5

Career Progression
in Hospitality and
Tourism Settings
Adele Ladkin and Aliaksei Kichuk

Learning objectives
After reading this chapter you will be able to:
„„ Understand the characteristics of tourism and hospitality employment
„„ Define careers and career development
„„ Explore the way individuals build careers in tourism and hospitality
„„ Explain the relationship between career development and talent management

Introduction
This chapter considers the career journey that individuals make in hospitality and
tourism settings, and the role of talent management in the career development
process. Career development is facilitated both by organisations in terms of their
current and future human resource needs, and by individuals who make choices
concerning their career needs and aspirations. Career development plans and
prospects take place in numerous industry sectors, each with their own labour
market characteristics and norms for career development opportunities.
In this chapter, the nature of tourism and hospitality employment is outlined
as a starting point to set the context of careers in the tourism and hospitality sec-
tors. This is followed by an exploration of the aspects that are relevant to the
topic: careers, career development and career progression. The career journey
then becomes the focus of discussion, outlining what constitutes a career journey
before examining them in the tourism and hospitality contexts. The remaining
part of the chapter turns its attention to talent management in the career context.
The relationship between talent management and careers is outlined. A summary
is then offered.
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Publishers. ISBN 978-1-910158-67-8. http://www.goodfellowpublishers.com/talent
70 Talent Management in Hospitality and Tourism

Tourism and hospitality employment

The ever-growing tourism sector provides opportunities for employment crea-
tion. Estimates by the World Travel and Tourism Council anticipate that over the
next ten years there will be 347 million tourism jobs worldwide (World Travel
& Tourism Council, 2014). Tourist activities create direct, indirect and induced
employment opportunities. As discussed elsewhere by Ladkin and Szivas (2015),
direct employment refers to employment in tourist sectors such as hotels, tour
operators, transport, travel agencies etc. Indirect employment refers to jobs cre-
ated by people working in activities that are partially dependent on tourism, for
example, financial services, construction, car hire, etc. Induced employment is
the additional employment resulting from the effects of the tourism multiplier as
residents spend money on activities earned from tourism (Fletcher et al., 2013).
What this provides is a wealth of employment opportunities in numerous sectors,
some more directly related to tourism and hospitality settings than others.
In terms of employment issues and labour markets, information is more read-
ily available concerning the hospitality sector, partially due to jobs in this sector
being more evident and less hidden than those in tourism. In the UK, for the
tourism and hospitality sectors, figures from People 1st for 2013 indicate that:
†† The sector accounts for just over 2 million jobs
†† Restaurants employ the largest workforce in the sector
†† 35% of businesses expect the workforce to increase
†† By 2020, the sectors’ workforce will have grown by 6%
†† An additional 660,200 people will need to be recruited by 2020
†† Nearly half of the workforce is part-time
†† The sector has a young workforce, two in five workers are aged under 30
†† 57% of the sector are female
†† 32% of employers have female senior managers
†† 22% of the workforce are migrant workers
(People 1st, 2013, p11)
Despite the diversity in the tourism and hospitality sectors, it is possible to identify
certain characteristics of employment in the sectors. These broad characteristics
have been identified and discussed elsewhere (Duncan et al., 2013; Janta et al.,
2011), however a selection of these are presented here as they require considera-
tion due to their relevance to how people develop their careers in the sectors. The
characteristics that have an influence on career development include:
†† Tourism and hospitality occupations vary widely in terms of skill require-
ments, ranging from unskilled to highly skilled and professional occupa-
tions. This presents a range of opportunities for different skill levels, and
provides a means for up-skilling throughout a career journey.

As appears as in: Horner, S., ed. Talent Management in Hospitality and Tourism. Oxford, UK: Goodfellow
Publishers. ISBN 978-1-910158-67-8. http://www.goodfellowpublishers.com/talent
 Career Progression in Hospitality and Tourism Settings 71

†† Many of the occupations have low barriers to entry (Liu and Wall, 2005;
Vaugeois and Rollins, 2007). For example, if they are unskilled or semi
skilled, they are open to a wide range of people and may be seen as a ‘first
job’ to gain experience. This can be drawback, creating the perception of
low skilled, low paid menial transient jobs (WTTC, 2014). However, it
could also be viewed as a positive aspect as it means that many jobs are
open to everyone. Unskilled or low skilled jobs provide the entry points for
work into the sectors.
†† The contractual arrangements are varied, for example they may be part-
time or full-time, permanent, temporary or seasonal. This again can
be viewed both as positive or negative. Positive in that the flexibility of
contracts suits different individual needs, but negative as the security of 5
full-time permanent work is not always available.
†† Some of the occupations have clear career progression, others do not. The
lack of clear career pathways is one of the main reasons leading to a poor
image of the sectors and the negative impact of this on recruitment (WTTC,
2014).
†† Turnover rates can be high (Yang, 2010). One feature of the sector that is
felt in most countries and appears to be universal is higher turnover rates
compared to occupations in other sectors.
†† The sector is one that employs economic migrants due to the ease of obtain-
ing employment in the sectors. (Matthews and Ruhs, 2007; Janta et al.,
2011). A low skill specificity, few educational requirements and short term
contracts make many of the jobs available to a wide range of individuals.
High turnover also ensures a constant supply of available employment
opportunities for migrant workers seeking their first job in a new country.
†† Associated poor labour conditions conform to stereotypes and are well
documented, consisting of issues such as low pay, shift work, long hours,
and poor career advancement opportunities (Baum, 2007; McIntosh and
Harris, 2012).
†† Cultural and social issues in some countries make travel and tourism less
attractive than other sectors. For women, this may place a ‘glass ceiling’ on
their participation rates (WTTC, 2014).

Careers, career development and progression

A career
A career is the “evolving sequence of a person’s work experiences over time” Arthur,
Hall and Lawrence (1989: 8). The traditional understanding of a career is seen
in terms of professional employment with progression and advancement in the
organisational position (Gunz and Heslin, 2005). However, traditional concepts

As appears as in: Horner, S., ed. Talent Management in Hospitality and Tourism. Oxford, UK: Goodfellow
Publishers. ISBN 978-1-910158-67-8. http://www.goodfellowpublishers.com/talent
72 Talent Management in Hospitality and Tourism

of a career based on organizational structures and hierarchies are in decline

(Eaton and Bailyn, 2000; Sullivan, 1999) and are being replaced by careers with
less developed structures. The modern career is multi-dimensional, developing
beyond the constraints of a single organization or occupational setting (Arthur,
1994; Collin and Young, 2000). It is associated with increased mobility and is
increasingly ‘boundaryless’ (Arthur, Inkson and Pringle, 1999, p 11) reflecting
contemporary work practices.
However defined, careers are the outcome of structural opportunities available
to an individual, for example the size of the industry, organizational structure,
and knowledge requirement, human ability and ambition. The structural oppor-
tunities in an industry provide the framework for any occupation, and individual
ability and ambition determine how people make choices within the structural
opportunities (Ladkin and Weber, 2009). From an individual’s perspective, how
people’s experiences and occupations change across a life course is essentially
what defines a career.
Within the broad field of career theory, career development and progression
form an integral aspect.

Career development
Career development is closely aligned with career planning. It is an essential
component of human resources management (Nebel, Braunlich and Zhang, 1994).
In the organisational context, career development is concerned with:
†† How individuals manage their careers within/between organisational
structures;
†† How organisations structure the careers of their members.
From a personal perspective, career development is concerned not only with how
individuals manage their careers, but also how individuals view and direct their
own careers in terms of their goals, values, beliefs aspirations etc.
Essentially, labour market and structural opportunities are presented by the
industry context but it is a range of personal choices, opportunities and constraints
that make one person’s career different from others.
As careers are part structure, part individual choice, we can argue that the
responsibility for career development rests neither solely with the individual nor
the organisation, but is shared by both (Pazy, 1988, Orpen, 1994). It is the out-
come for the individual from both organizational and personal career planning
(Simonsen, 1986). It is widely accepted that joint responsibility is the best way to
achieve successful career development (Kong et al., 2010; Lewis and Arnold 2012).
Both organisational needs and personal career goals can be considered together
and be mutually beneficial. This practice is in line with contemporary ways of
working, as individuals are now less likely to spend all of their working lives with
a single organisation.

As appears as in: Horner, S., ed. Talent Management in Hospitality and Tourism. Oxford, UK: Goodfellow
Publishers. ISBN 978-1-910158-67-8. http://www.goodfellowpublishers.com/talent
 Career Progression in Hospitality and Tourism Settings 73

Career progression
Career progression is a term that is often used in discussions of career develop-
ment. It can be taken loosely to mean the process of making progress towards
better jobs, implying an upward trajectory. As individuals gain more experience,
they take on more challenging roles and responsibilities, usually rewarded with
higher levels of pay. Implicit in progress through a career is the assumption of
ever improving occupations and status. One factor that significantly affects career
progression is that some careers have clear progression routes, and these are
largely professional careers, for example, as in the case of a medical practitioner
or an airline pilot. Other careers follow a much less well defined route, develop-
ing in a more ad hoc way with greater fluidity and variability. This is certainly
the case for many tourism and hospitality careers, and will be returned to later in
5
the chapter.

The career journey

In recognition of the many structural and individual factors that impact upon
a person’s career, one way in which an individual’s career development can be
explored is through the career journey. As implied by ‘journey’ we are concerned
with how a career develops going from one job to another over time.
There is little doubt that the career journey looks quite different now to the
past (Arthus, Inkson and Pringle, 1999). As discussed earlier, traditional career
development largely took place within one organisation, and was characterised
by a series of structured job changes with an upward trajectory. They were based
on hierarchical, highly rigid structures (Baruch, 2004). Hall (2004) discusses the
shift towards a protean career, characterised by proactive career management by
the individual and involving multiple job and organisational changes. Related to
this is the concept of the boundaryless career, advocated by Arthur (1994). In this
type of structure, a career is not limited to one organisation but involves many
different organisations and occupations. The implication is that careers cross mul-
tiple boundaries, the corporate boundaries of hierarchy and status, occupational,
trade and job boundaries of specialist skills and function, and alongside this the
social boundaries of separating work from home are no longer applicable (Arthur,
Inkson and Pringle, 1999: 11).
Career journeys therefore can no longer be seen as following a one directional
route, but take on different forms according to the changing structures of labour
markets and individual choice and opportunity. This type of career journey is
possible where there are opportunities in both the internal and external labour
markets, as individuals make the most of opportunities offered by their existing
employer or in moving to a new one. This type of mobility will have an impact on
turnover if there are more job moves in the external rather than the internal labour
market. This notion of a more fluid career structure is useful to set the context of

As appears as in: Horner, S., ed. Talent Management in Hospitality and Tourism. Oxford, UK: Goodfellow
Publishers. ISBN 978-1-910158-67-8. http://www.goodfellowpublishers.com/talent
74 Talent Management in Hospitality and Tourism

career journeys in the tourism and hospitality settings, where these characteristics
are evident.

Career journeys in tourism and hospitality settings

Tourism and hospitality employment involves a multitude of different activities,
types of establishments, working arrangements and employment contracts. The
diversity of the industries provides a wide range of job opportunities, which are
difficult to categorise. One consequence of this is that the choice of career path
opportunities is bewildering.
There are many different ways in which the tourism and hospitality industries
are classified, providing an indication of the vast array of job opportunities. For
example, the Office of National Statistics (2016) identifies that following industry
groups for employment purposes:
†† Accommodation for visitors
†† Food and beverage activities
†† Passenger transport, vehicle hire, travel agencies etc.
†† Cultural, sports, recreational and conferences etc.
People 1st (2013) has these hospitality employment categories:
†† Events
†† Food and service management
†† Gambling
†† Hospitality services
†† Hotels
†† Pubs, bars and nightclubs
†† Restaurants
†† Self catering accommodation, holiday parks, and hostels
†† Tourist services and
†† Visitor attractions
The type of organisation for employment opportunities is vast, including for
example airlines, cruise ship operators, rail companies, coach companies, tour
operators, travel agents, theme parks, cafes, museums, resorts, hotels, restaurants
etc. Added to this myriad of employment sectors are the various job functions,
including for example sales and marketing, food and beverage, accounting, finance
and purchasing, human resources management, information technology and
systems, education, customer services and generic leadership and management.
Given the importance of human resources to the tourism and hospitality
industries, surprisingly little is known about how people develop careers in these
sectors. There are some exceptions, one being the case of hotel managers in which
there is a wealth of research (Guerrier 1987, Baum 1988, Riley and Turam 1989,

As appears as in: Horner, S., ed. Talent Management in Hospitality and Tourism. Oxford, UK: Goodfellow
Publishers. ISBN 978-1-910158-67-8. http://www.goodfellowpublishers.com/talent
 Career Progression in Hospitality and Tourism Settings 75

Ladkin and Riley, 1994, 1995, 1996, Ladkin, 1999; 2002). One of the reasons for
this body of research is that the hotel sector presents one of the more structured
employment sectors in terms of a developmental hierarchy. Medium to large
hotel companies offer a range of different functions for employment (for exam-
ple front office, food and beverage, human resources management, finance and
accounting, sales and marketing, housekeeping etc.) and recognised job levels
(for example, operative, supervisor, department section head, department head,
assistant manager, deputy general manager, general manager). The occupation
of hotel general manager is widely seen in the industry as a target job, and one
that attracts commitment to the career, therefore undertaking career tracking
surveys is possible for this occupation. The nature of the hotel industry suggests
that career patterns of hotel managers are likely to involve mobility (Ladkin and 5
Riley, 1996). This mobility is both between and within organisations, but showed
little movement outside of the hotel sector. In a related sector, this has been sup-
ported by McCabe and Savery (2007) who through an exploration of the careers
of professional conference organisers, employees in hotels and convention, iden-
tified a new career pattern, which they named ‘butterflying’. This term refers to
having more than one career route through different sectors, where respondents
flutter between sectors according to the opportunities of employment and career
growth. In essence, individuals make the most of job opportunities as they arise
to facilitate their career development. There is no one specified career journey,
but rather the journey is opportunistic, and in some ways reflects an extension of
the boundaryless career McCabe and Savery, 2007). However, traditional careers
that follow an upward trajectory were also evident (Kong et al., 2011; Wang, 2013).
Specifically in terms of career development, previous studies in the context
of hospitality (Ladkin, 1999; 2002) and the events industry (McCabe, 2008) have
explored a range of career choice and development issues. These confirm that the
tourism and hospitality sectors have few structured career opportunities. Often
occupations are seen as transitory, with many people working in the sector for
short periods of time and with notions that it will only be temporary (Ladkin,
2013). Those who intend to remain in the sector, may become frustrated by the
lack of career opportunities and therefore do not remain.

