5.4. Employment development
A fundamental part of the business strategy of international hotel chains is to play a
part in local economic development in their countries of operation. 55 Furthermore, all
international hotel chains rely on being able to recruit significant numbers of staff locally,
and in many parts of the world the hotel chains are very actively building national
capability and capacity.
For example, within the Hilton Group they have used the Elevator programme to fasttrack
development and have focused on employing graduates from specific nationalities
relevant to their regions. In Egypt in particular, 13 out of 18 General Managers are now
Egyptian. 56
Many of the chains have engaged in a number of external initiatives both to help build
capacity in the sector and also to meet various local social needs. For example Marriott, in
collaboration with the International Tourism Partnership’s Youth Career Initiative, has
enabled more than 1,000 young people to be trained in the hospitality sector. The
programme combines six months of classroom training with on-the-job hotel experience.
Already a success across hotels in Australia, Brazil, Poland, Romania and Thailand,
Marriott has led the programme’s expansion in four new countries – Costa Rica, Egypt,
Jordan and Mexico.
Having said that, the ILO and key workers’ organizations suggest 57 that the
widespread low-skill levels and high turnover rates typical of the sector demonstrate that
the industry is not making itself attractive 58 to the labour market.
5.4. Employment development
A fundamental part of the business strategy of international hotel chains is to play a
part in local economic development in their countries of operation. 55 Furthermore, all
international hotel chains rely on being able to recruit significant numbers of staff locally,
and in many parts of the world the hotel chains are very actively building national
capability and capacity.
For example, within the Hilton Group they have used the Elevator programme to fasttrack
development and have focused on employing graduates from specific nationalities
relevant to their regions. In Egypt in particular, 13 out of 18 General Managers are now
Egyptian. 56
Many of the chains have engaged in a number of external initiatives both to help build
capacity in the sector and also to meet various local social needs. For example Marriott, in
collaboration with the International Tourism Partnership’s Youth Career Initiative, has
enabled more than 1,000 young people to be trained in the hospitality sector. The
programme combines six months of classroom training with on-the-job hotel experience.
Already a success across hotels in Australia, Brazil, Poland, Romania and Thailand,
Marriott has led the programme’s expansion in four new countries – Costa Rica, Egypt,
Jordan and Mexico.
Having said that, the ILO and key workers’ organizations suggest 57 that the
widespread low-skill levels and high turnover rates typical of the sector demonstrate that
the industry is not making itself attractive 58 to the labour market.
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