The tourism sector is one of the most promising
parts of the kingdom’s diversification efforts, and its Vision
2030 envisages the tourism sector to be a major contributor
to job creation, given the government’s aim of increasing the
number of jobs in the tourism sector by almost 50 percent to
1.5 million by 2020. Many employers today are finding that
recent graduates of Saudi Arabia are unprepared to succeed
in the workforce because they lack foundational “soft
skills.” While technical skills are often industry-specific, soft
skills such as professional communication, employers value
critical thinking, collaboration, and time management
across sectors. Soft skills should be given priority as these
play an important role in the tourism sector as these
competencies are of indispensable nature. Education
institutes need to play a pivotal role in imparting them along
with an education to manage tourist destination. This paper
is a conceptual paper. It is based on the personal experiences
of the authors and the opinions of other subject experts.
Data has been collected from various sources like articles,
newspapers, websites, reports, journals etc. Research proves
that soft skills are essential skills for any of the individuals
to excel in the upcoming sectors in Saudi Arabia. In order to
achieve 2030 Vision, soft skills can act as a powerful tool in
the hands of young aspirants
In 2014, the Federal Authority for Government HR's annual forum was focused on developing organisational capability and performance. The event gathered strategic leaders and top HR professionals from government, public and private sector organisation from across the GCC to explore approaches to driving human capital excellence.
The 4th annual FAHR International Forum in 2014 addressed the following topics:
► Nationalisation and the Retention Challenge – Debating Strategies to Retain National Talent
► The New Talent Realities for the GCC – What Expo 2020 Means for Talent
► Employee Engagement – Moving Beyond Satisfaction Measurement to Strategic Alignment
► Linking Human Capital Management to Business Performance
► Developing Leadership Pipelines In the GCC For Sustainable Growth
► Creating an Effective Performance Management Culture
► The Tip Of The Iceberg: Identifying and Developing High-Potential Talent For Business Growth
► Succession Planning in the Public Sector – Managing Internal Pools of Talent
► Employee Wellness: Can It Be the Secret To Improving Performance and Preventing Absenteeism?
Linking human capital management with tourism development and management for ...Perjaka Sejati
This document discusses the importance of linking human capital management to tourism development and management for economic survival in Nigeria. It notes that while Nigeria has natural and cultural resources for tourism, only about 1% are currently tapped due to a lack of professionalism in the public and private sector management of tourism. Effective human capital management is needed to develop the workforce and achieve the expected socio-economic benefits from tourism. The document analyzes the current state of human capital in the tourism industry in Nigeria, identifying weaknesses in education, training programs, and skills. It presents conceptual frameworks linking human capital management and tourism development, and discusses the potential impacts of improved human capital on the national economy through tourism. The document concludes that Nigeria's ability to develop a competitive
- Over 25 speakers demonstrate best in class Emiratisation
schemes - sharing with YOU the challenges, critical lessons learnt and most effective strategies
- YOUR top nationalisation challenges broken down in an
environment dedicated to live problem solving with the most
respected leaders in Emiratisation
- Exclusive access to over 100 Emirati university students from across the UAE - engage in direct dialogue with your future workforce and better understand their expectations and priorities
- More networking and interactive formats including live voting sessions, industry-led roundtables and structured speednetworking to enable exchange of insights and solutions brain storming
The State of Higher Education in the Middle EastWesley Schwalje
This article references a Tahseen Consulting study in which we explored the barriers facing women in entering science, technology, engineering, and mathematics fields in the GCC in an article in Forbes Middle East. The original article is available at http://tahseen.ae/blog/?p=980.
The document discusses contemporary tourism and issues facing the tourism industry, including human resource challenges. It covers topics like destination marketing, managing tourism knowledge, measuring the tourism sector, and the objectives and conclusions of studying tourism human resources. Key points addressed are the need to better utilize tourism workers' potential through training, developing human resources, and improving organizational culture to enhance productivity and job satisfaction.
The document discusses the human capital challenge facing Arab countries. While the region has experienced strong economic growth, labor and human resource development has not kept pace, threatening sustainable growth. There is a shortage of skilled national labor, forcing heavy reliance on expatriates in some countries. Additionally, youth unemployment is high despite a large youth population, and female labor participation is low. Together these represent an underutilization of human capital in the region. Arab CEOs view addressing education systems and the skills gap as top priorities to close this human capital challenge.
The document provides a summary of the 7th CII Global Summit on Skill Development held in Hyderabad, India in November 2016. Over 400 national and international delegates attended and discussed skills for global mobility, productivity, and matching industry demand with skilled workers. Key topics included the need for digital skills, globally transferable skills, building competencies in the informal sector, and introducing skill development at a young age. The India Skills Report 2017 was released, finding that 40% of students are employable and skills like critical thinking and communication are in high demand from employers. Engineering colleges were urged to participate in skills initiatives to increase their impact.
IMC has been working in the Russian Federation since 1999 to improve health and economic well-being through programs building local capacity. It implements small business development, agriculture, and skills training programs to promote self-reliance. IMC pays special attention to strengthening business linkages and supply chains in the region. It currently operates in six North Caucasus republics with a focus on small business development, youth skills training, public health, and gender-based violence prevention.
In 2014, the Federal Authority for Government HR's annual forum was focused on developing organisational capability and performance. The event gathered strategic leaders and top HR professionals from government, public and private sector organisation from across the GCC to explore approaches to driving human capital excellence.
The 4th annual FAHR International Forum in 2014 addressed the following topics:
► Nationalisation and the Retention Challenge – Debating Strategies to Retain National Talent
► The New Talent Realities for the GCC – What Expo 2020 Means for Talent
► Employee Engagement – Moving Beyond Satisfaction Measurement to Strategic Alignment
► Linking Human Capital Management to Business Performance
► Developing Leadership Pipelines In the GCC For Sustainable Growth
► Creating an Effective Performance Management Culture
► The Tip Of The Iceberg: Identifying and Developing High-Potential Talent For Business Growth
► Succession Planning in the Public Sector – Managing Internal Pools of Talent
► Employee Wellness: Can It Be the Secret To Improving Performance and Preventing Absenteeism?
