Purpose -This paper aims to explore the opportunities and challenges faced by hospitality employers in accommodating a culturally diverse workforce in Northern Ireland. Design/methodology/approach -This is an exploratory paper based on interviews with hospitality employers in Northern Ireland. It seeks to answer the question "What opportunities and challenges does a culturally diverse workforce create for hoteliers in Northern Ireland?". Findings -This research highlights the potential of international workers as an invaluable new source of labour for the hospitality industry, provided that they are properly looked after and managed.Research limitations/implications -Future research could analyse the role of multicultural management in assuring business benefits associated with cultural diversity. Practical implications -The research suggests the importance of a positive proactive management system and solutions for training that could be incorporated into the workplace that celebrates its employee's cultures, that values and explores differences and that actively seeks to learn from other cultures, demonstrates tolerance, respects differences, identifies similarities and strives for inclusiveness. Training solutions are provided. Originality/value -This study suggests the removal of barriers to the successful integration of international staff into the workplace and society, while benefiting all staff, their organisations and the Irish tourism product.

International workers are a growing category of employees in the hospitality industry of Northern Ireland (NI). The retention and skills shortages of the industry are significant factors in facilitating this increase. Thus, international workers could be an invaluable new source of labour for the hospitality industry, provided that they are properly looked after and managed. However, little is known about the number of people moving to Northern Ireland to take up work in the hospitality industry. This paper sets out to answer some of the 'unknowns' -including nationality, demographic characteristics, educational, employment and economic background. The paper draws on data collected through a survey of migrant workers in nine hotels in Northern Ireland and focus groups with migrant employees in all of the survey establishments. Issues of social integration within the workforce and the wider community as well as the future that migrant workers see for themselves are discussed from a human resource perspective.

Purpose The use of “special events” as an attractor for destinations in the smart tourism paradigm has been suggested as one element of an effective destination strategy. This study aims to create new understandings of this potentiality by exploring an event from a participant perspective in smart tourism contexts by creating a model integrating factors impacting the smart event experience. Design/methodology/approach The authors conducted five online focus groups by using Facebook secret groups to engage spectators of an international sports event. Discussions focussed on the digital event experience with particular reference to the event app. A subsequent interpretative phenomenological analysis facilitated the examination of how people make sense of this digital phenomenon and the impact on the overall event experience. Findings The findings demonstrate an increasing demand for real-time event integrative information, with more immersive and augmented experiences often sought by users. This has significant implications for the management of the digital event experience for all event stakeholders. Research limitations/implications This study is limited in its analysis of the smart event experience because of the use of a purposive sample from the International NW200 Event in Northern Ireland, which may limit the generalisability of research findings. Originality/value The study therefore, meets a critical gap in existent literature by providing the first event experience model in a smart tourism context and presenting the interlocking elements through the 4P’s (people, processes, personalisation and places) and 7R’s (rituals, realms, realities, renewal, review, relational and resourcing) of digital event experience.

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