A QUANTITATIVE RESEARCH ON THE HOSPITALITY & TOURISM SECTOR

Transcription

1 A QUANTITATIVE RESEARCH ON THE HOSPITALITY & TOURISM SECTOR

2 TABLE OF CONTENTS TABLE OF CONTENTS 1 EXECUTIVE SUMMARY 4 2 INTRODUCTION Government s Commitment International Perspective 7 3 THE TOURISM PRODUCT OF TRINIDAD Economic Review Source Markets International Air Arrivals Tourism Accommodation Tourism Labour Market 12 4 METHODOLOGY 14 5 RESULTS Organization Characteristics Sub Sector Type Type of Business Years in Operation Employment Profile Current Employees Work Permits Job Vacancies Organizational Changes Job Opportunities/Job Dislocations Differently Abled Persons Staff Training Cost of Training Apprenticeship, Internship or Mentorship Programmes Sourcing of Staff Best Suited to the Industry Staff Customer Service Certification Organizational Traits General Information Government Policies Government and the Development of the Sector 31 6 ANALYSIS 37 7 CONCLUSION 41 8 REFERENCE LIST 43

3 TABLES & CHARTS TABLES Table 1 The Key Products of Trinidad... 9 Table 2 Economic Impact of Trinidad and Tobago... 9 Table 3 Total Air Arrivals to Trinidad Table 4 Cruise Ship Arrivals to Trinidad and Tobago Table 5 Total Number of Room Stock Table 6 Hospitality and Tourism Programmes Table 7 Monthly Wages in the Tourism Sector Table 8 Number of Respondents per Sub Sector Table 9 Number of Respondents per Business Type Table 10 Job Titles of Employees in Accommodation Facilities and Tourism Services Table 11 Number of Vacancies and Personnel Required by Skill Level Table 12 Respondents Reasons for Difficulty in Sourcing Labour Table 13 Total Job Opportunities and Job Dislocations Table 14 Problems Stakeholders Encountered and the Recommendation Table 15 Institutions where Staff is Sourced for Entry, Supervisory and Management Positions Table 16 Institutions which Furnished Properly Trained and Qualified Graduates CHARTS Figure 1 Tourism Arrivals to Trinidad and Tobago by Source Market, Figure 2 Sub Sector Type Figure 3 Percentage of Respondents per Business Type Figure 4 Number of Years in Operation Figure 5 Organizational Changes Expected Figure 6 Problems Stakeholders Encountered and the Recommendations Figure 7 How Stakeholders will deal with Current Local Training Providers not Meeting their Needs Figure 8 Type of Training Figure 9 Can Respondents Afford the Cost of Training Staff Figure 10 How Staff is Trained Figure 11 Apprenticeship, Internship or a Mentorship Programme Figure 12 Recruitment of Best Suited to the Industry Staff Figure 13 Customer Service Certification Mandatory for Staff Figure 14 Traits Lacking in Staff Figure 15 Government Policies Over the Years have been Geared Towards Hospitality and Tourism Development... 31

4 1 EXECUTIVE SUMMARY 4

5 1 EXECUTIVE SUMMARY The National Training Agency (NTA), in keeping with its mandate to co-ordinate Technical, Vocational Education and Training in Trinidad and Tobago, has conducted several surveys of the labour market, using a sectoral approach, in order to ascertain the labour needs of the country. The Government earmarked the Hospitality and Tourism sector as a key sector for development. Guided by this, and the Government s plans for economic diversification and development of the sector, the Agency embarked on a study of the Hospitality and Tourism sector. The main focus of this study was to ascertain the nature and scope of the demand side factors affecting the labour market conditions of the Hospitality and Tourism sector in Trinidad. In an effort to achieve this research, a number of literatures in the field of hospitality and tourism management were reviewed. A survey instrument was used to collect data on vacancies, job opportunities/job dislocations and training needs within the sector. Quantitative data were collected over a three month period. A questionnaire was developed and administered to tourism providers. The study comprised of a sample size of sixty seven (67) registered and certified tourism providers including tour operators, tour guides, tourist land transport service providers and accommodation facilities. The data collected were then analyzed and presented. The main findings of the study included evidence of limited vacancies and no new emerging jobs within the sector. More so, stakeholders were willing to employ new hires with no formal hospitality and tourism training with the intent of providing training for these individuals. It was also evident that greater Government support is needed through marketing and promotion if tourism operations are to be profitable and successful; presently, tourism businesses are struggling. Despite the problems being faced by stakeholders, the Hospitality and Tourism industry continues to contribute significantly to the economy of Trinidad and Tobago. However, in order to create sustainability in terms of jobs, it is recommended that Government implement measures to curb these issues, introduce proper industry standards and provide greater incentives to stakeholders. 5