Linking human capital management with tourism development and management for ...Perjaka Sejati
This document discusses the importance of linking human capital management to tourism development and management for economic survival in Nigeria. It notes that while Nigeria has natural and cultural resources for tourism, only about 1% are currently tapped due to a lack of professionalism in the public and private sector management of tourism. Effective human capital management is needed to develop the workforce and achieve the expected socio-economic benefits from tourism. The document analyzes the current state of human capital in the tourism industry in Nigeria, identifying weaknesses in education, training programs, and skills. It presents conceptual frameworks linking human capital management and tourism development, and discusses the potential impacts of improved human capital on the national economy through tourism. The document concludes that Nigeria's ability to develop a competitive
- Over 25 speakers demonstrate best in class Emiratisation
schemes - sharing with YOU the challenges, critical lessons learnt and most effective strategies
- YOUR top nationalisation challenges broken down in an
environment dedicated to live problem solving with the most
respected leaders in Emiratisation
- Exclusive access to over 100 Emirati university students from across the UAE - engage in direct dialogue with your future workforce and better understand their expectations and priorities
- More networking and interactive formats including live voting sessions, industry-led roundtables and structured speednetworking to enable exchange of insights and solutions brain storming
The State of Higher Education in the Middle EastWesley Schwalje
This article references a Tahseen Consulting study in which we explored the barriers facing women in entering science, technology, engineering, and mathematics fields in the GCC in an article in Forbes Middle East. The original article is available at http://tahseen.ae/blog/?p=980.
The document discusses contemporary tourism and issues facing the tourism industry, including human resource challenges. It covers topics like destination marketing, managing tourism knowledge, measuring the tourism sector, and the objectives and conclusions of studying tourism human resources. Key points addressed are the need to better utilize tourism workers' potential through training, developing human resources, and improving organizational culture to enhance productivity and job satisfaction.
The document discusses the human capital challenge facing Arab countries. While the region has experienced strong economic growth, labor and human resource development has not kept pace, threatening sustainable growth. There is a shortage of skilled national labor, forcing heavy reliance on expatriates in some countries. Additionally, youth unemployment is high despite a large youth population, and female labor participation is low. Together these represent an underutilization of human capital in the region. Arab CEOs view addressing education systems and the skills gap as top priorities to close this human capital challenge.
The document provides a summary of the 7th CII Global Summit on Skill Development held in Hyderabad, India in November 2016. Over 400 national and international delegates attended and discussed skills for global mobility, productivity, and matching industry demand with skilled workers. Key topics included the need for digital skills, globally transferable skills, building competencies in the informal sector, and introducing skill development at a young age. The India Skills Report 2017 was released, finding that 40% of students are employable and skills like critical thinking and communication are in high demand from employers. Engineering colleges were urged to participate in skills initiatives to increase their impact.
IMC has been working in the Russian Federation since 1999 to improve health and economic well-being through programs building local capacity. It implements small business development, agriculture, and skills training programs to promote self-reliance. IMC pays special attention to strengthening business linkages and supply chains in the region. It currently operates in six North Caucasus republics with a focus on small business development, youth skills training, public health, and gender-based violence prevention.
Scope of human resource management in tourismAMALDASKH
This document discusses the importance of human resource development (HRD) in the tourism industry. It makes several key points:
1) HRD is important for the tourism industry as it is a labor-intensive service industry that requires knowledgeable and skilled workers. Proper HRD can help achieve sustainable tourism development.
2) The tourism industry offers many job opportunities but requires workers with a range of skills. HRD is needed to reduce skills gaps and ensure workers can meet the needs of tourists.
3) An important goal of HRD is to develop tourism products and services through packaging and marketing which rely on human factors. HRD is thus crucial for the tourism industry.
Human resource is an essential determinant of economic growth and development. It consists
of different factors like education, health, migration, vocational training and (information
technology) IT development vocational training and skill development are among them.
Vocational training improves the productivity and production and enhances the efficiency of
the labour force. This paper attempts a study of skill development to facilitate higher growth
in economy.
This document provides an overview of tourism in India. It begins by defining tourism and discussing international tourism statistics such as the top destinations worldwide based on arrivals and earnings. It then discusses India's potential as a tourist destination due to its diverse landscapes, cultures, and heritage. Some key types of tourism in India are mentioned like heritage, ecotourism, adventure, wildlife, pilgrimage, and medical tourism. Government policies to promote tourism in India are also briefly outlined. The main points are that tourism is an important industry for India's economy and foreign exchange earnings, and that the country is expected to become a leading tourism destination in South Asia by 2020 due to its variety of offerings.
Start Your Own Business - Travel Entrepreneurship Program By Travel Gurukul ...Lalit Wason
This document summarizes the Travel Gurukul entrepreneurship program. It aims to train students to start their own travel businesses within 3 months. The program includes 3 levels - foundation, professional, and enterprise. Coursework covers travel industry skills like booking tickets and tours as well as entrepreneurship skills like marketing, lead generation, and business management. The program emphasizes that students can earn significantly through owning a travel business compared to traditional jobs or courses. Overall, the program aims to help students launch successful travel entrepreneurship ventures.
The document provides a summary of the first issue of the IFTDO News for 2016. It includes the following highlights:
1) The 45th IFTDO World Conference will be held in Bahrain from March 21-23, 2016 with the theme "Lessons from Leaders". Senior executives from various international companies will speak.
2) The new International Journal of HRD Practice, Policy & Research is being launched at the conference in partnership with the University Forum for HRD.
3) Winners of the 2016 IFTDO Global Awards are announced, with the Industrial Training Fund Nigeria winning overall for their technical/vocational skills training submission.
