information about this project contact info@tianz.org.nz | 
