More must be done to tap into the vast employment potential within the tourism sector, especially with young people eager to get involved.
That is the view of chief executive officer (CEO) of the Barbados Hotel and Tourism Association (BHTA), Ryan Forde, who told Barbados TODAY that the sector continues to draw young, skilled workers because of its diversity and long-term prospects.
He pointed out that the pandemic had also sparked a wave of entrepreneurship, with young hospitality workers branching into catering, transportation, delivery services and other spinoff ventures.
“The tourism industry is still a very attractive industry for young persons. It’s one of those industries that persons tend to stay for decades and they rotate around, whether it’s a hotel,
villa, real estate, restaurant, attraction. There’s a lot in tourism to do,” Forde said on the sidelines of the BHTA’s fourth quarterly general meeting at Sandals Royal Barbados on Wednesday.
“So it’s still an interesting industry that has attracted many young persons to it.”
However, Forde acknowledged that movement within the industry, especially when new properties open or others undergo refurbishment, creates a persistent turnover rate.
“When there’s a new, interesting product opening, or somebody closing and refurbishing, there are persons that will either transfer within a larger group or they might look to a different opportunity in another company, because at the same time they’re all looking to grow,” he said.
“Obviously, there’s always a discussion around wages and opportunities.”
To keep young workers engaged, Forde stressed the need for a more deliberate approach to talent development.
“We have to make it more interesting for those younger people in the industry, so it may come in as a financial component. You may also want insurance — as you know, cancer around the region is high. What’s the education? What’s the training? What’s the opportunity to become a manager, to become a general manager? Where’s that training for two-to-six-year progression?” he asked.
Forde said many companies have already resumed or expanded training programmes since stabilising financially in the post-COVID period.
“Now you’re starting to see those opportunities more and more pop up and we just need to be educating persons that those opportunities are available,” he noted.
Additionally, Forde argued that there had to be an aggressive approach to hiring young people.
“You know, it’s not just, issue a statement from the human resources and then we hope who we capture. We have to go after them. Just like if you’re recruiting somebody to come to college, you want to recruit the best and the best of the talent that works within you and hold on to them.
“Every single time someone leaves and then you have to retrain, that will always be a juggling issue in the industry,” Forde contended.
“But as we add more value to what those experiences and opportunities are, we will see that more young people are enjoying themselves.”
In this regard, Forde outlined a vision of upward career mobility for young hospitality workers.
“It’s all about internship to ownership. Show people which level of that elevator floor they want to get off at. If they’re comfortable being a supervisor or manager, we will train them to that. If they want to reach towards being a general manager or a CEO, we train them up all the way. Or if they want to open their own business, we obviously train them up,” he said.
Forde said the industry’s long-term success depended on nurturing the next generation and ensuring they see tourism not just as a job, but as a platform for leadership and enterprise.
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