Analyzing Staff Shortages in the International Hospitality Sector

This report examines the significant issue of staff shortages within the international hotel management sector. It begins by introducing the problem, highlighting the difficulties in filling vacant positions with suitable candidates and the pre-existing challenges in the hospitality industry even befo...Read More

INTERNATIONAL
HOTEL
MANAGEMENT

TABLE OF CONTENT
 Introduction
 Reason of staff shortages
 Mitigate staff shortages
 Conclusion
 References

INTRODUCTION
 While there is a labor shortage, it indicates that companies
are finding it challenging to fill unfilled positions with
suitable individuals. The few individuals that are accessible
are difficult to find, because there are not enough applicants
to fill that position they are searching for(Demir, Díez
Esteban and García Gómez, 2019). It was well known that it
was especially difficult to obtain a sufficient and skilled
staff in the hospitality business since before the COVID-19
pandemic.

REASON OF STAFF
SHORTAGES
 A labour shortage usually arises whenever there's not
enough employees available to return to the workforce and
satisfy supply of workers(Kiefhaber, Pavlovich and Spraul,
2020). For instance, there are around 11 million open
positions in the United Kingdom, yet only 6.5 million
employees are projected to be unemployment in 2022.

CONTINUE…
 Covid 19: Without meeting the growing pandemic's
contribution to it, it would be difficult to debate the current
labour crisis(Li and Singal, 2019). In March 2022, the WHO
stated that more than 6 million people had died as a result of
disease outbreak problems, and countless more were still
suffering from the virus's lengthy impacts.
 Low wages: In the majority of the world's regions, an
applicant sector has grown due to the persistent labour
shortage. Many workers and job applicants are asking for
higher pay and better advantages.

CONTINUE…
 Aging population: The ageing population of the world is
another element affecting the shortage of workers of today.
Employers in several nations have been worried for years
about replenishing unprecedented numbers of
retirees(Guillet and Shi, 2019) .
 Technology skill gap: A recent study found that 87% of
worldwide employers either now struggle with skills gaps or
anticipate doing so in the near future.

MITIGATE OF STAFF
SHORTAGE
 There are identified different ays to manage staff in
hospitality industry that are mentioned below:
 Pay more: This one might seem apparent, but many
hoteliers are hesitant to take part in what might appear to be
a downhill slide(Hu and Olivieri, 2021) . Spending more
for employees may, in fact, appear mitigate and unwise from
a long-term viewpoint.

CONTINUE…
 Give current workers greater hours: The simplest and
quickest way to deal with a staffing shortfall may be to do
this.
 Prepare the group to perform more: Can other front-line
employees be taught to fill the position if there is a staff
shortage in that skill set? This might need formal training or
certification, depending on the skill, but it might be well
worth the effort and money(Ji, Mieiro and Huang, 2021).

CONTINUE…
 Articulate an HR marketing strategy: It involves using
marketing approach and techniques on workers but instead
of clients. This implies that the platforms won't differ all
that much(Labanauskaitė, Fiore and Stašys, 2020).
 Hire "unqualified" individuals: There are a variety of
candidates out there that may possess the necessary talents
without having formal janitorial expertise. These people can
receive the necessary training to perform the task.

CONCLUSION
 As per the above presentation it has been concluded that it is
main staff shortages is main operational issue in hospitality
industry. For mitigate this issue require to hire more staff at
more payment and provide them good working condition.

REFERENCES
 Demir, E., Díez-Esteban, J.M. and García-Gómez, C.D., 2019. The
impact of geopolitical risks on cash holdings of hospitality
companies: Evidence from emerging countries. Journal of
Hospitality and Tourism Management, 39, pp.166-174.
 Kiefhaber, E., Pavlovich, K. and Spraul, K., 2020. Sustainability-
Related Identities and the Institutional Environment: The Case of
New Zealand Owner–Managers of Small-and Medium-Sized
Hospitality Businesses. Journal of Business Ethics, 163(1), pp.37-51.
 Li, Y. and Singal, M., 2019. Capital structure in the hospitality
industry: The role of the asset-light and fee-oriented
strategy. Tourism Management, 70, pp.124-133.
 Menicucci, E., 2018. The influence of firm characteristics on
profitability: Evidence from Italian hospitality industry. International
Journal of Contemporary Hospitality Management

REFERENCES
 Guillet, B.D. and Shi, X., 2019. Can revenue management
be integrated with customer relationship
management?. International Journal of Contemporary
Hospitality Management.
 Hu, L. and Olivieri, M., 2021. Social media management in
the traveller's customer journey: an analysis of the
hospitality sector. Current Issues in Tourism, 24(12),
pp.1768-1779.
 Inanc–Demir, M. and Kozak, M., 2019. Big data and its
supporting elements: implications for tourism and
hospitality marketing. In Big Data and Innovation in
Tourism, Travel, and Hospitality (pp. 213-223). Springer,
Singapore.

REFERENCES
 Ji, C., Mieiro, S. and Huang, G., 2021. How social media
advertising features influence consumption and sharing
intentions: the mediation of customer engagement. Journal
of Research in Interactive Marketing.
 John, S.P. and De'Villiers, R., 2020. Elaboration of
marketing communication through visual media: An
empirical analysis. Journal of Retailing and Consumer
Services, 54, p.102052.
 Labanauskaitė, D., Fiore, M. and Stašys, R., 2020. Use of E-
marketing tools as communication management in the
tourism industry. Tourism Management Perspectives, 34,
p.100652.