Career Maps and Pathways in Tourism and Hospitality

Transcription

1 n jobs career career career map map trainin n job career trainin Career Maps and Pathways in Tourism and Hospitality 1

2 thways n aps foreword er The Career Maps and Pathways (CMP) initiative was a collaborative effort between the Aviation, Tourism and Travel Training Organisation (ATTTO) and the Hospitality Standards Institute (HSI) with funding assistance from the Tertiary Education Commission (TEC). ocation ways eer jobs More than 200 organisations and individuals participated in the project by providing hways input and recommending a range of solutions. There was general agreement that attracting, recruiting and developing competent people in the Tourism and Hospitality sectors is a major contributor to national economic success and business sustainability. The need to promote careers in Tourism, Hospitality and the associated professions (including tourism events and attractions, aviation, food and beverage, museums and galleries, travel and accommodation, and recreation and adventure activities) remains a constant in fluctuating economic conditions. ducation ing As we look to the future and consider the economic contribution of these sectors, the outcomes of Phase One of the CMP project provide a practical way to lift the bar in the wider picture of and n in these broad sectors. Given the immediate challenges facing our industries, there is an urgent need to consider how our new understanding of cross-sector for job roles, and career development opportunities can assist in the workforce planning. It is essential that we provide workforce planning that can lead us through significant events such as the Rugby World Cup, and beyond to deliver on the industry requirements outlined in the Tourism 2015 Strategy. This document is a high level summary of Phase One of the CMP project. The document summarises the research findings and introduces NZ Skills Connect the proposed web portal that forms the key focus of Phase Two. The full Phase One report is available on both the ATTTO and HSI websites. In addition, a CD-ROM of the database created in Phase One is available on request. 2

3 project objectives The CMP project clearly demonstrates that a wide range of exciting long term opportunities exist for people with the right skills and attitudes to build a professional career within the Tourism and Hospitality sector, from entry level to advanced management and governance. The primary objectives of the project were: 1. To provide industry-agreed descriptions of job roles to include in career path information and to form part of any future skills development strategy. 2. To articulate career paths from year 10 in secondary to advanced studies at post graduate levels in tertiary n. 3. To establish a comprehensive, national view of current accredited n and solutions across identified career paths that would lead to a national map of provision across the tertiary sector, and encompassing the main industries that significantly impact the tourism and hospitality sectors. map trainin career map job career trainin 4. To define what is required to develop an agreed, cohesive, multi-stakeholder national approach towards lifting the bar in terms of quality and n provision. The range of job roles across the diverse tourism and hospitality sectors have been researched and mapped into distinct workplace career paths. A detailed database has been created which graphically portrays these career paths. As well as showing linear career progressions, each job role has a summary statement outlining the common tasks and responsibilities of the role. Further to this, cross-sector career opportunities are identified showing possible movement across the differing distinct workplaces within the 10 industry sub-sectors. It is the cross-sector work that makes this research unique. A map of current tertiary n provision has also been captured and issues relating to this have been identified. The database will be made available to those who promote careers in the Tourism and Hospitality sectors from January

4 thways n aps key findings from phase one er ocation ways The scope of tourism and hospitality managed by ATTTO and HSI is wide ranging. The CMP database is the end point of extensive industry consultation and agreement. It captures a concise and current directory of the following: eer hways 1. Job roles that exist in each of the 10 sub-sectors that encompass Tourism and Hospitality in New Zealand. jobs 2. A narrative description of job roles and the tasks undertaken within these roles. ducation 3. The sequential career path for job roles within each sector. 4. The transferability of job roles and skills from one sector to another. ing 5. The qualifications that are available, relevant, or essential to achieve particular levels of employment and the stated job role (across the wider tertiary sector, but excluding limited credit programmes and short courses). 6. Current tertiary providers where these qualifications are available to study, on or off-job. Figure 1: Summary of Key Findings from Sector Data # Number of sectors in Tourism and Hospitality 10 Number of distinct work place types within the 10 sectors 51 Number of job roles across all sectors 181 Percentage of jobs that cross over the 10 sectors 29% Number of job roles without sector cross over 129 Number of possible career paths across the 10 sectors 51 Total number of local and national qualifications 537 Number of local qualifications 479 Number of national qualifications 58 The key findings of Phase One are discussed throughout this document. 4

