The purpose of this paper is to consider how talent management can be a strategic lever to enable the development of a customer-centric culture in the hospitality sector.
In-depth interviews with HR practitioners within the hospitality industry have been used to explore different approaches to talent management.
Changing customer requirements necessitate increased emphasis on customer experience demanding a more skilled workforce, especially stronger in interpersonal skills. Companies are adjusting their attraction, retention and development strategies to deliver a revised understanding of talent. They are focusing on building that capability rather than buying it in. Leadership selection and development is also being adjusted.
This approach has implications for the skill demands placed on the workforce, for the sort of staff who are hired (chosen on attitude more than technical skills) and how they are trained, assessed and rewarded. Leaders (at all levels) must adjust their style to suit and work in partnership with HR.
The paper offers the chance for hospitality sector leaders to reflect on how they manage talent, giving them ways to link people management with the drivers of business success. It shows how organisations can meet the challenges of the “experience economy” through attracting and developing the right staff and how talent management policy and practice can be used as a vehicle for culture change and development.
