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Canadian Tourism Human Resource Council case study
 

Canadian Tourism Human Resource Council case study

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    Canadian Tourism Human Resource Council case study Canadian Tourism Human Resource Council case study Document Transcript

    • 905.275.2220 5thbusiness.comCanadian TourismHuman Resource CouncilCanadian Tourism Human Resource Council (CTHRC) is one of 37 national sectorcouncils whose overall goal is to improve the quality of the Canadian workforceand assist business verticals critical to the Canadian economy to be more flexiblein meeting changing competitive demands. Funded extensively, but not wholly, bythe Government of Canada, CTHRC responds to the attraction, recruitment andretention demands of 175,000 tourism businesses and the 1.75 million peopleemployed in tourism-related occupations.CTHRC is its industry leader in a number of areas including groundbreakingwork in the area of temporary foreign workers, foreign credential recognition,comprehensive suite of training and certification resources marketed under theemerit tourism training brand, aboriginal outreach, stakeholder relationships andthought-leadership.their challengeThere are approximately165,000 new jobs expected to be created in theCanadian tourism sector by the year 2015, leaving an anticipated industryworkforce shortfall of an estimated 300,000 workers. A focus on identifying,attracting and supporting quality employees within a high-turnover industryenvironment is vital to ensure the industry’s future success.case study Canadian Tourism Human Resource Council 1
    • our strategy“They really took us Competing for qualified workers is a challenge for many sectors of the Canadianto the next level.” economy. There are many misconceptions held by people about certain industries, so to change behaviour one must change perception. To address the perception issue, 5th business® worked with the organization’sJon Kiely president, marketing leadership team, industry stakeholders and board of directorsVice President, Marketing to craft and execute a strategy that would cost-effectively deliver repetitiveand Communications, CTHRC messages to various target markets. Our audiences included not only potential employees but also employers, some of whom are experiencing significant workforce challenges at present. Comprehensive market research, best practice analysis and significant national brand testing with the youth market resulted in an understanding of key drivers to alter perception to a desired state. Other potential workforce opportunities were determined with aboriginals, mature and transitioning workers and interestingly, lifestyle workers. In particular, it was identified that those who enjoy certain aspects of participating in tourism (i.e. skiing, golfing, etc.) may be more apt to work in the industry if their employment package can create a work-life balance including their leisure activity of choice. CTHRC, being strongly connected to many national, provincial and local tourism organizations, provided an opportunity ripe for ongoing message distribution should the chosen direction gain support from the industry. case study Canadian Tourism Human Resource Council 2
    • our workTo respond to the market research and the go-to-market strategy, we developedan overarching brand theme of ‘Discover Tourism’ to represent the essence of thetourism lifestyle. Imagery reflected various demographics of workers in lifestylescenarios, with the brand representing a call-to-action to learn more about the in-dustry and the employers within it. The aim was for career seekers to self-identifywith the images and language being showcased and then engage with the brandand its employers to learn more.An extensive series of bilingual materials, brand standards, sponsorship guides,advertisements, presentations and interactive websites all combined to showcasefive distinct industries within the sector including Accommodation, Food &Beverage, Recreation & Entertainment, Transportation, and Travel Services.Partnerships and cross-promotion activities were also solidified to add strength tothe employee outreach strategy, with 5th business® working closely with CTHRCto structure co-branded programs with hotel organizations and tourism destinationssuch as Sun Peaks.As youth were determined to be of primary interest for brand launch, the DiscoverTourism brand was introduced to high schools and universities across Canadavia a targeted print, SEM and e-marketing campaign. The goal was to buildawareness of the industry as a viable career choice, drive traffic to the interactivewebsite (audience engagement via quizzes and contest entries, etc.) and to buildan e-database for ongoing marketing of job opportunities, online job board,career information and industry events of interest to career seekers.In tandem with the Discover Tourism employee-focused brand, 5th businessdeveloped a coordinating employer-focused strategy, branded ‘Discover TourismEmployer of Choice’. The purpose of the Employer of Choice program wasto deliver messages about the benefits of working with mature workers, newCanadians and persons with disabilities and to show employers how to bestattract and retain them as employees. This augmented their current perception ofyouth as preferred temporary and transitional workers.case study Canadian Tourism Human Resource Council 3
    • case study Canadian Tourism Human Resource Council 4
    • our workPreviously non-existent, The program also aimed to help position employers as best-in-class, allowing a higher likelihood of attracting new workers. A website and comprehensive onlinethe database is now assessment application was selected as the primary means of delivering theregularly promoting Employer of Choice program. Employers are rated based on four factors, including recruitment, retention, employee performance and willingness to adapt to change.available jobs, Each factor is then measured in terms of nine strategic question sets completed byindustry information, employers, managers and employees. The results are then compiled and comparedetc. to potential to identify gaps in perception and provide recommendations to assist employers in becoming a designated “Discover Tourism Employer of Choice.”career seekers. results • ntroduced a new brand strategy to the market to fill market void left by industry I that has shared challenges but lacks linked approach due to competitive market. Prior to Discover Tourism, there was no pan-Canadian strategy that connected potential workers with the industry and rewarded best-in-class employers with preferred employer status. •  romotional efforts have built web traffic to Discover Tourism and related P e-marketing databases into the thousands, across varied demographics. Previously non-existent, the database is now regularly promoting available jobs, industry information, etc. to potential career seekers. Career fairs and other outreach efforts have brand consistency and a focused lifestyle message to attract workers. •  large number of industry organizations, including various provincial tourism A organizations, have adopted the Discover Tourism brand. •  THRC has vaulted its status as a thought-leader and relationship builder within its C industry and its government funding has been augmented with Discover Tourism sponsorship revenues from other sources. case study Canadian Tourism Human Resource Council 5