5 ten industry sectors Ten Industry Sectors with Distinct Job Roles The industries covered by ATTTO and HSI were further segmented into ten industry subsectors as seen in Figure 2. career map Figure 2: Sub-sectors within Tourism and Hospitality map trainin Aviation 7% Events 7% Tourism 12% Travel 8% Accommodation 13% Museums 9% Gaming 11% Cookery 11% job career trainin Food Services 11% Food and Beverage 11% Figure 2 shows the percentage of job roles within each sub-sector. For this exercise, ATTTO defines tourism businesses as those which provide activities, events, tours and/or experiences for visitors or local people, that enhance leisure time, show-case a particular culture, geographical location or aspect of history, or provide a unique event. 5

6 thways n aps distinctive groups er ocation ways Four Distinctive Groups There are four distinctive trainee groups with unique and shared characteristics, who would be better served by easy access to good quality information about job roles, career options and ways to build skills or obtain qualifications. eer hways Figure 3 identifies these four different groups needing careers, and learning and development information. ducation Shared Characteristics The shared characteristics of these groups include: ing People need good quality information to assist with career choices and up-skilling decisions or job-related performance improvement. jobs School/Tertiary Leavers Life/Career Changers There is a need for employers and employees to know the range and the type of and qualifications available. Up-Skill in a Specific Job Returning Workers People need to be able to trust that their financial investment, as well as time spent in learning, will make them more employable. Already Employed Figure 3: The Four Main Groups of Trainees Targeted for Careers, Training and Qualification Information. Employers need to be able to trust that a qualification is an indicator that the learner has been assessed as having competencies relevant to the job. 6

7 distinct job roles Distinct Job Roles The initial 600+ job roles identified have been aggregated into 181 distinct job roles. Industry-agreed descriptions of a number of aggregated job types were provided. For example, a food preparation assistant, junior chef, kitchen assistant, general assistant, food service assistant, catering assistant, kitchen hand, pantry hand and salad hand were collectively called a Prep Chef. This role can be found in both the Food Services and Cookery sub-sectors. The aggregated job roles within each of the 10 identified distinct workplace types are spread relatively evenly across all of the sub-sectors (Figure 2). Qualifications trainin career map map job career trainin The CMP database allows analysis of job roles against current qualifications. This presents a powerful position for viewing qualification provision across the sub-sectors. Customer satisfaction with the identified range of provision was not a part of this research. However, for the first time we are able to possibly see why, on the whole, employers are consistent in expressing confusion and a lack of confidence, in the usefulness of pre-entry provision from Tertiary Providers. Figure one shows the large number of qualifications registered on The New Zealand Register of Quality Assured Qualifications aross the sub-sectors; 537 in total, with 58 National Qualifications and 479 Local Qualifications. Anecdotal evidence suggests that there are around half this number of qualifications registered on the UK Skills Framework for the same industry sectors. 7

8 thways n aps qualifications er ocation Figure 4: Sector Qualifications for Job Roles Job Roles Qualifications ways eer Aviation 7% 21% Accommodation 13% 4% Gaming 11% 2% Cookery 11% 12% Events 7% 1% Food and Beverage 11% 8% Food Services 11% 4% Museums 9% 3% Tourism 12% 31% Travel 8% 11% hways ducation ing jobs Figure 4 shows the 10 distinct sectors and the percentage of identified qualifications registered on The New Zealand Register of Quality Assured Qualifications and on the National Qualifications Framework. With tourism (as defined on page 5) representing 12% of job types but 31% of the number of registered qualifications offered at all levels, it is understandable that employers remain generally critical of the current map of and n provision. Workplaces gave a strong message that the qualification s landscape is unclear and confusing, with too many qualifications. This makes it difficult for employers to know if they are making the right choices for their businesses and employees. The majority of employers, particularly in front-of-house service workplaces, rated attitude and enthusiasm above qualifications as criteria for hiring, especially at entry level. Employers were generally unable to have confidence that a particular qualification would reduce their employment or time-to-competency costs of new employees due to the confusing array of provision and lack of consistency in what is taught through providers. More than 200 industry participants recommended that the ITOs, in their skills leadership capacity, should work with industry to focus on providing a comprehensive strategy that would lift the bar of the Tourism and Hospitality workforce. 8