Consumer to Creator: Advancing Entrepreneurship in the UAEWDU15
This document discusses advancing entrepreneurship in the UAE. It provides context on the UAE's commitment to building a knowledge economy and transitioning to innovation-driven growth. It analyzes the country's progress according to models of economic development. Specifically, it notes that while the UAE performs well in infrastructure and market efficiency, it needs to improve education, technology adoption and innovation to fully transition from efficiency-driven to innovation-driven. Small businesses are highlighted as important economic drivers that can aid this transition by igniting entrepreneurship.
Emiratization is a policy aimed at reducing reliance on expatriate labor and increasing employment of UAE nationals in the private sector through quotas. It was introduced in 2000 and initially focused on the banking and financial sectors. While government jobs provide better benefits, UAE nationals make up only about 2% of the private sector workforce due to perceptions of lower productivity, skills, and English ability among nationals. Emiratization policies have since imposed quotas, fees for employing expats, and incentives for hiring nationals to encourage greater private sector participation.
Download from here detailed admission brochures for 2016 of one of the best University for Technology and Management in Shillong i.e. UTM Shillong and enroll now for your seat before the last day. For any query and information visit UTM website
This document discusses how the formation of the ASEAN Economic Community (AEC) at the end of 2015 will impact talent management strategies in Southeast Asia. It outlines that the AEC will create a single market of over 600 million people and $2 trillion in combined GDP, presenting major business opportunities. However, it also means increased competition for talent as mobility across the region rises. The article evaluates the impact on different types of companies and recommends five tactics for regional HR teams to make their talent strategies ready for the AEC: 1) Strengthen partnerships with business, 2) Embrace talent mobility, 3) Reinforce regional employee value propositions, 4) Develop flexible compensation, and 5) Invest in leadership development. SMEs and
Pakistan, a leaderless leader in economic growth potential among emerging mar...SUN&FZ Associates
When those who are given the mandate to govern, make the country ungovernable then the only way out for the civil society is to lead the way to show the leaders that those who are mislead can lead too when the time comes. It is far more important to self-govern than handing over the right to govern to those who cannot see beyond their nose.
The document discusses the strategic role of human resources (HR) in supporting India's Skill India initiative. It outlines several ways HR can partner to develop skills, including setting up training centers, developing trainers, implementing a talent supply chain model, and innovative training programs. HR is well-positioned to collaborate across government, industry, and society to help train the large number of youth needed and ensure skills align with market demands. By taking a strategic role, HR can help achieve the goal of training 500 million people by 2020 and support India's continued economic and social development.
Cox & Kings is the oldest travel company in the world founded in 1758 and operates in three key verticals - Leisure, Education, and Hybrid Hotels. Peter Kerkar is the Group CEO who has overseen the company's expansion from selling tours of India to global geographies. Under his leadership, Cox & Kings has transformed into a diversified, multinational travel conglomerate focused on the new-age global consumer.
10 most trusted corporate travel management companiesMerry D'souza
In the issue of “The 10 Most Trusted Corporate Travel Management Companies”, we have presented the pioneer corporate travel organization providers, who have accomplished trademark by providing state-of-the-art travel solutions and are well equipped for continuing the travel-industries future. The journey of our magazine begins with Cover story, Kesari Tours which is corporate travel ability provider, which believes in evolution and affluence of Indian traveling.
This document provides an overview of a research proposal on Emiratisation and retaining Emirati employees in private organizations, using Al Fahim Group as a case study. Some key points:
- The UAE government launched the Emiratisation initiative to increase employment of Emiratis, especially in the private sector. This research aims to study retention strategies at Al Fahim Group.
- Al Fahim Group is a large diversified company that runs a national training program called Tatweer to develop Emirati employees' skills over 12 months.
- The research goals are to incorporate Emiratisation across all private sectors and help Emiratis become leaders.
- Strategic plans to achieve Emirat
India aims to achieve 100% functional literacy by ensuring every Indian can read and write. It also aims to build a 700 million strong globally employable workforce, including 200 million university graduates and 500 million skilled people. Additionally, India seeks to develop world-class infrastructure to become a global hub for knowledge creation, talent development, and entrepreneurial incubation. The document outlines strategies to achieve these goals such as increasing access to education, emphasizing experiential learning over rote memorization, expanding vocational training programs, improving higher education infrastructure, and developing globally recognized skills standards and certification.
The Need for Strategic Training and Development of Iskandar Malaysia Workforceinventionjournals
The success of any organization largely depends on the knowledge, skills, and abilities of their workers. Therefore, strategic training and development of Iskandar Malaysia (IM) workforce is of paramount importance, as this will enable it to execute quality product. Although there have been initiatives to improve training and development of the construction workforce in IM, yet many researchers argue that these efforts are inadequate. To enhance the development of good products and excellent services in IM, adequate planning, designing, implementing, and evaluating of training programs is required. The objective of this conceptual paper is to critically analyze the current situation of Iskandar Malaysia as regards to strategic training and developments of its workforce, to enable us to recommend a new approach to this effect. This will be achieved through review of previous publications, such as published professional journals, academic works, internet search, and other relevant literature. After a detailed review, it was discovered that the training and skill development programs available for IM workforce have not been able to tackle the issue of skilled labour shortage, resulting to low productivity. Hence, this study proposes the Strategic Training and Development Process (STDP) to the management of IM, for the purpose of workforce development and organizations’ growth
This document summarizes the challenges of youth employment in Tanzania. It finds that while Tanzania has experienced high GDP growth, it has failed to create enough productive jobs. With nearly 1 million new entrants to the labor market annually and low earnings, youth struggle to find meaningful employment. Formal sector jobs remain limited while the majority of youth work in low-skilled agriculture or the informal sector. Education quality is poor, resulting in a mismatch between the skills youth possess and the needs of the market. Current interventions to address youth unemployment lack coordination, evidence of effectiveness, and sufficient scale. The document identifies a need for further research to better understand effective policies and interventions.
