Edinburgh Napier University

  Purpose
This article provides an academic viewpoint on contemporary factors associated with talent management (TM) in the hospitality and tourism sector.
Design/Methodology
A critical discussion of macro and micro level factors is provided, while highlighting opportunities and challenges for TM policies and practices. The influence of senior managers in developing TM, with emphasis on SME’s, is examined and examples of ‘best practice’ in TM are outlined.
Findings
Given the scale and importance of the sector to economic growth, it is imperative that governments assume a greater leadership role in shaping the training and education agenda. TM practices need to reflect the uniqueness and complexity of the sector and effective implementation of TM requires CEO/Owner-Manager commitment and cascading down of a talent mind-set/culture within organisations. Examples of best practice in TM provide a significant opportunity for the sector to improve both its employer branding and competitiveness. Examples include: aligning TM with strategic business goals; provisions of robust data generated across HR functions; and demonstrating the impact of TM on employees’ enhanced emotional labour through higher levels of engagement and motivation and on organisational outcomes.
Practical implications
The article argues that organisations need to take each dimension of talent management more seriously than many organisations have done so in the past. Coherent TM practices, in particular, competitive reward and training and development opportunities, will improve employer branding and will directly impact upon the quality of recruitment applications received by organisations.
Originality/value
The article provides important insight and practical recommendations on how the sector can improve its productivity and future sustained competitiveness in the challenging times ahead.