6 2 INTRODUCTION 6

7 2 INTRODUCTION 2.1 GOVERNMENT S COMMITMENT The Government of the Republic of Trinidad and Tobago (GORTT) is seeking to move the country away from its heavy reliance on the energy sector. The aim is to expand other productive sectors in the economy through the continued development of existing sectors and the establishment of new areas that span the creative, technological and manufacturing sectors. The Government is also concerned with increasing the skills of its labour force by ensuring that Trinidad and Tobago is positioned on the path to sustainable development, diversifying the economy and making the country globally competitive. A large part of this effort involves improving and expanding the skills and training of the labour force to meet current and projected job market demands. Tourism is one of the eight (8) sectors viewed as being strategically important to Trinidad and Tobago in terms of performance and employment. Tourism was also deemed to be a significant enabler within the wider economy, for example, in creating green jobs and moving towards a low-carbon economy. The Government sees tourism as an important platform through which sustainable employment opportunities for locals and international relationships can be created. The goal will be to increase the contribution of tourism to the GDP and critically examine the recently developed National Tourism Policy of Trinidad and Tobago, with a view to its implementation after modification to achieve sustainable expansion of the sector. The Government further commits to developing the industry in consultation with all major stakeholders. 2.2 INTERNATIONAL PERSPECTIVE According to the World Tourism Organization (WTO), tourism can make a significant contribution by addressing economic, climate and poverty imperatives. Tourism represents up to forty five percent (45%) of the exports of services of developing countries and is often one of the few entry possibilities into the job market. It is also one of the viable and sustainable economic development options given its significant impact on related areas of economic activity. Tourism activities have long lasting socio-economic impacts on the host economy and community. It also generates over 260 million jobs 1 in 11 of the world s total jobs (World Travel and Tourism Council, 2013). 7

8 3 THE TOURISM PRODUCT OF TRINIDAD 8

9 3 THE TOURISM PRODUCT OF TRINIDAD By way of constructing a backdrop for this report, the following sections provide a brief summary and description of the dimensions of the Hospitality and Tourism Sector in Trinidad. According to the National Tourism Policy of Trinidad and Tobago (2010), the unique selling point of Trinidad is its cultural diversity and thriving business environment (pg. 11). UNIQUE SELLING PROPOSITION (USP) MAIN TYPES OF VISITORS MAIN SOURCE OF MARKETS ACCOMMODATION TYPES MAIN MARKETS Table 1 - The Key Products of Trinidad TRINIDAD Cultural diversity (religious and racial mix) Business travelers Returning residents Independent travelers (not on pre-paid packaged holidays) USA and the Caribbean Some large branded hotels Small independent hotels, Bed and Breakfast Apartments Business Tourism MARKET NICHES TARGETED Business Events and cultural attractions Eco-tourism Diving Yachting Shopping Nightlife Historical sites Health Sports Source: National Tourism Policy of Trinidad and Tobago, ECONOMIC REVIEW According to the World Travel and Tourism Council s (WTTC), Travel and Tourism Economic Impact Update, Trinidad and Tobago 2013, the direct contribution of Travel and Tourism to GDP was TTD6,817.7 million (4.4% of total GDP) in The total contribution of Travel and Tourism to GDP was TTD12,886.2 million (8.4% of GDP) in Table 2 - Economic Impact of Trinidad and Tobago CONTRIBUTION TO GDP CONTRIBUTION TO INVESTMENT EMPLOYMENT Direct Total Direct Total TTD 1,440.9mn (10.3%) TTD 6,817.7mn (4.4%) TTD 12,886.2mn (8.4%) 38,000 jobs (6.2%) 68,000 jobs (11.2%) Source: WTTC s Travel and Tourism Economic Impact Update, Trinidad and Tobago,

10 3 THE TOURISM PRODUCT OF TRINIDAD In 2012, Travel and Tourism directly supported thirty eight thousand (38,000) jobs (6.2% of total employment) and the total contribution of Travel and Tourism to employment, including jobs indirectly supported by the industry was sixty eight thousand (68,000) jobs (11.2% of total employment). 3.2 SOURCE MARKETS The data from the Central Statistical Office of Trinidad and Tobago (CSO) in 2009 showed that the United States was the largest source market for arrival to Trinidad and Tobago combined, making up forty seven percent (47%) of all arrivals in 2009 or 202,499 visitors. Following behind the USA was the Caribbean region which accounted for thirteen percent (13%) of arrivals or 58,129 visitors. Canada accounted for twelve percent (12%) of arrivals to Trinidad and Tobago in Central and South America contributed eleven percent (11%) or 46,934 tourist arrivals. The United Kingdom recorded ten percent (10%) of arrivals or 41,706 visitors. Other European countries recorded five percent (5%) or 20,218 visitors, and the rest of the world recorded two percent (2%) of all arrivals or 10,965 visitors. Figure 1 - Tourism Arrivals to Trinidad and Tobago by Source Market, 2009 Other 2% Central And South America 11% United States Of America 47% Caribbean 13% Other Europe 5% United Kingdom 10% Source: Central Statistical Office, 2009 Canada 12% 3.3 INTERNATIONAL AIR ARRIVALS The data from the Statistical Overview of Tourism Performance in Trinidad and Tobago 2012 showed a steady decline in arrivals for the period In 2010, visitor arrivals totaled 384,699 (estimate for the year), an increase of 3.3% when compared to

11 3 THE TOURISM PRODUCT OF TRINIDAD Table 3 - Total Air Arrivals to Trinidad, YEAR TOTAL ARRIVALS TRINIDAD ARRIVALS , , , , , , , , , , , , , ,661 Source: Central Statistical Office, 2010 According to the Trinidad and Tobago Investment Guide, cruise ship arrivals in Trinidad and Tobago decreased by 41.3% for the period Table 4 illustrates cruise ship arrivals for both Trinidad and Tobago for the period Table 4 - Cruise Ship Arrivals to Trinidad and Tobago, Change Change Change Change Change st Quarter 51, % 21, % 72, % 63, % 34, % 2nd Quarter 7, % 1, % 8,597% 385% 9, % 9,194 0% 3rd Quarter th Quarter 19, % 20, % 33, % 29, % 16,628-44% Total Cruise Arrivals 77, % 44, % 114, % 102, % 60, % Source: Trinidad and Tobago Tourism Investment Guide 3.4 TOURISM ACCOMMODATION The accommodation sector in Trinidad and Tobago is characterized by small and medium-sized establishments, the majority of which are locally owned. In Trinidad, the accommodation stock has a number of international brands. The Tourism Development Company (TDC) Tourism Investment Guide shows the total number of room stock as at 2012 as 2,791. Table 5 - Total Number of Room Stock ROOM STOCK OF TRINIDAD Property Type No. Of Rooms Hotels & Guesthouses 2,697 Bed & Breakfast and Self Catering Facilities 94 TOTAL 2,791 Source: Tourism Development Company Limited,

12 3 THE TOURISM PRODUCT OF TRINIDAD 3.5 TOURISM LABOUR MARKET According to InvesTT, there is a rich pool of professional and skilled labour in Trinidad and Tobago. Based on the training programmes offered by various training providers/ institutions in Trinidad, tourism industry jobseekers do have access to higher education. Trinidad and Tobago is well-equipped with training facilities for the Hospitality and Tourism industry. In Trinidad, there is the Trinidad and Tobago Hospitality and Tourism Training Institute (TTHTI), The Multi-Sector Skills Training Programme (MuST), Service Volunteered For All (SERVOL) and the University of the West Indies (UWI) that provide training for the ever-growing tourism industry. The Tourism Development Company (TDC) also provides various types of training to stakeholders within the sector. The data collected at InvesTT, showed that one thousand (1000) candidates with degrees graduate annually from the UWI and the TTHTI Tourism and Hospitality Management programmes. Table 6 - Hospitality and Tourism Programmes HOSPITALITY & TOURISM PROGRAMMES Training Provider/Institution Skill Training Areas/ Programmes TTHTI - Trinidad Craft, Culinary, Bar tending, Hotel Operations, Tour Guiding, Management and Related Tourism Training MuST Hospitality and Tourism Technology Training Level 1 (Caribbean Vocational Qualification) SERVOL Hospitality, Food Preparation and Catering UWI Undergraduate in Hospitality and Tour Management, Hospitality and Tourism Management, Hotel Management and Tourism Management Postgraduate Diploma in Tourism Development and Management M.Sc. Tourism Development and Management In an effort to gain a comprehensive understanding of the sector s labour market, the job titles with wages and salaries are presented. Table 7 gives a snapshot of the average monthly wages of a hotel worker in the Tourism Sector. 12

13 3 THE TOURISM PRODUCT OF TRINIDAD Table 7 - Monthly Wages in the Tourism Sector SELECTED MONTHLY WAGES Selected Average* Monthly Wages in the Tourism Sector /2011 Position TT$ US$ Commis Chef De Partie Sous Chef Executive Sous Chef Housekeeping Supervisor Laundry Attendant Driver Maintenance Supervisor Administrative Manager Assistant Manager General Manager Operations Manager Operations Manager - Food and Beverage Front Desk Receptionist Accountant Accounts Clerk Human Resource Manager 3, , , , , , , , , , , , , , , , , , , , , , , , , , , Source: Handbook of Wages and Salaries in Trinidad and Tobago, 2010/2011 *Average of Basic Salary Range Maximum Exchange Rate: US$ TT$

14 4 METHODOLOGY 14

15 4 METHODOLOGY This research exercise aimed at gathering information on the Hospitality and Tourism sector in order to provide information on the training needs of the sector. The study sought to collect quantitative data. A twenty (20) minute, semi-structured questionnaire was designed to capture information mainly on job vacancies, job opportunities and training needs within the sector. The questionnaire was voluntary and anonymous. The research utilized a questionnaire because large amounts of information can be collected from a large number of people in a short time and is relatively cost effective. The excercise can also be carried out by the researcher with limited affect to its validity and reliability. The questionnaire contained twenty eight (28) questions comprising of open and closed-ended questions. The Likert Scale was also used to evaluate respondents experiences. The questionnaire was divided into six (6) main sections; Organizational Characteristics, Employment Profile, Organization Changes, Differently Able Persons, Staff Training and Organizational Traits. Random sampling was used. The study attempted to gather data from stakeholders within the Hospitality and Tourism sector in Trinidad only. The sampling frame consisted of certified small and larger hotels, tour operators, tour guides, travel agents and tourist land transport service providers. The development of the sampling frame was mainly guided by certification; tourism providers who were audited by the Trinidad and Tobago Bureau of Standards (TTBS) and were found to be in compliance with the minimum requirements established under the Trinidad and Tobago Tourism Industry Certification (TTTIC) programme. The questions in the questionnaire were chosen according to the output points of the Agency and discussions with tourism practitioners from the Trinidad Hotels, Restaurants and Tourism Association. A total of sixty seven (67) stakeholders were approached over a period of four weeks. Official letters were sent to these stakeholders, followed by calls to arrange visits for the administration of the survey instrument. Some stakeholders opted to have the questionnaire ed to them for completion due to the nature of the industry. Questionnaires were also completed over the telephone. Completed questionnaires were collected by an officer or sent via . Along with being bombarded with other survey instruments, many of the stakeholders who were approached expressed their hectic work schedules (e.g. large groups visiting). This proved to be a limitation to the research. Many of the stakeholders did not have the time to complete the questionnaire. 15

16 5 RESULTS 16

17 5 RESULTS There was a sixty one percent (61%) response rate. Forty one (41) persons completed the survey. 5.1 ORGANIZATION CHARACTERISTICS Sub Sector Type Participants were asked to indicate the characteristics that best described their organization in terms of sub sector. The two (2) main sub sectors indicated were Accommodation (64%) and Travel, Trade and Tourism Services (32%). Twenty seven percent (27%) of the Accommodation sub sector indicated their involvement in Food and Beverage Operations, Sites and Attractions, Events and Conferences, and Entertainment. Thirty eight percent (38%) of the Travel, Trade and Tourism Services sub sector indicated their involvement in Sites and Attractions, Events and Conferences and even Accommodation. Table 8 - Number of Respondents per Sub Sector SUB SECTOR Accommodation 26 Travel, Trade and Tourism Services 13 Food and Beverage Operations 1 Sites and Attractions 1 Total 41 NO. OF ORGANIZATION(S) Food And Beverage Operation 2% Sites And Attractions 3% Figure 2 - Sub Sector Type Accomodation 63% Travel And Tourism Services 32% Type Of Business Respondents indicated their business type. The majority of participants (29%) registered their organizations as a Private Limited Liability (Local). Sole Trader/Individual Proprietorship followed closely behind with 27%. 17

18 5 RESULTS Table 9 - Number of Respondents per Business Type Figure 3 - Percentage of Respondents per Business Type BUSINESS TYPE Sole Trader/ Individual Proprietorship NO. OF COMPANIES 11 Other 17% Sole Trader/ Individual Proprietorship 27% Partnership 3 Public Limited Liability 8 Private Limited Liability (Local) Other 7 12 Total 41 Private Limited Liability (Local) 29% Public Limited Liability 20% Partnership 7% Years In Operation In terms of the number of years in operation, the majority of respondents (17) fell within the range of 2-10 years. Fifteen (15) respondents fell within the years range. Figure 4 - Number of Years in Operation 18

19 5 RESULTS 5.2 EMPLOYMENT PROFILE Current Employees Based on the data collected, there were a total of six hundred and fifty six (656) employees; comprising both full time and part time employees. Table 10 below highlights some of the various job positions which exist within the sector. Table 10 - Job Titles of Employees in Accommodation Facilities and Tourism Services Accomodation Facilities Manager/ Hotel Manager/ Director General Manager Assistant Manager Receptionist Housekeeper Steward Security Officer Supervisor Houseman Courier Bartender Store Room Attendant Night Auditor Accounts Clerk/ Accountant/ Accounting Officer Sous Chef/ Chef de Partie/ Cook/ Head Chef/ Assistant/ Helper/ Griller Dish washer/ Labourer Maintenance Personnel Event Executive Human Resource Officer Night Security Administration Manager Gardener/ Grounds man Field Worker Sales and Marketing Officer Note: Job Titles Vary Across Organizations JOB TITLES Education Assistant Conservation Officer Chief Executive Officer (CEO) Project Manager Lodge Manager Front Desk Supervisor Front Desk Official/ Front Desk Agent/ Front Desk Clerk Maintenance Supervisor Driver Sales Agent IT Officer Cashier Billing Clerk Administrative Assistant Night Man Sales and Functions Coordinator Rooms Division Manager Facilities Manager Food and Beverage Manager Gym Personnel Security Supervisor Housekeeping Supervisor Handyman Executive Assistant Events Manager Tourism Services Manager Travel Agent Tour Coordinator (Reservation, Documentation, Marketing and Management) Reservation Trainee Reservation Agent Travel Consultant Marketing Director IT/ Graphics Personnel Administrator Administrative Assistant Tour Guide Director Driver Accountant Cashier Operations Manager Service Manager Protocol Manager Driver Guide Marketing Director Managing Director Tourist Transport Driver Tourist Transport Driver Guide 19

20 5 RESULTS Work Permits With reference to applications for work permits, ninety five percent (95%) of participants did not apply for work permits within the last twelve (12) months but five percent (5%) did apply Job Vacancies The data collected showed that only thirteen respondents (13) had vacancies at their organizations. On the other hand, twenty eight participants (28) had no vacancies. Out of the thirteen organizations (13) with vacancies, approximately twenty eight (28) vacant positions existed. The majority of vacant positions fell within the Skill Level 2 (Skilled Workers). Table 11 - Number of Vacancies and Personnel Required by Skill Level LEVEL - Job Title Level 1 - Semi-Skilled Workers NUMBER OF PERSONS REQUIRED Full Time Part Time Courier 1 0 Bartender 0 1 Food And Beverage Server 0 4 Level 2 - Skilled Workers House Keeper 1 5 Front Office Personnel 4 0 Gardener 0 1 Marketing Representative 1 0 Level 3 - Technical/Supervisory Workers Security Officer 5 0 Chef 2 0 Food And Beverage Supervisor 0 1 Level 5 - Managerial Workers Food And Beverage Manager 1 0 Front Office Manager 1 0 TOTAL

21 5 RESULTS Even though twenty two of the respondents (22) did not have difficulty sourcing labour, the remaining participants did indicate the reasons for their difficulty. Table 12 - Respondents Reasons for Difficulty in Sourcing Labour RESPONDENTS REASONS FOR DIFFICULTY IN SOURCING LABOURt Applicants lacked knowledge and experience in the tourism industry. Individuals were not interested in working in a small organization, they preferred the larger organizations. The location of the properties deterred individuals from applying. Applicants were incompetent and requested high salaries. Shift work was a deterrent for potential employees. A lot of workers were unable to work nights (due to crime etc.), certain shifts (babysitting problems) or weekends (church). Difficult to find skilled/ qualified people especially in the field of management, tour guiding, ecology and birding. Many people were not service and customer oriented. Applicants were unable to provide a certificate of character as a requirement for the position. Vacant positions sometimes seemed unimportant to personnel and therefore created no interest. The proposed rate of pay was too low. 5.3 ORGANIZATIONAL CHANGES The majority of respondents (76%), envisaged organizational changes in the next twelve (12) months, while twenty four percent (24%) of the respondents did not. Of the thirty one respondents (31) who envisaged changes, Training and Retraining was selected 22 times. This was followed by Policy/Strategic Planning and Capital or Physical Infrastructure which was both selected 16 times. 21

22 5 RESULTS Figure 5 - Organisational Changes Expected Six respondents (6) indicated other organizational changes which included reduced occupancy, leasing of a department, entrepreneurship, marketing, introduction of charter services and the purchase of a bus Job Opportunities/Job Dislocations Thirty respondents (30) stated there would be no job opportunities or job dislocations due to future changes in the next twelve (12) months. Of the remaining eleven respondents (11), ten (10) indicated job opportunities and one (1) participant indicated job dislocations. Table 13 gives a breakdown of the possible job opportunities and job dislocations. A total of twenty one individuals (21) were required to satisfy the job opportunities indicated by respondents, however, eight (8) employees were expected to be dislocated. 22

23 5 RESULTS Table 13 - Total Job Opportunities and Job Dislocations JOB OPPORTUNITIES JOB DISLOCATIONS POSITIONS Number Of Persons Required Number Of Persons Required Full Time Part Time Full Time Part Time Housekeeper Food and Beverage Server Maintenance Personnel Front Office Agent Cook and Waiter Head Chef Admin/Tour Guide Travel Consultant and Reservation Agent Clerical Assistant Driver Guide Customer Service Representative Property Upkeep Personnel Security Personnel TOTAL Differently Abled Persons Forty respondents (40) did not employ differently abled persons in their organizations. However, one participant did. 5.4 STAFF TRAINING Twenty respondents (20) stated that current training providers/institutions were meeting their needs. On the contrary, sixteen respondents (16) expressed their dissatisfaction with local training providers/institutions. 23

24 5 RESULTS Figure 6 - Current Training Providers/Institutions Meeting Stakeholders Needs Not Applicable 12% Yes 49% No 39% Thirty nine percent (39%) of the respondents expressed their dissatisfaction with current training providers/ institutions and stated recommendations to remedy them. Table 14 - Problems Stakeholders Encountered and the Recommendations PROBLEM Late payment of MuST stipend causes absenteeism. There is a lack of interest in different areas of learning. Customs and Immigration Officers are still untrained. Employers are not aware of the training providers. Students are too robotic; students are graduating without real knowledge of the industry. Courses are too expensive. Little to no training in eco tourism for guides (birding, hiking, kayaking, biking etc). Although students achieve degrees in Tourism Management, they are only equipped with a macroeconomic view and understanding of the sector. RECOMMENDATION Pay students on a timely basis. Better knowledge of the industry should be provided. Retraining should be provided. Training institutions should introduce a Job Placement Programme. More internships and externships are required and students must be assessed by the relevant training provider. Assistance should be provided. Offer subsidized programmes for hotels. There is need for training and certification in birding, hiking, kayaking, biking etc. especially in rural areas. Students should be trained in the micro economic level of tourism, specifically businesses like tour operators, small service providers etc. who need administrative support and a broader approach. 24

25 5 RESULTS Table 14 - Problems Stakeholders Encountered and the Recommendations (Cont.) PROBLEM The MuST programme provides housekeeping and property upkeep. Most trainees do not stay in industry after completion of training. Most applicants are unable to provide a certificate of character. Little to no short courses offered in marketing of smaller businesses Real shortage of crafted skilled workers e.g. housekeepers, wait staff etc. Poor customer service Product delivery RECOMMENDATION Internship programmes should be extended for 9 months to include a probationary period of 3 months, so that property owners can have the option of hiring trainees. Request two (2) non-relative referrals as a substitute. Training manuals and standard operating procedures should be provided to small tourism businesses. More institutions that train crafted skilled workers. More skilled staff needed. Need for better equipment, services, costs etc. In an effort to deal with current training providers not meeting the needs of stakeholders, fourteen respondents (14) stated that they would have their employees trained in-house by the Manager. Figure 7 - How Stakeholders will deal with Current Local Training Providers not Meeting their Needs 25

26 5 RESULTS The majority of participants (80%) provided training for staff. Thirteen respondents (13) provided informal training only. This was closely followed by eleven participants (11) who provided both formal and informal training to staff. Figure 8 - Type of Training Cost of Training Forty nine percent (49%) of the respondents indicated their inability to afford the cost of training staff. However, forty one percent (41%) of respondents indicated that they could afford to train their staff. Participants also stated sometimes and depends on the cost. Figure 9 - Can Respondents Afford the Cost of Training Staff Not Applicable 10% No 49% Yes 41% Respondents indicated the following responses when asked how often training was provided for staff: once or twice a year, annually, when TDC provided training, on entry and every three (3) years. Training was ongoing in one (1) organization. However, the majority of respondents (12) stated that training was provided as required. This question proved to be Not Applicable to eight participants (8). 26

27 5 RESULTS A large percentage of respondents (61%) trained staff both in-house and externally. The minority of respondents (6%) trained staff externally only. Figure 10 - How Staff is Trained Apprenticeship, Internship or Mentorship Programmes Twenty three respondents (23) did not have an apprenticeship, internship or a mentorship programme while eighteen participants (18) did. Details of these programmes were provided. Figure 11 - Apprenticeship, Internship or a Mentorship Programme Yes 44% No 56% 27

28 5 RESULTS Sourcing of Staff Participants were asked to indicate the institution(s) from which they sourced staff for entry level, supervisory and management positions. Table 15 shows the institutions. Table 15 - Institutions where Staff is Sourced for Entry, Supervisory and Management Positions INSTITUTION(S) Entry Level Supervisory Management MuST TTHTI - Trinidad SERVOL OJT Ministry Of Labour YTEPP TTHTI UWI From The Industry Other Agencies OJT Ministry Of Tourism UWI From The Industry Other Agencies Besides the institutions listed above; respondents also indicated the use of newspapers, referrals and other institutions, such as School of Accounting and Management (SAMS) and School of Business and Computer Science (SBCS) Best Suited to the Industry Staff No Formal Hospitality and Tourism Training was selected twenty three (23) times, when asked to indicate where they recruited best suited to the industry staff. TTHTI Trinidad received the second highest selection of eleven (11) times. Figure 12 - Recruitment of Best Suited to the Industry Staff 28

29 5 RESULTS Participants were then asked to indicate using a Likert Scale whether the institutions provided furnished graduates who were properly trained and qualified to work in the industry. Based on the highest number of responses (21), No Formal Hospitality and Tourism Training was selected in agreement with the statement. Ten (10) responses stated Strongly Agree to No Formal Hospitality and Tourism Training. Ten respondents (10) did not answer the question. Table 16 - Institutions which Furnished Properly Trained and Qualified Graduates These Institutions have furnished graduates which are properly trained and qualified to work in the industry. Strongly Agree Agree Neutral Disagree Strongly Disagree Number Of Responses TTHTI Trinidad TTHTI Tobago MuST SERVOL Corpus Christi UWI Other Tertiary No Formal Hospitality and Tourism Training Not Applicable Customer Service Certification Customer service certification for staff was not mandatory for sixty three percent of the respondents (63%), while thirty seven percent (37%) indicated it was mandatory for staff. Figure 13 - Customer Service Certification Mandatory for Staff Yes 37% No 63% 29

30 5 RESULTS 5.5 ORGANIZATIONAL TRAITS Ninety five percent (95%) of the respondents indicated that all organisational traits stated in the survey were Very Important and were required in their employees. The traits presented in the survey were as follows; punctuality, communication skills, willingness to learn, respectful, flexibility, self-motivated, honesty, hard-working, teamwork, self-discipline, problem solving skills and ambition. In addition, respondents indicated traits that were deficient in staff. Ten (10) respondents indicated that No traits were deficient. However, punctuality (15) and problem solving skills (16) were selected the most times by participants. This was followed by communication skills (10) and self-motivation (10). Figure 14 - Traits Lacking in Staff 30

31 5 RESULTS 5.6 GENERAL INFORMATION Government Policies Sixty eight percent (68%) of participants indicated that Government policies over the years were NOT geared towards hospitality and tourism development. On the contrary, twenty seven percent (27%) indicated they were unsure, while five percent (5%) responded positively. Figure 15 - Government Policies Over the Years have been Geared Towards Hospitality and Tourism Development Yes 5% Unsure 27% No 68% Government and the Development of the Sector Respondents indicated what more can be done to develop the hospitality and tourism industry by the Government. The responses are expressed below under various sub-headings Marketing and Promotion Respondents declared that Trinidad had great potential for attracting eco-heritage, culinary and cultural tourism. However, it was stated that each area could be marketed and developed at the world class level. The local industry must be trained to handle world class tourism. A suggestion was made for the Government to designate a place/site for a day to enable an exposition so that visitors could experience the real Trinidadian culture. 31

32 5 RESULTS Stakeholders indicated that all registered and/or certified accommodation facilities should be marketed to the wider market and not just a few. Little to no individuals were sent to various properties; therefore, tourism operators now have to struggle to keep their businesses operating by marketing themselves. Respondents strongly suggested that Government increase the budget for promoting Trinidad internationally, regionally and locally as a tourist destination. Respondents suggested that TDC s printed destination material and website be upgraded and geared towards more practical information. Respondents stressed the need for tourism offices (TDC) to be transparent in the selection and recruitment of overseas marketing representatives. It was suggested that Government assess and monitor the work of these representatives. According to the stakeholders, the Convention and Visitor Bureau needs to be revamped and new strategies implemented. The initial objective of the Bureau in driving meetings and conferences to Trinidad had been placed on the back burner, hence there was no coordination of information on meetings and conferences. The various organizations that were hosting conferences directed all their participants to the big hotels, this created a scenario where the big fish was swallowing the smaller fish in the industry. An open and fair market is needed, where participants attending meetings and conferences are given the option to select from the list of certified hotels/ accomodation facilities Adequate Funding Respondents declared the need for more direct and practical assistance in terms of dollars by Government. It was proposed that Government offer services to stakeholders such as grants to upkeep properties. Similarly, the Government could assist the small and medium sized hotels by removing the ten percent (10%) hotel tax and providing sufficient funding. The Small and Medium Establishments (SME) face many months of low occupancy as all business is directed to large hotels; this puts pressure on the revenue and the ability of the small hotels to upgrade constantly and improve their establishments. Furthermore, there is too much bureaucracy and red tape to get plans or proposals approved; providing no encouragement for entry into the industry. According to the stakeholders, Government needs to increase the tourism budget. More incentives should be offered to local tourist based businesses. Apart from the hoteliers, tour operators also need grants and financial support to further their businesses as banks (ALL) deny them loans as they cannot show sustainable tours for 365 days. 32