Attracting and Retaining Executive Talent in AfricaHenry Scarlett
The document discusses the findings of a survey on attracting and retaining executive talent in Africa. Some key points:
1) Businesses in Kenya, Nigeria, and South Africa face a growing talent gap for executives as their economies expand rapidly. There is a scarcity of traditional management skills among leadership talent.
2) Tapping into the African diaspora who have worked or studied abroad is seen as an important source of talent, but willingness to return varies by country. It is perceived as easier now to recruit the diaspora to Kenya and Nigeria compared to 10-15 years ago.
3) To attract and retain talent, companies need to offer more than just compensation - things like empowering organizations,
National managerial talent development in ghanaian gold mining industryAlexander Decker
This document discusses national managerial talent development in Ghana's gold mining industry. It compares Western and indigenous approaches to management development.
Interviews with 26 Ghanaian managers in gold mining companies found they defined development using Western concepts, despite displaying Ghanaian identity. The document aims to assess how Western development concepts could be localized to traditional Ghanaian learning methods.
Applying indigenous methodology, the analysis compares the Western approach to an indigenous one. Results suggest traditional Ghanaian education has strong versions of elements in the Western approach, which may be more effective for driving development than Western versions.
For World Tourism Day 2023, the World Tourism Organization (UNWTO) highlights the need for more and better-targeted investments for people, for planet and for prosperity
An Industrial, Business or service organization by taking up a project study is most important part of our PGDM course & is must as per the syllabus prescribed by Indian Institute of Tourism and Travel Management. PGDM course is of administrative and managerial activity of industrial, Business or service organization. The main objective of this project study is to help the student to develop ability to practical technique to solve real life problem related to industrial Business or Service organization.
Scope of human resource management in tourismAMALDASKH
This document discusses the importance of human resource development (HRD) in the tourism industry. It makes several key points:
1) HRD is important for the tourism industry as it is a labor-intensive service industry that requires knowledgeable and skilled workers. Proper HRD can help achieve sustainable tourism development.
2) The tourism industry offers many job opportunities but requires workers with a range of skills. HRD is needed to reduce skills gaps and ensure workers can meet the needs of tourists.
3) An important goal of HRD is to develop tourism products and services through packaging and marketing which rely on human factors. HRD is thus crucial for the tourism industry.
Human resource is an essential determinant of economic growth and development. It consists
of different factors like education, health, migration, vocational training and (information
technology) IT development vocational training and skill development are among them.
Vocational training improves the productivity and production and enhances the efficiency of
the labour force. This paper attempts a study of skill development to facilitate higher growth
in economy.
This document provides an overview of tourism in India. It begins by defining tourism and discussing international tourism statistics such as the top destinations worldwide based on arrivals and earnings. It then discusses India's potential as a tourist destination due to its diverse landscapes, cultures, and heritage. Some key types of tourism in India are mentioned like heritage, ecotourism, adventure, wildlife, pilgrimage, and medical tourism. Government policies to promote tourism in India are also briefly outlined. The main points are that tourism is an important industry for India's economy and foreign exchange earnings, and that the country is expected to become a leading tourism destination in South Asia by 2020 due to its variety of offerings.
Start Your Own Business - Travel Entrepreneurship Program By Travel Gurukul ...Lalit Wason
This document summarizes the Travel Gurukul entrepreneurship program. It aims to train students to start their own travel businesses within 3 months. The program includes 3 levels - foundation, professional, and enterprise. Coursework covers travel industry skills like booking tickets and tours as well as entrepreneurship skills like marketing, lead generation, and business management. The program emphasizes that students can earn significantly through owning a travel business compared to traditional jobs or courses. Overall, the program aims to help students launch successful travel entrepreneurship ventures.
The document provides a summary of the first issue of the IFTDO News for 2016. It includes the following highlights:
1) The 45th IFTDO World Conference will be held in Bahrain from March 21-23, 2016 with the theme "Lessons from Leaders". Senior executives from various international companies will speak.
2) The new International Journal of HRD Practice, Policy & Research is being launched at the conference in partnership with the University Forum for HRD.
3) Winners of the 2016 IFTDO Global Awards are announced, with the Industrial Training Fund Nigeria winning overall for their technical/vocational skills training submission.
Consumer to Creator: Advancing Entrepreneurship in the UAEWDU15
This document discusses advancing entrepreneurship in the UAE. It provides context on the UAE's commitment to building a knowledge economy and transitioning to innovation-driven growth. It analyzes the country's progress according to models of economic development. Specifically, it notes that while the UAE performs well in infrastructure and market efficiency, it needs to improve education, technology adoption and innovation to fully transition from efficiency-driven to innovation-driven. Small businesses are highlighted as important economic drivers that can aid this transition by igniting entrepreneurship.
Emiratization is a policy aimed at reducing reliance on expatriate labor and increasing employment of UAE nationals in the private sector through quotas. It was introduced in 2000 and initially focused on the banking and financial sectors. While government jobs provide better benefits, UAE nationals make up only about 2% of the private sector workforce due to perceptions of lower productivity, skills, and English ability among nationals. Emiratization policies have since imposed quotas, fees for employing expats, and incentives for hiring nationals to encourage greater private sector participation.
