The leisure industry must work harder to support its staff, or risk a talent crisis

The talent crisis is not a new issue for hotel managers. Staff shortages, long working hours and management stress are all accepted elements to working in hospitality, but with the current pressures facing hoteliers, the issue is noticeably worsening. Record staff shortages are costing the hospitality industry an estimated £21bn in lost revenue, according to research by UKHospitality, the British Institute of Innkeeping and the British Beer and Pub Association. As a previous manager in hotels, and current teacher and researcher supporting leisure managers worldwide, it is clear to me that one of the biggest factors exacerbating the current talent crisis is the lack of effective training to retain and champion excellent staff. All too often, the only preparation that leisure employees receive is an off-the-peg customer service script, or limited customer service training. Instead, hoteliers must focus on implementing robust career professional development (CPD) training, which involves helping employees to track the skills and knowledge they gain formally and informally as they work, beyond basic training to help retain employees. It is also important that CPD training is shaped in dialogue with staff, and takes into account the expectations and experiences they have in their day-to-day roles and encounters with customers. Service staff frequently use their emotional intelligence and soft skills to appease and delight their guests. These are all essential aspects of their roles to develop, but staff are also likely to encounter problematic customer, team and management issues from time to time. These more challenging encounters are rarely reflected upon in training, but they can offer up valuable lessons to help staff to develop their natural talent. Whether it involves attending to complex family celebrations, or managing inebriated customers, hotel workers consistently respond to challenging situations. By reflecting on ‘on the job’ experiences, staff are more aware and attuned to their natural responses, and can better analyse how they will respond in similar incidents. Intercultural insensitivities from customers, inappropriate use of humour between staff, dated uniform and appearance standards, and equality and diversity challenges are all other areas where staff often require additional support to be able to excel in their role. It’s important that these considerations are not just ‘tick box’ training exercises to ensure legal compliance, but that they form an integral part of individual CPD to better equip staff to complete their daily tasks. If staff are not experienced in service encounters, or have been insufficiently supported in previous service roles, they will be unable to develop their abilities for guest relations. Dealing with challenges in service is a high-pressured and often stressful duty for service staff. Completing these challenges effectively is rewarding and motivating, but only if the staff are confident and competent in their own abilities. Using generic scripts often worsens the experience for staff, as it equips individuals with responses which work for customers, but not always for the employees themselves. Hotel employers must equip staff with competencies to respond individually to demands made of them, whilst developing staff confidence to know their responses are supported, valid and effective for the business. The future success of the hotel industry depends upon staff service. Even with the increased use of technology in service encounters, there will always be a person involved in delivering the leisure experience. For the UK to be recognised as a world leading leisure service provider, we must address individual staff needs and concerns in service encounters. Addressing this with tailored CPD training and reflection will not only ensure staff feel satisfied in their roles, but they will be motivated and advocate for future staff entering the industry.