1. In Short Supply: Future Labor Needs of Tourism Employers
Scott M. Meis
President, SMMRA
SECOND TEFI SUMMIT
Teaching for the Future: Towards a Values-Based Framework for Tourism Curricula
School of Travel Industry Management,
University of Hawai’i
11-14 April, 2008

2. ? INDUSTRY LABOUR MARKET & TOURISM EDUCATION: ARE THEY RELATED?
TOURISM WORK = MULTIPLE JOBS, OCCUPATIONS, INDUSTRIES
& CAREERS ?
TOURISM WORK:
Jobs?
Occupations?
Knowledge?
Skills?
Careers?
TOURISM STUDY = MULTIPLE SUBJECTS & DISCIPLINES

3. PRESENTATION OVERVEIW
Tourism jobs & occupations
Tourism labor force
Tourism labor market outlook
Industry impacts
Management job requirements
Tourism education implications

4. TOURISM JOBS?
A job includes all the tasks carried out by a particular worker to complete her/his duties
Work for an institution in one of 5 sector industry groups
Work for the period of one year regardless of the number of hours
Work for only three months equals ¼ of a job

5. Canadian Tourism Sector
1.8 million jobs in tourism (2006)
1.6 million persons employed
Canadian Tourism Sector
10% of labor force
16%
Transportation
266,000
23%
Recreation &
Entertainment
12%
Accommodation
191,500
379,700
47% 3%
Food & Beverage
775,200
Travel Trade
Services
47, 900
Over 400 Occupations
Management = 26% of jobs
Source: Total Tourism Sector Employment in Canada: 2006 Update, CTHRC, 2006

6. TOURISM OCCUPATIONS
A collection of jobs, sufficiently similar in work performed to be grouped under a common title
Identified and grouped primarily in terms of the work performed, as determined by tasks, duties, & responsibilities of the occupation
Factors include: processes used, equipment used, degree of responsibility, complexity of work, skill levels required & services provided

7. LARGEST OCCUPATIONS 13.7% 12% 8.4% 6.5% FAST FOOD SERVERS
KITCHEN HELPERS
FOOD AND BEVERAGE SERVERS
COOKS
RESTAURANT & FOOD SERVICE MANAGERS
228,100
199,650
139,700
108,670
Source: Total Tourism Sector Employment in Canada: 2006 Update, CTHRC, 2006

8. MOST JOBS ARE LOW SKILLED - Only 10 percent have university degrees
Level of Schooling
% Canadian
Work Force
% of Tourism
Total Employment
Less than grade nine
4.0
Grades 9-13
31.4
42.6
Trade certificate
3.7
2.7
Some post secondary
41.7
40.7
University degree
19.2
10.0
Also 25% of tourism labour force attend school on full or part time basis, vs 15 % in overall CLF
54% in the 15 to 24 age range attend school on a part time basis vs 46% on overall CLF
Tourism Provides Employment Opportunities Youth to Help Pay for Higher Education
Source: Total Tourism Sector Employment in Canada: 2006 Update,
Canadian Tourism Human Resource Council, 2006.

9. TOURISM WITHOUT WORKERS: A STRATEGIC GROWTH ISSUE?
Labor shortages already felt by many tourism employers in Canada
Canadian labor force growth rate decreasing to zero:
-- lower fertility
-- fewer young people entering labor force
-- longer periods of education & training
-- baby boomers retiring
By 2015 all labor force growth from immigration
Increasing competition for labor from other sectors
Poor tourism sector competitive offer & image
Source: Phase III Report: Industry Consultations to Inform the Development of a Labor Supply/ Demand Model for the Tourism Industry, Bristol Group, December, 2007

10. INDUSTRY RESPONSE -- R&D: MODEL & PROJECT SUPPLY/DEMAND IMBALANCES
Joint research and development project Canadian Tourism Human Resources Council and Canadian Tourism Research Institute of the Conference Board of Canada
Goal: Model & project potential sector labor shortages
Approach: three components:
Baseline forecasts of industry demand & potential labor demand
Baseline forecasts of potential labor supply to tourism sector
Market adjustment mechanism – market clearing equilibrium model
Source: Labor Shortages in Canada’s Tourism Sector: Draft Report, CBoC, 2008

11. Tourism Goods & Services Potential Demand 2005-2025 (Preliminary Results)
Growth
Rate
Growth
Rate
Annual Demand
BY 2025
(1997 CAD $ millions)
4.6%
Tourism Demand
2.2%
101,727
5.7%
Domestic
2.0%
77,571
Foreign
1.5%
2.8%
24.156
Non-Tourism Demand
2.6%
2.0%
118,367
3.5%
2.1%
TOTAL DEMAND
220,294
A 70% increase over 2005 at $130 billion CAD
Source: Labor Shortages in Canada’s Tourism Sector: Draft Report, CBoC, 2008