Download from here detailed admission brochures for 2016 of one of the best University for Technology and Management in Shillong i.e. UTM Shillong and enroll now for your seat before the last day. For any query and information visit UTM website
This document discusses how the formation of the ASEAN Economic Community (AEC) at the end of 2015 will impact talent management strategies in Southeast Asia. It outlines that the AEC will create a single market of over 600 million people and $2 trillion in combined GDP, presenting major business opportunities. However, it also means increased competition for talent as mobility across the region rises. The article evaluates the impact on different types of companies and recommends five tactics for regional HR teams to make their talent strategies ready for the AEC: 1) Strengthen partnerships with business, 2) Embrace talent mobility, 3) Reinforce regional employee value propositions, 4) Develop flexible compensation, and 5) Invest in leadership development. SMEs and
Pakistan, a leaderless leader in economic growth potential among emerging mar...SUN&FZ Associates
When those who are given the mandate to govern, make the country ungovernable then the only way out for the civil society is to lead the way to show the leaders that those who are mislead can lead too when the time comes. It is far more important to self-govern than handing over the right to govern to those who cannot see beyond their nose.
The document discusses the strategic role of human resources (HR) in supporting India's Skill India initiative. It outlines several ways HR can partner to develop skills, including setting up training centers, developing trainers, implementing a talent supply chain model, and innovative training programs. HR is well-positioned to collaborate across government, industry, and society to help train the large number of youth needed and ensure skills align with market demands. By taking a strategic role, HR can help achieve the goal of training 500 million people by 2020 and support India's continued economic and social development.
Cox & Kings is the oldest travel company in the world founded in 1758 and operates in three key verticals - Leisure, Education, and Hybrid Hotels. Peter Kerkar is the Group CEO who has overseen the company's expansion from selling tours of India to global geographies. Under his leadership, Cox & Kings has transformed into a diversified, multinational travel conglomerate focused on the new-age global consumer.
10 most trusted corporate travel management companiesMerry D'souza
In the issue of “The 10 Most Trusted Corporate Travel Management Companies”, we have presented the pioneer corporate travel organization providers, who have accomplished trademark by providing state-of-the-art travel solutions and are well equipped for continuing the travel-industries future. The journey of our magazine begins with Cover story, Kesari Tours which is corporate travel ability provider, which believes in evolution and affluence of Indian traveling.
This document provides an overview of a research proposal on Emiratisation and retaining Emirati employees in private organizations, using Al Fahim Group as a case study. Some key points:
- The UAE government launched the Emiratisation initiative to increase employment of Emiratis, especially in the private sector. This research aims to study retention strategies at Al Fahim Group.
- Al Fahim Group is a large diversified company that runs a national training program called Tatweer to develop Emirati employees' skills over 12 months.
- The research goals are to incorporate Emiratisation across all private sectors and help Emiratis become leaders.
- Strategic plans to achieve Emirat
India aims to achieve 100% functional literacy by ensuring every Indian can read and write. It also aims to build a 700 million strong globally employable workforce, including 200 million university graduates and 500 million skilled people. Additionally, India seeks to develop world-class infrastructure to become a global hub for knowledge creation, talent development, and entrepreneurial incubation. The document outlines strategies to achieve these goals such as increasing access to education, emphasizing experiential learning over rote memorization, expanding vocational training programs, improving higher education infrastructure, and developing globally recognized skills standards and certification.
The Need for Strategic Training and Development of Iskandar Malaysia Workforceinventionjournals
The success of any organization largely depends on the knowledge, skills, and abilities of their workers. Therefore, strategic training and development of Iskandar Malaysia (IM) workforce is of paramount importance, as this will enable it to execute quality product. Although there have been initiatives to improve training and development of the construction workforce in IM, yet many researchers argue that these efforts are inadequate. To enhance the development of good products and excellent services in IM, adequate planning, designing, implementing, and evaluating of training programs is required. The objective of this conceptual paper is to critically analyze the current situation of Iskandar Malaysia as regards to strategic training and developments of its workforce, to enable us to recommend a new approach to this effect. This will be achieved through review of previous publications, such as published professional journals, academic works, internet search, and other relevant literature. After a detailed review, it was discovered that the training and skill development programs available for IM workforce have not been able to tackle the issue of skilled labour shortage, resulting to low productivity. Hence, this study proposes the Strategic Training and Development Process (STDP) to the management of IM, for the purpose of workforce development and organizations’ growth
This document summarizes the challenges of youth employment in Tanzania. It finds that while Tanzania has experienced high GDP growth, it has failed to create enough productive jobs. With nearly 1 million new entrants to the labor market annually and low earnings, youth struggle to find meaningful employment. Formal sector jobs remain limited while the majority of youth work in low-skilled agriculture or the informal sector. Education quality is poor, resulting in a mismatch between the skills youth possess and the needs of the market. Current interventions to address youth unemployment lack coordination, evidence of effectiveness, and sufficient scale. The document identifies a need for further research to better understand effective policies and interventions.
Attracting and Retaining Executive Talent in AfricaHenry Scarlett
The document discusses the findings of a survey on attracting and retaining executive talent in Africa. Some key points:
1) Businesses in Kenya, Nigeria, and South Africa face a growing talent gap for executives as their economies expand rapidly. There is a scarcity of traditional management skills among leadership talent.
2) Tapping into the African diaspora who have worked or studied abroad is seen as an important source of talent, but willingness to return varies by country. It is perceived as easier now to recruit the diaspora to Kenya and Nigeria compared to 10-15 years ago.
3) To attract and retain talent, companies need to offer more than just compensation - things like empowering organizations,
National managerial talent development in ghanaian gold mining industryAlexander Decker
This document discusses national managerial talent development in Ghana's gold mining industry. It compares Western and indigenous approaches to management development.
Interviews with 26 Ghanaian managers in gold mining companies found they defined development using Western concepts, despite displaying Ghanaian identity. The document aims to assess how Western development concepts could be localized to traditional Ghanaian learning methods.
Applying indigenous methodology, the analysis compares the Western approach to an indigenous one. Results suggest traditional Ghanaian education has strong versions of elements in the Western approach, which may be more effective for driving development than Western versions.