9 career paths Career Pathways Career Pathway is the term used to define the approach which connects n and programmes, and the support services that enable individuals to secure employment within a specific industry or occupational Career Path for FOOD SERVICES: Cafe (Cookery) sector. Over time, individuals advance to successively higher levels of n and employment in that sector. Career Path for COOKERY: Restaurants COOKERY Dish/pot wash Prep Chef FOOD SERVICES Dish/pot wash Prep Chef Short Order Cook Commis Chef Sous Chef Executive Chef Owner map trainin career map Each step on a career pathway is designed explicitly to prepare the participant for the next level of and employment. It provides a pathway for advancement job career trainin for current workers and jobseekers at all levels. It also ensures a strategy for both succession planning and strengthening the future workforce. It is the supply chain that provides an industry sector with an ongoing resource of skilled and capable workers. The two examples of career shown on this page show the pathway in Hospitality for the sector Food Services. Both demonstrate two distinct workplaces. Cafe (Cookery), is one such workplace and Cookery (Restaurants) is another. Commis Chef Demi Chef Chef de Partie Pastry Chef Sous Chef Executive Chef Restaurant Manager Owner A major finding from the research was that a significant percentage of job and skill types were MUSEUMS & GALLERIES: Customer Services MUSEUMS & GALLERIES: Education TOURISM: Cultural Attraction TOURISM: Eco common across the sectors. The CMP database clearly identifies that almost 30% of the 181 job roles have some element of sector cross-over. The sample on the left, from the CMP database, demonstrates how the job role for a Guide crosses over the sector of Tourism as well as Museums and Galleries sector. 9

10 thways n aps industry priorities er ocation Overall, across all Tourism and Hospitality sectors, the CMP findings showed that industry agreed on four priority areas: 1. Broadening the appeal of the sector, particularly but not limited to young people and school leavers, in order to raise the credibility of the industry. eer hways ways 2. Providing a communications medium that works effectively, yet simply, to convey job and career options and the wide-ranging opportunities that the tourism and hospitality sector can represent to these distinct groups of recruits / learners and their industry employers. jobs ducation 3. Rationalising qualification provision so that there is less confusion and more consistency where required. It is believed that this will help improve the quality and relevance of and n to industry. ing 4. Planning for building the Tourism and Hospitality workforce in a cohesive manner with a clear understanding of how a full map of n and provision would support sector strategy towards long-term sustainability. Workplaces agreed these four areas critically underpin the collective skills and labour needs of their sectors. There was general agreement that this needed to be industry led in conjunction with the ITOs in their skills leadership roles. It was generally agreed that if these priority areas could be actioned through effective industry / ITO action, better, more focused and n would result, contributing to higher productivity in these sectors. Effective, joint action was also seen as a strategy for reducing confusion, and better focusing effort, resources and government investment in n and. 10

11 next steps Broadening Sector Appeal and Communicating Careers and Training Information Improving processes for effective promotion and communication will require a wide range of actions. ITOs and other secondary and tertiary providers already have multiple strategies for doing this. The biggest challenge identified is lack of cohesion in planning and action across the wider range of stakeholders that engage with Tourism and Hospitality businesses, large and small. map trainin career map A majority of stakeholders involved in the project agreed that it would be very helpful if there was a comprehensive, independent, trusted careers and qualifications portal. It was felt that the Tourism and Hospitality portal would need to provide high quality information to help people make decisions about their careers, and for this range of people to be able job career trainin to find quality assured information about skills development and qualifications at any stage of a career from entry through to long-time employees. NZ Skills Connect The NZ Skills Connect web portal was endorsed by industry as the recommended process to provide Tourism and Hospitality skills and information. This project was seen as having the potential to become a truly industry/employer-led process for change and improvement. NZ Skills Connect will provide a comprehensive web based system that: Shows career development and opportunities in tourism and hospitality for school leavers, career changers, people re-entering the workplace, as well as opportunities for professional development for those already embarked on a Tourism and Hospitality career. Provides a full range of information, tools and guidance for workplaces on the qualifications and courses that best meet their needs. 11

12 thways n aps nz skills connect er ocation ways Identifies provision that best suits workplace staff development needs at all levels. The site could also allow employers to both look for new staff and list job vacancies. Allows providers their own online space to list their industry-endorsed qualifications. These would need to meet nationally agreed specifications for quality and alignment, be updateable by the provider, and must demonstrate their connection to industry demand. ITOs could add to the quality assurance by independently moderating endorsed qualifications (including local qualifications) against the industry agreed criteria as well as the qualifications criteria. eer hways jobs ducation ing Users will be able to find accurate, reliable information and make appropriate and informed decisions about qualifications. Employers needs will be clearly met through better aligned sector qualifications provision. To achieve this the strategy is recommended to be a collaboration between industry and the tertiary sector, facilitated via the ITOs in their sector skills leadership roles. The CMP database allows analysis of job roles against current qualifications. This presents a powerful position for viewing qualification provision across the sub-sectors. The process would also provide, in the medium term, the ability for industry to lead the rationalisation of qualifications. 12