12. Potential Labour Demand Canadian Tourism Sector 2005-25 (Preliminary Results)
Jobs
in 2005 e
Jobs
by 2025 f
Industry Group
Accommodation
227,805
293,559
Food & beverage services
837,231
1,162,484
Recreation & entertainment
304,463
386,745
Transportation
238,070
300,667
Travel Services
45,443
58,763
TOURISM SECTOR
1,653,012
2,200,228
A potential increase of 33%
Source: Labor Shortages in Canada’s Tourism Sector: Draft Report, CBoC, 2008

13. Preliminary Results of Potential Labor Shortage
Growing tourism labor supply and demand imbalance/gap
Potential labour shortage of 348,000 jobs by 2025
Most in Food & Beverage industry
Surplus in Travel Services
Source: Preliminary Results, CTHRC’s Tourism Labour Supply/Demand Projections Model

14. Top 5 Potential Occupational Shortages 2005-25
(Preliminary Results)
Jobs
in 2005 e
Jobs
by 2025 f
Occupation Groups
Food Counter Attendants
& Kitchen Helpers*
2,689
71,768
Food & Beverage Servers*
2,405
61,925
Cooks*
1,577
34,689
Bar tenders*
565
15,838
Restaurant & Food Service Managers
994
13,488
TOURISM SECTOR
24,595
347,974
* Figures combine labor shortages in food & beverage and accommodation industries.
Source: Labor Shortages in Canada’s Tourism Sector: Draft Report, CBoC, 2008

15. INDUSTRY IMPLICATIONS
A multitude of job openings
Growth in labor supply slows dramatically
Prolonged supply/demand imbalance
Rising compensation costs from increasing real wages
Sector productivity expected to rise, but slowly
Decreasing sector profitability
Decreasing international competitiveness
Source: Labor Shortages in Canada’s Tourism Sector: Draft Report, CBoC, 2008

16. POSSIBLE INDUSTRY RESPONSES
Competitive bidding war for workers
Enhancing productivity
Good human resource practices
To create & retain more productive workers
Education & training for adaptability, professionalism & leadership
Technology improvements
Product refinements to reduce labor without sacrificing service
Increasing the availability of labor
Increasing incentives for under-represented labor pools
Increasing cooperation of government, industry and academe
Source: Labor Shortages in Canada’s Tourism Sector: Draft Report, CBoC, 2008

17. TOURISM EDUCATION IMPLICATIONS -- AN OPPORTUNITY?
A multitude of job openings for your product -- graduates
Increased industry interest in your product
Potential for increased government recognition & support
New research issues and opportunities

18. POSSIBLE RESPONSES OF TOURISM EDUCATORS
Focus on characteristic and specialized supervisory and
management positions
Align with industry occupational standards, certification
programs & recognition programs
Develop sector and career awareness strategies
Promote employer recruitment, workplace learning & recognition
Facilitate school-to-work-back-to-school transitions
Focus curricula on core management competencies

19. CORE LEADERSHIP COMPETENCIES MANAGEMENT & EXECUTIVE OCCUPATIONS
Food & Beverage Manager
Events Manager
Golf Club
Manager
Executive
Chef
Small
Business Owner/
Operator
Director of Sales and Marketing
Leadership, professionalism 
Administration
Business and Strategic Planning
Marketing
Operations, Site/Facility Management
Human Resource Management
Comply with Legislation
Financial Management
Health, Safety and Security
Retail Operations
Source: Summary extracted & adapted from current Emerit (CTHRC) national occupational standards
* Above summary extracted from current emerit national occupational standards

20. LEADERSHIP COMPETENCIES: Director of Sales & Marketing
A. LEADERSHIP
1. Motivate others (7 abilities)
Ability 1.1 : Motivate staff
Ability 1.2 : Provide opportunities for professional development
Ability 1.3: Identify and provide instruction
Ability 1.4: Identify and demonstrate a positive attitude
Ability 1.5: Display a selling & marketing mentality
Ability 1.6: Understand and reinforce teamwork
Ability 1.7: Implement strategies for building effective teams
2. Know how to focus on success
Ability 2.1 Describe how to focus on success
Source: “National Occupational Standards, Director of Sales and Marketing”,
Canadian Tourism Human Resource Council, 2005

21. LEADERSHIP COMPETENCIES: Director of Sales & Marketing, Cont’d.
B. ATTITUDE
C. OPERATIONS, & FINANCIAL MANAGEMENT
D. MARKETING
E. STAFF (HUMAN RESOURCES) MANAGEMENT
F. PROFESIONAL/PERSONAL DEVELOPMENT
G. COMMUNICATIONS
Source: “National Occupational Standards, Director of Sales and Marketing” , Canadian Tourism Human Resource Council, 2005

22. WHY IS TOURISM EDUCATION IMPORTANT?
Tourism service industries are labor intensive and dependent on strong service skills
The best products (infrastructure, location, environment) can be developed
The best branding and marketing can be implemented
But, an adequate supply of motivated, informed & skilled labour is essential to deliver the product & create positive memorable experiences
YOUR PRODUCT: Well educated, motivated, dependable new workers will be in high demand at entry levels for future industry leadership positions

23. Tourism Education: A Starting Point and Foundation of the Path to Professionalism in Tourism Occupations

24. Thank you for your interest & attention! Are there any questions?