The purpose of this paper is to examine the role of strategic talent development in supporting environmental management in the hospitality sector, as well as exploring its practical implications.
This paper examines a single public sector case study in the hospitality industry, a National Health Service conference centre. This case is part of a larger study in which qualitative and quantitative data were collected in six public and private sector workplaces in Scotland.
The findings emphasise the key role of leaders as change agents, and in promoting sustainability and encouraging workplace low-carbon behaviours. The findings demonstrate that an inclusive approach to talent development can play a key role in creating a pro-environmental culture and can significantly contribute to the long-term environmental sustainability of organisations.
The scale of the research is limited to one public sector case study and restricted to the Scottish hospitality industry. Extending the research to multiple case studies in both the public and private sector in Scotland would be useful.
This paper makes recommendations about the role of line managers, blended learning strategies, organisational culture and employee participation in supporting workplace learning for sustainability.
This paper examines the role of strategic talent development in supporting environmental sustainability in the hospitality industry and provides unique insight for both academics and practitioners into a single public sector case study.