13 qualifications Reducing the confusing array of qualifications currently on offer is possibly the most challenging aspect, but also amongst the most important. There are three suggested ways to tackle the issue of the confusing array of qualifications on offer: 1. Bring the voice of industry into the rationalisation process by establishing industry criteria for selecting and qualifications that would meet a national view of quality and relevance. map 2. Only promote those qualifications that industry endorses through this process via NZ Skills Connect. trainin career map job 3. Work with the Industry Training Federation (ITF), New Zealand Qualifications Authority (NZQA) and the Tertiary Education Commission (TEC) on the project required to ensure that there are no longer multiple ways to register industry qualifications on The New Zealand Register of Quality Assured Qualifications (see ITF Political Manifesto 2008). career trainin 13

14 thways n aps lifting the bar er A strategy that moves Tourism and Hospitality toward meeting the four priority areas will contribute significantly toward the goal of lifting the bar in Tourism and Hospitality in New Zealand. This will be achieved through: ocation ways eer Enabling a sector-wide, consistent strategic approach to workforce planning including hways learning and development, by the adoption of an agreed process for planning. It is recommended this process captures the needs and requirements in sector skills along a continuum from recruitment, through customer service and raising client perceptions, to ensuring long term retention. This is the strategic process for workforce planning and development (Figure 5). ducation ing jobs ITOs, in conjunction with industry associations, engaging employers and workplaces in completing Sector Specific Skills Strategic Plans for multiple levels of workforce development. These will build expertise, capability, capacity and leadership across the sectors. By engaging with industry, advisory groups and trainees, the development and implementation of Strategic Training Plans will enable industry to plan ahead and drive quality and relevance up. Figure 5: The Workforce Development Planning Framework Recruitment/ Promotion of Industry Screening/ Pre- Assessment Enrol, Track and Trace Training/ Education Provision Assessment & Modification Retention and Ongoing Qualification Development 14 How do we attract the right people at the right time in the right location in the right numbers? Who are they? What do they need? How do we select and recruit? How do we screen for specific needs such as numeracy and literacy? What info, access, links? How does this relate to the NZQA Record of Achievement What type? Formal / Qualification/ informal? Mode? Who provides? Industry Criteria? How do we keep standards high? How do we maintain relevance and alignment? How do we keep good people? What are the advanced needs? Careers/work beyond entry

15 outcomes The outcomes of pursuing a process for lifting the bar will be: The sector-wide adoption of a Workforce Development Planning Framework will provide a significant improvement in the ability to plan for workforce needs in the short, medium and long-term. Increased alignment between industry requirements, quality provision and identified skill gaps will reduce duplication and unfocused investment. Emphasis on the significant and increasing role of Maori in delivering on the 100% Pure and Unique New Zealand promotional promises helps position and show-case our unique culture and heritage. trainin career map Cohesive, accessible, user-friendly and understandable career tools and information for employees, employers and other interested parties. Reduced overlaps in provision and an agreed articulation of optimal provision in tourism map job and hospitality in the secondary and tertiary sectors. Increased uptake of skills in all sectors covered, coupled with increased completions due to better career decision making. Greater collaboration between providers through definition and agreement on implementing an industry-led framework of optimal contributions across the tertiary sector. Inclusion of the secondary sector in terms of a smooth transition from Gateway programmes. Promoting total career pathway n from Gateway to Governance. Improves efficiencies through strengthened relationships with Institutes of Technology and Polytechnics (ITPs), Private Training Establishments (PTEs), Universities, schools and ITOs. career trainin Better informed strategic planning for all stakeholders. Improved levels of management, service and productivity across the aviation, tourism, travel, museum and hospitality industries leading to higher value outcomes to the New Zealand economy. Improved employee retention in these industries. Improved, sector-wide alignment with other government goals relating to economic transformation, and creating our National Identity. 15

16 thways n n aps er ways jobs eer career ocation jobs career hways ducation ing n For further information please visit: