Talent management in hospitality: graduate career success and strategies

Abstract

Purpose -This paper aims to provide a selective bibliographic review of developments in career management and in particular, notions of talent from both an organizational and hospitality graduate perspective. It also aims to embrace the recruitment, retention and progression of talent across an industry, where success is ultimately dependent on the capabilities of employees to deliver at the point of service. Design/methodology/approach -A thematic analysis has been undertaken of selected bibliographies as they contribute to current thinking in the area of graduate careers and talent management in the hospitality industry. Findings -Emergent themes have provided a framework to aid a deeper understanding of implications and practical applications. It concludes the need for committed, professional, motivated and developed graduates in the attainment of immediate and long-term objectives, so crucial for hospitality organizations, to combat retention issues. Practical implications -Informs the potential of talent management as a driver of competitive advantage, within an industry where investment in people is a priority to ensure quality of service provision. Originality/value -The paper provides an applied perspective on the management of talent within hospitality, highlighting the need for increased industry-wide recognition and adoption.

Talent management and retention strategies in luxury hotels: evidence from four countries

“…The main strategies to retain talent in the luxury hotel sector in the Western context include a friendly, family-oriented and open access culture, teamwork, mentoring, leadership, compensation, succession planning and training and development in agreement to other studies (Deery, 2008;Hughes and Rog, 2008;Barron et al, 2014;Hejase et al, 2016). The findings of this study accord with those of Scott and Revis (2008) in proposing that hospitality managers 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 should ensure that talented employees remain loyal with increased job satisfaction by creating such an environment where people have the feeling of a family and therefore are more committed. In line with Deery and Jago (2015), this study also proposes that hospitality organizations should create brand knowledge and awareness of their HR practices in order to attract talent.…”

Talent Management, Work Engagement and Service Quality Orientation of Support Staff in a Higher Education Institution

“…In particular talent practices such as skills training, competence development, career development plans and sound performance appraisal systems are key to the enhancement of service quality (Osman et al, 2011;Popescu et al, 2012). Other researchers also highlighted talent attraction and retention practices as an important determinant of quality service delivery (Scott & Revis, 2008;Zheng, 2009). …”

The impacts of student and life satisfaction on tourism students’ perceived sense of belonging

“…These studies generally relate to the following topics: career progress (Chen & Gursoy, 2008;Kim, McCleary, & Kaufman, 2010;Lu & Adler, 2009;McKercher, Williams, & Coghlan, 1995), ethical beliefs (Yeung, Wong, & Chan, 2002), entrepreneurship (Gurel, Altinay, & Daniele, 2010), the impact of educational technologies on student performance (Green & Repetti, 2015), engaging tourism students by active learning (Schott & Sutherland, 2009), the relationship between tourism education and talent management (Barron, 2008;Scott & Revis, 2008), the motivation of tourism students (Kim, Guo, Wang, & Agrusa, 2007), tourism students' learning style preferences (Lashley & Barron, 2006), student expectations from tourism education (Ruhanen, Robinson, & Breakey, 2013), and placement of tourism students (Patterson & George, 2001).…”