33 5 RESULTS Customer Service A proper determination needs to be made regarding hospitality and tourism for Trinidad and Tobago. The sector needs to make an improvement and investment in customer service. Customer service is permanent. Respondents recommended that Government implement policies for customer service in the sector and provide training programmes aimed at raising the level of customer service within the country Tourism Education, Training and Awareness Stakeholders indicated that the cost of training was too high. It was recommended that Government provide assistance to persons seeking to enter the industry. In addition, Government should create a database/pool of trained and certified persons in the sector who employers can tap into. It was also stated that training programmes such as MuST should be reviewed. Many students were only attending training for the stipend. Participants expressed that the whole training system was not geared for growth; it was geared for a specific position, for example, housekeeper etc. There should be a system in place for job placement whereby students can learn the steps from housekeeper, to manager then to owning their own guest house. Participants suggested that Government develop a rational job placement programme that allows recruits to gain experience throughout the sector; from the small host homes, to guest houses then to the larger hotels. A respondent particularly declared that current training programmes (theory and practical) needed to be developed in order to produce top quality tour guides Education and Awareness of the Local Public Sector Respondents declared Government s responsibility for educating the population on resources; in order to heighten appreciation. Greater emphasis must be placed on tourism education, starting at the primary school level. It was suggested that Government advertise, utilizing the local newspaper thus encouraging the population to be tourist friendly, patriotic and to be able to sell Trinidad. It is critical for Government to raise awareness inside Trinidad and Tobago pertaining to positive attitudes towards visitors, for example, awareness programmes in Tobago especially, where the locals now come across as arrogant and unfriendly (due to the many reports from guests). 33

34 5 RESULTS Respondents advised Government to support more local tourism, for example, The Tourism Park. Respondents indicated that they still get a lot of enquiries from locals who want to know if the Tourism Park was planned for Many of the attendees were from rural areas and could not usually afford those activities. Similarly, respondents indicated that programmes be implemented to get youths involved in the industry; educate them on the opportunities in the industry Infrastructure According to the stakeholders, there has been a lot of lip service over the years. Government needs to develop the tourism product. The stakeholders indicated the need for the implementation of proper washroom facilities at eco sites and better access roads. Government simply has to develop the physical infrastructure that already exists (e.g. Blue Basin Waterfall and Fort George). It is important for Government to capitalize on preserving and developing natural heritage sites. The country s sites and attractions need to be developed in order to encourage visitors to visit (beach hotels, zip lines and the Caroni Bird Sanctuary) Airlift Stakeholders strongly suggested that Government encourage more airlift to Trinidad and Tobago. In addition, the government can assist more, especially in terms of airfare. It is difficult for a poor man to travel. Stakeholders indicated that Government needs to put measures or incentives in place to encourage people to leave and enter the country Communication among Stakeholders Respondents proposed that Government network with failed establishments in order to understand the reasons for their demise. As a result, this information can be used to create a forum for redress. The contributions made by small proprietors were often overlooked in the bigger scheme of this sector. In addition, Government must take notice of the stakeholders and tailor to suit all needs of tourists and operators. There is a lot of information that is underutilized. Respondents requested an explanation for the concept of commissions from Government; as restaurants, car rentals and hotel owners do not understand the concept of commission based businesses. 34

35 5 RESULTS Tourism Labour Market There is a brain drain for qualified hospitality workers; respondents indicated the loss of qualified hospitality workers to more tourist oriented islands. Respondents found themselves interviewing multiple candidates and found very few suitable candidates. Since respondents could not compromise on standards they found themselves lookin outside Trinidad and Tobago - but it was very difficult to secure a work permit. It was suggested by respondents that the Government open up the hospitality labour market to the Caricom region in order to allow easy access for skilled hospitality workers to work in Trinidad. This would indeed drive standards upwards and raise the bar for good service. There was indeed quite a shortage of hard working hospitality workers with the right attitude for the industry. This resulted in poor quality service and bad work ethics from a high percentage of local employees in the industry. Supply in the hospitality industry in Trinidad is less than demand; to improve the standards, respondents recommended importing labour in order to offset the shortfall. However, respondents were committed to employing locals; it is easier and more desirable. It should be noted that the quality of hospitality workers is poor in Trinidad; learning institutions can help to improve this problem. In addition, Government needs to recognize the importance of the industry and the amount of indirect employment it generates. Participants proposed that Government seek to invest in the industry in terms of skills training. Firstly, the Government needs to understand the market (H&T sector), then inject money into the sector where it can contribute to the GDP of the country. It is important for Government to reduce the stumbling blocks (red tape) in an effort to improve the industry. Respondents advised the Government to encourage cruise ships to dock at our ports. On the other hand, respondents indicated the need for Government to review programmes that aid unemployment. No one wants to work for minimum wage in the Hospitality and Tourism sector when there are social programmes such as CEPEP and URP. There is definite competition for entry level labour. 35