Careers and their relationship with talent management

Despite the wealth of research from the hospitality field on the topic of talent
management (Lashley et al., 2007; Barron, 2008; Baum 2008; Hatum 2010; Steward
and Harte, 2010; Collings and Mellahi, 2009; Kalaisevan and Naachimuthu, 2011)
very little is known about the relationship between talent management and
careers. In tourism, there is a dearth of talent management discussion, beyond the
recognition that the loss of talented individuals is a significant problem for the
industry (Ladkin, 2013). In hospitality, talent management is largely confined to
discussions around talent management practices and activities (Kichuk, Ladkin,

As appears as in: Horner, S., ed. Talent Management in Hospitality and Tourism. Oxford, UK: Goodfellow
Publishers. ISBN 978-1-910158-67-8. http://www.goodfellowpublishers.com/talent
76 Talent Management in Hospitality and Tourism

and Horner, 2014). Broadly, discussion focuses on attraction, selection, develop-

ment and retention of talented individuals (Watson, 2008).
This is not surprising, as the existence of talent is important for the sustain-
ability of organisations. Optimising talent is instrumental in determining whether
the organisation is successful or not. The importance of talent in a people based
industry is paramount (Sonia and Neetu, 2012; Watson, 2008) and without a doubt,
hospitality organisations have to retain the best and brightest talents in order to
succeed (Tuglan, 2001). Hotels continue to operate in an environment that is often
unpredictable and characterised by rapid seasonal change (Poescu and Avram-
Ratiu, 2012). Specific industry challenges include labour shortages both in terms
of quality and quantity (Sonia and Neetu, 2012), a lack of skilled candidates for
leadership positions (Pricewaterhouse Coopers, 2012) and the negative employer
image that can lead to difficulties of attraction to the industry (Hughes and Rog,
2008). The reliance on temporary and or migrant workers can also be problematic
in terms of labour turnover (Janta and Ladkin, 2009). Essentially, developing and
managing talent in hotels is bound within the nature of the hospitality industry.
High mobility, short term contracts, the employment of a large percentage of low
or semi skilled workers, and problems of recruitment and retention all have an
impact (Kichuk, Ladkin and Horner, 2014).
Aligning career progression to the talent management is now seen as a pri-
ority (Sparrow et al., 2011). Career management practices could be designed to
assist the career development of employees as well as considering organisational
needs (Kong et al., 2010). Essentially, this widens the traditional requirement of
talent management for the benefit of the organisation, to consider how talent
management will also benefit individuals and enable them to better plan and
manage their careers. While talent management is widely used by organisations’
human resource departments to enable organisational goals for recruitment,
retention and development of vital employees (Stahl et al., 2007), it is important
to remember that individuals join organisations to develop and fulfil their own
careers (Panda and Sahoo, 2015). In recognition of the duality of needs from both
the organisation and the individuals, the narrow scope of talent management as
purely organisational human resource practices is contested. Thunnissen et al.
(2013a, 2013b) advocate for talent management to also consider the aspirations,
needs and preferences of individual employees and their career development.
Organisational human resource current and future needs and the experiences
and aspirations for the personal career development of employees is the basis of
the relationship between talent management and careers.

Attracting and retaining talent through career development

The tourism and hospitality sectors are facing a problem in terms of attracting
and retaining talent (WTTC, 2014). Talented employees are recognised as vital
for ensuring the success of organisations (Kusluvan et al., 2010) with organisa-
tions paying particular attention to how they might attract, retain and develop

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Publishers. ISBN 978-1-910158-67-8. http://www.goodfellowpublishers.com/talent
 Career Progression in Hospitality and Tourism Settings 77

the careers of talented individuals (Cappelli and Keller, 2014). Attracting the right
employees can lead to better customer service, and cost efficiency where turnover
is reduced (Bharwani and Butt, 2012).
People 1st (2015) have outlined the concerns of the growing skills gap and high
turnover rates in the tourism and hospitality sectors. The number of employers
in this sector with vacancies has increased from 16% in 2011 to 18% in 2013,
with those vacancies that are considered ‘hard to fill’ rising by 12% in the same
timeframe (UKCES, 2013). Recruitment appears to be getting more problematic,
with reasons given for this including the low number of applicants with required
skills, attitude and motivation; a lack of work experience; not enough interest in
the sector; and an unwillingness to undertake jobs that have shift work and/or
unsociable hours (UKCES, 2013). High turnover rates are continually driven by 5
the sector’s overreliance on young workers, migrant workers, flexible contracts
and low pay (People 1st , 2015).
In response to this on-going problem, there are a number of responses by
employers to both attract and retain talent. This include flexibility in working
arrangements, work design practices to make work more challenging and varied,
and employee engagement. However, given the characteristics of the sector and
the nature of many jobs, this is problematic.
The implementation of career development practices is also seen as a way for-
ward. For example, strategies that motivate employees by job design and reward
(Clayton, 2006) and those that develop marketable skills and feelings of value
to the organisation (CIPD 2014). Specific career development strategies to attract
and retain talent from an organisation perspective include:
†† In-house training programmes
†† Coaching and mentoring opportunities
†† Job rotation
†† Work-shadowing.
However, often the high labour turnover rates act as a barrier for organisations to
invest in staff, only to lose them later on.
The Manpower Group talent shortage survey (2014) identified that human
resources management should focus on three areas: people practices, talent
sources, and work models. Examples of each include clear development oppor-
tunities during recruitment, providing training for existing staff, recruiting from
outside the region and patterning with educational institutions to align skill
requirements and to take the best from education, and redesigning work proce-
dures offering more flexible working arrangements.
Recent research by Ladkin and Buhalis (2016) has advocated the use of online
and social media recruitment as one of the ways to facilitate recruitment. A web
presence can formulate an identity for organisations through brand awareness
and reputation, as a means to attract talented employees.

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78 Talent Management in Hospitality and Tourism

The skills shortage and problems of recruiting and retaining talent individu-
als for the tourism and hospitality sectors look unlikely to be solved in the near
future. However, due to the positive benefits that talented individuals bring to
the workplace, any mechanism to foster the process has to be considered. An
improvement in defining career development routes and training opportunities
represents one positive strategy to attract and retain employees.

Summary
This chapter has sought to explore the career journeys that individuals make in
tourism and hospitality settings. The value of career progression and development
for individuals has been highlighted, along with the role that talent management
might play in these processes. Due to the structure of the tourism and hospitality
sectors, there is no one set career development route, which is one of the reasons for
the difficulty in attracting and retaining individuals. There is considerable choice
in terms of employment opportunities in the sectors, a shortage of applicants for
many jobs, along with predicted growth in the sectors. These factors combined
present the opportunity for employment and positive job prospects. Recruiting
and encouraging people to develop careers in the sector is crucial. Incorporating
talent development practices as part of career development programmes may be
one of the ways forward.

Learning activities
The following activities can be undertaken in the form of small group discussion to facilitate
an understanding of jobs and career development in the tourism and hospitality sectors.
1 Have you ever worked in any of the tourism and hospitality sectors? Think about the job
you did, and reflect on a) the skills you needed to be able to perform your work, and b)
what the opportunities were for further training and career development.
2 Many of the jobs in the tourism and hospitality sectors are customer facing. What do you
consider to be important skills for being able to undertake customer-facing roles and
deliver excellent customer service?
3 Reflect on the characteristics of the tourism and hospitality labour force. For employers,
what are the challenges in providing career pathways for people who wish to develop a
career in these fields?
4 Consider how a career is defined and reflect on how career development and career paths
have changed over time.
5 Identify different talent management practices that could be used to assist career develop-
ment in the tourism and hospitality sectors. Consider how talent management practices
might be utilised by a) employers and b) individuals.

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 Career Progression in Hospitality and Tourism Settings 79

Assessment suggestions
6 Design a questionnaire that would help organisations understand the career develop-
ment needs of the different employees in their organisations.
7 Write a report that identifies different talent management strategies, and how they might
be used to benefit both the organisational and the individual.
8 Write an essay on the following. “Identify and discuss the characteristics of tourism and
hospitality sector employment and the challenges they present for attracting and retain-
ing talent.”

5
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