Conclusion: is talent management a strategic priority in the hospitality sector?

Abstract

PurposeThe purpose of this paper is to provide a conclusion to the theme issue question “Is talent management a strategic priority in the hospitality sector?”Design/methodology/approachThe issues and debates relevant to the strategic question are summarised. Significant themes that have arisen across a number of papers are presented. This provides a clear indication of current issues in strategic talent management which are of relevance to hospitality practitioners and academics.FindingsFive recurring themes are identified as being particularly relevant to hospitality organisations when considering a strategic approach to talent management. These are: the role of line mangers in employee development and well-being, talent management being used as a lever for culture change, the importance of contextualising approaches to talent management, the need for new and innovative ways of working to achieve a strategic approach to talent management and barriers for the development of a strategic approach caused by economic and day-to-day operational pressures.Practical implicationsThe paper suggests a number of practical actions which could be taken to develop a more strategic approach to talent management.Originality/valueThe paper illustrates that hospitality operators understand the importance of a strategic approach to talent management and are using a range of talent management processes to drive business success but that new solutions to long-standing challenges are required.