For World Tourism Day 2023, the World Tourism Organization (UNWTO) highlights the need for more and better-targeted investments for people, for planet and for prosperity
An Industrial, Business or service organization by taking up a project study is most important part of our PGDM course & is must as per the syllabus prescribed by Indian Institute of Tourism and Travel Management. PGDM course is of administrative and managerial activity of industrial, Business or service organization. The main objective of this project study is to help the student to develop ability to practical technique to solve real life problem related to industrial Business or Service organization.
The project is on digital marketing for hospitality industry with main reference to hotels. The project also looks into keeping track of generation Y and Z, also understanding their importance.
This document summarizes a student project on tourism taxation and its effects on the Indian hotel industry and economy. It includes an acknowledgements section, declaration, teacher's certificate, table of contents, and outlines the objectives and methodology of the study. The chapters will cover tourism taxation, the hotel industry, the impact of tourism taxation, and results from a survey conducted. The goal is to provide insights into tourism and hotels to help inform tourists and prepare people for careers in the growing industry.
Shift, Update: Hospitality Education Looks at Revamphemantkumar614406
One of the fastest-growing sectors, Hospitality has grown at a rapid pace over the last few decades. While pre-Covid, the sector contributed over 7% to the country’s GDP and employed nearly 9% of the total workforce, it has always struggled with a shortage of trained manpower. Posing a significant threat to the sector’s recovery post-pandemic.
The Effect of Undergraduates’ Perception on Career Selection in Tourism and H...Dr. Amarjeet Singh
The tourism and hospitality industry is struggling with the issue of attracting and retaining quality educated employees. It has led to a shortage of skilled personnel to staff the growing tourism and hospitality businesses, after the COVID 19 Pandemic. The job turnover rate in the tourism and hospitality sector rose due to the contemporary situation in the world. Especially, the promogulated lockdown and travel ban adversely affected the job security of the employees in the tourism and hospitality sector. Thus, the objective of this study is to identify the effect of undergraduates’ perception on career selection in tourism and hospitality industry. A total of 120 undergraduates representing three state universities were selected using stratified sampling method for this study. Primary data was collected via structured questionnaire. Quantitative data analysis methods along with the descriptive, correlation and multiple regressions were utilized to analyze the data using SPSS. Results confirmed that personal factors, educational factors and industrial factors impact on the willingness of career selection in tourism and hospitality industry. Moreover, personal factors are most influential to the career selection of undergraduates. Thus, Universities must enhance the opportunities for practical exposures, attitude development, sign memorandum of understanding, updating curriculum to shape the undergraduate perceptions.
Nationalisation 2.0: Real-Life Case Studies and a Toolkit for Implementing Su...The HR Observer
This interactive, action-oriented session led by nationalisation experts will provide participants with practical tools on creating and implementing sustainable strategies based on the unique Nationalisation 2.0TM model. The session will highlight latest research on national talent and provide real-life case-studies from leading employers in the GCC. It will focus on a holistic approach to nationalisation – on how to attract, engage, perform, develop & retain talent. Delegates will receive their own toolkits to implementing Nationalisation programmes.
David Jones, Managing Director, The Talent Enterprise
Radhika Punshi, Consulting Director, The Talent Enterprise
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Role of Soft Skills in Tourism Industry in Saudi Arabia
1. International Journal of Engineering and Management Research e-ISSN: 2250-0758 | p-ISSN: 2394-6962
Volume- 9, Issue- 4 (August 2019)
www.ijemr.net https://doi.org/10.31033/ijemr.9.4.14
87 This work is licensed under Creative Commons Attribution 4.0 International License.
Role of Soft Skills in Tourism Industry in Saudi Arabia
Suheela Shabir1
and Renu Sharma2
1
Assistant Professor, College of Business and Administration, Princess Noura Bint Abdul Rahman University, Riyadh,
SAUDI ARABIA
2
Assistant Professor, College of Business and Administration, Princess Nora Bint Abdul Rahman University, Riyadh,
SAUDI ARABIA
1
Corresponding Author: SShabir@pnu.edu.sa
ABSTRACT
The tourism sector is one of the most promising
parts of the kingdom’s diversification efforts, and its Vision
2030 envisages the tourism sector to be a major contributor
to job creation, given the government’s aim of increasing the
number of jobs in the tourism sector by almost 50 percent to
1.5 million by 2020. Many employers today are finding that
recent graduates of Saudi Arabia are unprepared to succeed
in the workforce because they lack foundational “soft
skills.” While technical skills are often industry-specific, soft
skills such as professional communication, employers value
critical thinking, collaboration, and time management
across sectors. Soft skills should be given priority as these
play an important role in the tourism sector as these
competencies are of indispensable nature. Education
institutes need to play a pivotal role in imparting them along
with an education to manage tourist destination. This paper
is a conceptual paper. It is based on the personal experiences
of the authors and the opinions of other subject experts.
Data has been collected from various sources like articles,
newspapers, websites, reports, journals etc. Research proves
that soft skills are essential skills for any of the individuals
to excel in the upcoming sectors in Saudi Arabia. In order to
achieve 2030 Vision, soft skills can act as a powerful tool in
the hands of young aspirants.
Keywords-- Tourism, Soft Skills, Communication,
Education, Employment
I. INTRODUCTION
Tourism is witnessing a continuous increase.
The industry has surpassed the growth of the economy
worldwide (World Travel and Tourism Council, 2017).
Based on this, tourism sector has become one of the
important and crucial industries to study and explore.
"Tourism comprises the activities of persons travelling to
and staying in places outside their usual environment for
not more than one consecutive year for leisure, business
and other purposes." (UNWTO, 2014), It can be seen as
“an umbrella concept” as it involves subjects like
sociology, psychology, geography and economics etc.
(Lundberg et al. 1995). Tourism has become one of the
prime factors of income for many countries and the
related services should be maintained and developed by
well equipped workforce on regular basis to provide
memorable experiences to the tourists. The motto to excel
in Tourism industry is” Welcome a visitor, send back a
friend”. This industry is a service dominating industry
and service revolves around customers and their
satisfaction.
