Human resource challenges in Canada’s hospitality and tourism industry

Abstract

PurposeThis paper aims to explore the challenges encountered by the hospitality and tourism industry in managing the labour challenges it faces presently and will face in the coming years. Although there are several issues at play, there are actions that industry members can take both internally and by advocating externally for change.Design/methodology/approachThis paper draws on insights from three industry members and two academics to explore key areas in which action can be taken to address labour demand challenges in the hospitality and tourism workforce. The identified action items combine these various types of expertise to provide a holistic frame of action.FindingsThe Canadian hospitality and tourism industry is facing an ever-increasing labour demand shortage. Industry members can confront this on multiple fronts, from front-line employee satisfaction to more regional and national advocacy efforts. A combination of activities is recommended.Practical implicationsHospitality and tourism industry members can take numerous actions from this analysis, including developing stronger organization cultures that align with employee needs, exerting effort in balancing wage gap issues and maintaining pressure on government partners to provide support for establishing hospitality and tourism, so that it is viewed as a valuable career path.Originality/valueThis paper increases knowledge in the hospitality and tourism field by combining the current human resource management theory with observations from industry experts on the needs that exist now and are predicted in the coming years.