36 5 RESULTS Tourist Accommodation Establishments Stakeholders suggested that Government enforce and implement tourism based standards such as TTTIC. In addition, Government should assist small associations to set standards and follow proper procedures (e.g. Trinidad and Tobago Incoming Tour Operators Association, Tour Guide Association and Bed & Breakfast Association). Respondents stated that foreign operators got better accommodation fares. Stakeholders were being exploited in terms of rates; TDC was selling rates under the rack rate. The respondents requested Government s intervention; the Government should seek to standardize prices for accommodation. Furthermore, actions by Government should be taken particularly when large hotels reduce rates to the same as small hotels. This affects the smaller properties. Respondents wished for the Government to know that businesses in the sector are not busy and operating at full capacity; it is a struggle for stakeholders Security Respondents pleaded for the Government to reduce crime in Trinidad and Tobago. Crime is a deterrent to the industry. It is crucial that security be posted at areas frequented by tourists such as beaches, hiking trails and the pitch lake Government Tourism Plans and Policies According to the respondents, once Government changes the tourism plans change also. It appears as though the industry is always starting over. Stakeholders presented their concerns over the past years with no visible progress. Participants all stated that good plans should not change when the Government changes. There is a need for mature politicians. It is important for politicians to develop policies that transcend politics in office. It is important for the leader to champion for tourism since the industry is always competing with the oil and gas industry. Respondents indicated that tourism was suffering in the name of politics. In addition, there needs to be a general shift of focus by Government towards the importance of tourism to help create more employment and revenue for the country. Respondents declared that not enough effort was being put forward by the Government for tourism. More so, it was suggested that Government provide incentives to hospitality and tourism providers for hiring of personnel within the industry. 36

37 6 ANALYSIS 37

38 6 ANALYSIS Based on the sample, over fifty percent (50%) of tourism operators in Trinidad have been in operation for more than ten (10) years. Despite the global economic crises and changes in the industry, these operations have continued to survive. Approximately thirty seven percent (37%) of respondents had less than five (5) employees in their organization. These respondents consisted of small accommodation facilities, travel agents, tour operators and tour guides. Organizations, in which only one individual was employed full time, meant that the manager/owner assumed all tasks required to run the operation efficiently. The six hundred and fifty six (656) employees recorded in the sample gave only a snapshot of the number of persons employed in the sector (full time and part time). The smaller accommodation facilities employed the majority of part time employees. The level of occupancy, determined the need for additional staff (part time). After examination of the results, the majority of housekeepers were predominantly female. Tourism employers were refraining from importing labour. This was evidenced by the high percentage (95%) of respondents not applying for work permits within the last twelve (12) months. However, this does not negate the fact that foreign individuals were still being employed without work permits. It should be noted that imported work permit labour tends to fill all the upper management positions while local labour is used to fill more numerous lower skill level positions. Based on the results, tourism employers were choosing to hire local people thus indicating some level of loyalty shown by Trinidadians. Respondents stated that, if current local training providers were not meeting their needs, they would train their employees themselves even though the cost of training was high. Stakeholders preferred to incur high costs to train themselves rather than import foreign trainers or send staff abroad for training. Respondents did indicate that the cost of training was too high and sometimes difficult to afford. Based on the sample, almost fifty percent (50%) of the respondents cannot afford the cost of training staff. While Government seeks to provide quality training for stakeholders, providing affordable training is also necessary. Tourism policies and incentives should seek to address this issue. 38

39 6 ANALYSIS The results indicated that entry level staff is in high demand. Respondents found it very difficult to source staff for this level. Meanwhile, tourism operators were competing with employment relief programmes such as CEPEP and URP. New hires within the hospitality and tourism industry were not willing to work long hours for low wages when there were other employment options. More so, it was a constant struggle for tourism operators to retain their entry level staff. As previously proposed, Government seriously needs to review these programmes or implement measures to boost the industry which will then lead to increased wages for entry level employees within the Hospitality and Tourism industry. Given the nature of the industry, job vacancies within the Hospitality and Tourism sector are few and limited. It should be noted that many of jobs within the industry are seasonal and more jobs become available at busier times of the year. Out of forty one respondents (41), only thirteen (13) indicated existing vacancies. In addition to the difficulties in sourcing suitably, competent staff, employers were not hiring. Respondents simply could not afford to hire and pay staff. The inability to hire new staff can be attributed to the economic crisis. If the economy improves and tourism businesses were functioning at high levels, tourism employers would be in a better position to hire new staff. Currently, they are unable to hire the staff required. This also led to brain drain. Many persons with hospitality and tourism qualifications remain unemployed. In addition, job opportunities were low and similar to existing vacancies. Only twenty nine (29) possible opportunities may exist in the next twelve (12) months. The results indicated the need for Government intervention, especially if one of its aims is to reduce unemployment. The respondents did not indicate any new and emerging jobs. This clearly contradicted Government s plan of developing and diversifying the sector. Niche markets such as sports tourism had not yet been developed thus not requiring these skills for this market. Tourism operators were simply surviving and operating on the skills they needed and could afford. The implementation of strategic measures by Government is needed to boost the industry, so that employment figures could increase and linkages among sectors could be created thus reducing leakage. Marketing and promotion of the destination is a key step toward the success of the industry. Data collected highlighted a critical need for customer service training within the sector. Despite the various training providers/institutions, customer service still posed a problem within the sector and in the society as a whole. Graduates were leaving the institutions without learning the soft skills of the industry, skills that drove the success of the industry. 39