With its varied geography and young population,
The Kingdom of Saudi Arabia shows huge potential for
tourism and entertainment in the region which is blessed
with many rich assets. Its geographic, cultural, social,
demographic and economic advantages have enabled it to
take a leading position in the world. However, despite
high local demand and levels of consumer spending, the
tourism sector has not been a strong performer in the
local economy yet, offering sizeable growth opportunities
for small and medium enterprises (SMEs), foreign
investments and public-private partnership projects.Saudi
Vision 2030, a strategic blueprint that maps out a future
for Saudi Arabia, plans to reduce their dependency on oil
by diversifying the economy towards service sectors like
education, entertainment and tourism. The plan is to
create new jobs and attract foreign investors to the
tourism industry through its mission to “diversify and
enrich entertainment experiences around the Kingdom of
Saudi Arabia”. By the year 2020, KSA aims to attract
1.5m touristand the focal point of government strategy is
to strengthen the economy
(https://www.arabianbusiness.com/saudi-arabia-aims-
attract-1-5m-tourists-by-2020-634057.html). Mecca
enjoys competitive advantage for religious tourism but
Vision 2030announced non-religiously tourism also. E-
Visas will be issued to foreign visitors who will come to
attend concerts, Saudi culture and sporting events. Saudi
Arabia’s diverse terrain offers a wide variety of scenery,
while its captivating history, rich culture and significance
for Islam could make it an attractive tourist destination in
the future if the tourism visa program is expanded. There
are registered archaeological sites, as well as several
UNESCO World Heritage sites across the Kingdom. Rise
in tourism will bring a decline in the unemployment
levels of the Kingdom from 12.8 to 7 percent and female
participation in is expected to increase from the current
level of 17.8 percent to 30 percent by 2030. Jobs in the
sector mostly require people with high variety of soft
skills and expertise in handling a tourist, which is the
heart and foundation of tourism.The visitors should be
given a warm welcome and a memorable experience by
well trained and qualified workforce as tourism sells
experiencesCity and Guilds Group survey in partnership
with Change board (2017) “Building the talent pipeline in
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88 This work is licensed under Creative Commons Attribution 4.0 International License.
Saudi Arabia”, revealed that the skills most difficult to
find right now are job-specific skills (65%); leadership
skills (62%); soft skills (35%); strategic insight and
planning (29%); communication skills (24%); IT skills
(18%); and customer service skills (12%). And this is the
biggest challenge. In order to achieve Vision 2030,
necessary actions must be taken to enrich the future and
present workforce with the desired skills so that
objectives of Vision 2030 can be achieved.
II. SOFT SKILLS AND ITS
IMPORTANCE
Education is a continuous process of overall
development of personality and skills of an individual. It
has a huge impact on one’s adaptability and adjustability
with the changing business environment. Higher
education should be in harmony with the requirements of
big and small enterprises which are looking for “ready to
be employed” graduates. The individuals with right skill
set and knowledge can only benefit from the integration
with globalization of economy, the other individual who
lack the skills and knowledge will be left behind. Many
researchers emphasize the importance of soft skills that
employers value, rather than focusing heavily on
intellectual skills [Dench, 1997; Hunt & Baruch, 2003;
Nabi, 2003]. Employers are no more interested with
individuals who have only specific skills and lack the
other significant skills, particularly the soft skills.
Skilfulemployees are considered as an asset that are
acquired and valued throughout the lifetime of the
organization. The graduates must understand and use
their skills and knowledge effectively atthe workplace.
Knowledge and skills keep changing as per the
technology, environment and market demand change;
inevitably the employee is also required to adapt the
changes in skills and knowledge. The need of the hour is
to impart education and knowledge involving hard skills
and soft skills to climb up organizational ladder. Such
initiative can lead to a maximum development of
potentialities and discover the best in the young society
donors.And these fully equipped future leaders cam help
in achieving vision 2030.
Thisisaconceptualpaperemphasizingontheroleof
softskills in the tourism industry of Saudi Arabia.Skill is
an ability of an individual to use one's knowledge
effectively in performance. Individuals should have a
skill to express their thoughts and feelings in the most
acceptable and desirable manner. This makes you
confident and different from others. Skill
Development means developing yourself and
your skill sets to add value to the self, organization,
society and nation. There are two main types of skills that
employers look for: hard skills and soft skills. Hard-skills
enable an individual to get a good job in the market but
are not enough for the growth and progress in the
corporate world. Soft-skills enable to get success;
satisfaction and survival in the job as it improves
emotional intelligence, commitment, stability,
interactions and performance. If you want a job, have
hardskills, if you want a career, have soft skills. Hard
skills are visible like your degree, typing speed etc.
whereassoft skills are those skills that are required to
make you employable. They are also known as "people
skills”. Important soft skills required by the education
seekers to excel at the workplace are mentioned below.
According to Jammal (2015), in his publication naming
“Student Leadership and appropriate activities” following
skills were highlighted:
Communication skills: Communication is an art of
exchanging information, ideas and 70% of our time in
receiving and sending messages and information. One
should enrol in activities that will require them to make
speeches or presentations or communicate with the
general public. Therefore, speaking and writing clearly
are essential keys to success.
Leadership skills: Leadership is an important skill for all.
If we start preparing teaching our children to be mentally
strong and stable from their childhood, then this will help
them to become strong personalities while growing up.
One easy way to teach leadership is to regularly organize
curricular and extracurricular activities
Problem handling skills: Difference of opinion leads to
conflict. Little conflict is a healthy sign of growth as it
generates competition and creative thinking. But it must
be resolved timely otherwise it creates distrust among the
members. Basic skills required to handle problems are
effective listening, communication, self-discipline,
critical and innovative and a sense of personal
responsibility. For a strong and healthy relational bond,
conflict resolution is a must otherwise if mismanaged; it
can cause great harm to a relationship.
