The document discusses issues around nurturing talent in the hospitality industry. It argues that while the talent and skills of new entrants are good, the industry may not be doing enough to develop and support this talent. Specifically, it points to two key issues: 1) the gap between hospitality education and industry which limits opportunities for real-world experience, and 2) how the industry develops and mentors new talent once they enter the workforce. It calls for greater collaboration between education and industry to better prepare students for careers and allow them to gain experience through programs like internships and mentorships.

1. epmagazine.co.uk | 31
Nurturing talent | Trends
ARE WE FACING THE
HARD QUESTIONS
ON TALENT?
The industry often bemoans a lack of talent coming into the sector, but the talent is,
without question, as good as ever and the real question is whether we are nurturing
it as well as is possible? At the same time, there has for too long been a gap between
industry and educationalists. Is it time to work harder to bring all together?
F
or too many years, the industry has
argued over the same old questions.
Now surely is the time for the
industry to face up to the fact that maybe
there is a need for greater work to be done
in order to provide the answers to these
long-debated questions. Before the
arguments are made on the deep issues,
there is a need to simply recognise that the
industry has never been more popular
and, therefore, has never had a better
opportunity. The question must be
– do we have the will to create change?
The problems are deep but do need
resolving. There are two core issues that
need debate. The first is the gap between
industry and education and the second is
how the industry nurtures talent. In the
modern world, there are new challenges
and new methods.
For too long there has been a gap
between education and industry. Some
people – on both sides – have just not been
interested in solving the problem, but there
are those who have not just worked hard but
set a great example. Donald Sloan’s work
at Oxford Brookes is one such example.
He has created a mentoring programme
with 90 industry mentors to work with
students. There are other great examples
too, but more still needs to be done.
One of the arguments is that, in the
UK at least, the education sector is not
encouraged to really engage with industry.
They are rewarded by their research and
articles published in key journals. One can
understand that research is important, but
how much research by education can
industry easily cite as great examples?
One assumes that the focus on research
and published articles is driven more by
the pressure of funding rather than what
is really needed and what is right – the
development and nurturing of talent.
Research and published articles should
always be secondary to nurturing talent and
engaging industry. One cannot talk about
the skills shortages and then act in such
a way. But it is happening, and this is
created by a structure and system that is
not placing at its heart what is most
important. It is time not just for fine
words but fine actions and the need is:
•For education to ensure that it is
really educating and preparing the
future generations for industry
•That it is nurturing the future, and does
this mean closer interaction with actual
operations and work experience?
•To work closely with industry and
to develop a strong, ongoing two-way
narrative.
This issue is the fault of a structure and
system in need of change and that change
can only be generated and created by a
closer relationship between industry and
education with talent at its heart. All need to
work 1% harder to ensure we are giving back
and preparing the ground for the future.
International hotel schools act and think
differently. Les Roches International School
of Hotel Management in Switzerland has
put the importance of learning by ‘doing’ at
the heart of its strategy, alongside the theory
taught in the classroom. It recently held a
TEDx event, organised by the students and
designed to ignite meaningful conversation
and create a one-of-a-kind experience.
“It is this freedom and the desire for
inspiration and practical development that
separates this generation from those before
them,” says Matthieu Mioche, Global
Career & Alumni Manager at Les Roches.
“They are passionate for innovation and
want to apply and be part of it. Students now
have so many different clubs at the school
and events they want to organise. They

2. epmagazine.co.uk | 33
Nurturing talent | TrendsNurturing talent | Trends
32 | EP Magazine | December 2015
recently organised the ‘Future of Hospitality
Submit’, which was based on innovation and
technology. New businesses and concepts
were invited to speak and the students were
super engaged by seeking sponsors for it.”
Matthieu believes hospitality students
still need the support of a classroom and
teachers who can answer queries, but from
this a growth of knowledge is achieved by
grasping opportunities and taking on new
challenges. “You need to make sure they
don’t go in every direction, because they are
young and can be a bit wild. By nurturing
their talent, the outcome is absolutely
amazing. I hope it’s going to continue.”
This nurturing of talent is closely linked
to retention, education and information.
Professionals at any stage of their career
need to be inspired, but those leading the
way are often young people who, while
seeking support, also want to be inspired.
“I am surprised how many young people
seek advisors and have such a great thirst
for knowledge at their age,” says Matthieu.
“They seek a mentor not only during their
management training (held at businesses),
but also in their first jobs.”
This desire for a mentor who can
provide inspiration is more obvious for
those attending the best hospitality schools,
“Les Roches makes sure every teacher is
approachable and will offer advice if they
can. There is no barrier,” continues
Matthieu. “When I’m in the lobby and
a student wants to talk to me, they come
freely. That’s the difference with these
hands-on schools because we are simply
there for them, no matter what.”
Matthieu points out it can be a difficult
process at times, adding, “I tell them, ‘you
have to look at the mentoring part’. A lot of
schools are looking at this, especially with
management position in a short time while
also working in an area that appeals to them.”
