NEW hotels are opening in China at breakneck speed but the development of human resources has not kept pace, found the Institute for Hospitality and Tourism Education and Research, a division of the Chaplin School of Hospitality and Tourism Management at Florida International University, in a new white paper that details the labour situation in China’s hospitality scene.
Titled Managing Growing Pains of China’s Relentless Hotel Development Pipeline, the white paper acknowledged the shortage of skilled talent in China’s vast labour pool, the perception of work within the service industry as a menial job among the Chinese, and that Chinese hotel owners do not necessarily make enough investments in talent acquisition and development.
Firstly, the paper recommended that a different approach be taken towards education and training through the implementation of mentoring and coaching programmes.
Mentoring would ensure future leaders receive enough training to ensure they move up the organisation, while coaching programmes would teach them how to handle conflicts and develop coping skills.
Next, public perception of a hospitality career could be improved by building a good reputation and industry image for prospective students, college applicants and their parents, and college recruiters.
This could be done by highlighting possible career paths for front and back of house tracks, and putting in place incentive plans and showing potential hires pay scale increments for skill enhancements.
Another key element, as hotel chains continue to expand in China, is the relationship between general managers and hotel owners.
The paper stated that the average hotel owner in China is a first-timer to the hotel business who gains knowledge and values through direct involvement in the businesses. Hence, owners could be educated on all operational issues through a certification process in company philosophy, systems and procedures, and related concepts. This would also improve communications with general managers.