Matthieu argues one possible solution
is placing young people in higher positions,
saying, “I say to hotels, why not hire a young
person and give them a shot? I have students
who are ready to run departments, or do a
good role in assistance positions.”
Companies that don’t empower younger
team members can restrict their personal
growth and external mentors could provide
the skills and experience needed for their
future workplace. Asked his thoughts on this
potential barrier, Matthieu says, “The
company may provide training but personal
development comes in many forms.
Organising and motivating is so important
because the transferable skills in this
industry can be unique and getting inspired
by those external to the industry, or in retail
or charity, is key. Diversity is key.”
For a person to grow, the connection
between a company, mentor or alumni is
very important. Matthieu believes it relies
on two factors – trust and specialising in
something. He says, “Students two years
as best we can? This is important as current
leaders have been in post longer than any
previous generation. Ask any current CEO
and they will tell you they held key posts in
their mid-20s. In fact, out of a sample of
50 industry chairmen, more than 70% held
their first board director post by the age of
35. Would that happen today? Far less likely.
One of the common criticisms is that
due to the rise of technology and instant
information, many of those that have come
through the industry do not have the same
sense of accountability and drive as previous
generations. But maybe change is needed?
Learning certainly needs to change. In
our experience, those coming through today
are easily the match of any of the previous
generation. They are passionate, intelligent,
committed, and ambitious but want to learn
in a different way. In terms of knowledge
and intelligence, they are arguably ahead
of previous generations. What they may
lack is ‘how to think in action’ – how to
think on one’s feet and solve problems.
This can only be created through both
experience and being placed in accountable
positions – and being held to account. But it
can also come through a better approach to
educating emerging talent on how to think
differently, how to problem solve and what
to focus on. This can be created by good
mentoring systems, such as the one by
Oxford Brookes. But companies need to
look at how their leaders can work better in
nurturing the talent that is coming through.
The leaders possess the knowledge, so the
question is how should this knowledge be
communicated to the next generation.
It is time to put the old debates to one
side and work together for answers. If we
have not found the solutions in the last 20
years – and many of the debates have been
going on for that long – then it reflects badly
on industry. So there is work to be done and
answers to be found. The real solution lies in
communication and engagement. It is about
people giving back and recognising that it is
a duty to mentor and nurture. The talent
is there and it is asking for help.
The answer lies in our own hands and it
is time we worked a bit harder to solve the
problems and to leave a greater legacy.
an alumni network. It is not easy because
you have to ask mentors within the alumni
to give their own time, but this is what the
new generation needs.”
A mentor provides advice based on their
own life experiences and will become part of
the individual’s network. Matthieu explains
it cannot just be those from hospitality
schools who have access to a fantastic array
of mentors in the alumni.
Students now look at companies who
have the same values as those offered by
schools like Les Roches. “Young people can
use the internet to find out more than ever
before, and if open minded, they can grow
through freedom but still with supervision,”
says Matthieu. “They know that sometimes
with older managers they will not receive
the response needed for progression. Some
companies can empower employees but
others are fairly rigid and they recognise
that career progression can take a long time
and simply won’t apply for a position there.”
Investing in an employee’s development
must be demonstrated, as some are choosing
to enter other industries. They desire a
quick return on investment following their
studies and are often given a freedom that a
traditional hierarchical hotel wouldn’t offer.
However, Matthieu believes this is not
necessarily a negative for the industry. If
they are still able to learn and keep in touch
with the industry they can still re-enter. One
of the fast-moving industries that Matthieu
has noticed appealing to many is retail.
“Retail will focus on areas that hospitality
struggles to do, such as sustainability,” he
says. “The retail industry, which can be
technically more powerful than hospitality,
will often have whole departments focused
on this subject. Young people know they can
quickly climb the ladder and achieve a
ago told me ‘I want to do events’ and I would
tell them events is a large area, would you
prefer incentive, leisure, conference? Now
the trend is ‘I want to do consultancy’ – and
I ask them, what do you want to consult in?”
This consultancy must be specialised.
“Students can become confused by a mentor
who is too generalised. In recruitment, I can
help because that’s what I specialise in. To
stay up to date and gain more knowledge,
people must go into the field and at times
seek support from independents.”
Matthieu raises some good points. The
truth is, for those outside the top hospitality
schools, no one really tells them about their
career and at any time in their career, people
will need to learn new things. Matthieu
provides this support at Les Roches, but
others may have a more difficult time. Some
will fall back on their natural talents, but to
achieve greatness, more investment is
needed. An independent external voice can
provide this and help people learn from their
weaknesses, instead of running from them.
At the same time one has to ask, are we
really nurturing the talent in our industry
“Organisingandmotivatingissoimportantbecause
thetransferableskillsinthisindustrycanbeuniqueand
gettinginspiredfromthoseexternaltotheindustry,or
inretailorcharity,iskey.Diversityiskey
”Matthieu Mioche Les Roches International School of Hotel Management
Oxford Brookes
University is
one of the best
examples of
nurturing talent
in the industry.
Mentoring, as
seen here, is an
essential part
of the training
process with
sessions from
experts in their
fields sharing
their knowledge
with students