Money management and Negotiation skills: Managing
money is an important skill for the young society donors.
Being able to manage money, on a personal level as well
as on a business or corporate level, is important to be
leaders someday. High-powered positions almost always
have some sort of financial or budgeting aspect to the job.
Money Management helps them make good decisions on
how to spend and save so that they learn the value of
money.
Time management: Time is money. Time is a more
precious and valuable resource than real estate, gold, oil,
or gasoline).
III. TOURISM AND SOFT SKILLS
In context of tourism and hospitality sector, this
skill is extremely important. According to the Department
of Tourism, Leisure, Hotel and Sport Management in
2015, “The hospitality workplace demands skills such as
problem solving, critical thinking, emotional intelligence,
maintaining professional and ethical standards, and
leadership”. In contrast to hard skills or technical skills
required for employment, employers value soft skills
across sectors. An analysis by the career-networking site
LinkedIn found that the ability to communicate is most
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89 This work is licensed under Creative Commons Attribution 4.0 International License.
predictive of Linkedin members getting hired, followed
by “organization, capacity for teamwork, punctuality,
critical thinking, social savvy, creativity, and
adaptability.” In short, soft skills pay off.
There are also specific skill needs defined by
labour category. Managers are expected to possessthe
following skills and competences: computer skills,
business and strategic planning, strategic alliances,
management skills, management through visions and
values, yield management, product development,
innovation, human resource management,Destination
management, project management, management skills to
cope with globalization
influences, change management, marketing and sales
skills (EC, 2001, p. 26).
IV. ROLE OF EDUCATION
INSTITUTES IN IMPARTING SOFT
SKILLS
There’s a strong need for collaboration between
business and education. Educational institutions have a
responsibility to ensure that the required competencies
are mastered by students (Moncarz& Kay, 2005).
Previous studies have shown that there are differences
between educators and industry professionals in what
constitute the important competencies (e.g., Sigala&
Baum 2003). On the one hand, when teachers know
which soft skills they should be emphasizing, they are not
able to make simple, effective changes as they lack
flexibility, resources, and support to bridge the soft skills
gap on their own and require help from credible partners.
On the other hand, there is a lack of awareness on the
skills employers are looking for their businesses to
excel. Unfortunately, the current approach of waiting to
bridge an employee’s skills gap “on the job” is too
expensive. To create a reliable talent pipeline, businesses
have to work hand-in-hand with education institutes to fill
this gap. Ultimately, the goal is to match program
outcomes with industry needs and simultaneously to
provide a higher education without falling into the trap of
the tyranny of relevance (Lashley, 2004).
It is said that “the true education of the intellect
can come only through the development of body and
mind with a corresponding awakening of the soul. Man is
neither mere intellect nor the gross animal body nor the
heart or soul alone. A proper and harmonious
combination of the body, mind and soul is required for
making of the whole man” (Anis 2017).
In short, higher education institutions are called
on to hone the necessary skill which involves providing
vocational training, management knowledge as well as
general academic education and in order to bridge up the
skill gap in KSA. Higher Educational Institutions need to
acts as a positive catalyst and facilitate students to take a
deserving place outside. Personality and Skill
Development programs through interactive and
participation model/approach will bring enhancement and
grooming with a positive change in life. It should include
lessons through real life case studies, management games,
group discussions, debates, customer handling role plays,
public speaking seminars, and regular presentations. Such
activities demand lot of participation by the student.
Youth is a period of maximum energy and potency. The
proposed approach will bring zeal and vigour to use their
innovative ideas and critical thinking. They will display
their team and group skills which will flourish their
interpersonal skill set. They will be in a position to
represent their framework. They will be enthusiastic to
channelize their energy towards accomplishing their goal
of getting a deserving position in the society and
becoming a responsible citizen of KSA. This can improve
personality and groom leadership, communication,
facilitation, interpersonal, team building etc skill set of
young society donors. This will make them ready to be
employed for the upcoming tourism and other sector in
the Kingdom.
This study contributes to the existing literature
on tourism management in higher education by
identifying the competencies deemed to be important for
this industry. It will assist educators by analysing the
bigger picture which will help promote a curricula
customised to professional needs. Rapid changes in the
tourism industry will demand constant research updating.
V. REVIEW OF LITERATURE
Kaplan. L (2004) in the study entitled, “Skills
development in tourism: South Africa’s tourism-led
development strategy” discussed the role of skills and its
development in advancing south Africa’s tourism led
development strategy. Skills development had a central
role to play in ensuring the effective and sustainable
transformation development of tourism industry. The
emphasized the role of soft skills and its development
among the workforce if tourism was to reach its potential
in contributing to socio economic development and for
job creation and business opportunities.
There were specific skills needed for tourism
sector to grow in the country. At management level, these
were rather transversal skills; hence tourism managers
should had an educational background in accountancy,
marketing, law, economics, etc. Nevertheless, managers
were expected to possess computer skills, business and
strategic planning, management skills, management
through visions and values, to cope up with globalisation
influences, said IIina.O.S. and Tessaring.M (2005), in
their publication based on the proceedings of the
international workshop “Trends and Skills needs in
Tourism”.
The competencies identified as essential by Kay
& Russette (2000) include recognizing customer
problems, showing enthusiasm, maintaining professional
and ethical standards, cultivating a climate of trust, and
adapting creatively to change. Other researchers
emphasise the ability to cope with emotional demands
(e.g., Johanson & Woods, 2008), to empathise with
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90 This work is licensed under Creative Commons Attribution 4.0 International License.
customers, possess emotional intelligence (Baum, 2006),
show leadership, and develop competencies associated
with interpersonal, problem-solving, and self
management skills (Raybould & Wilkins, 2006). Since
hospitality is almost by definition an international
industry, cross-cultural competencies have been identified
as fundamental.
Kalargyrou.V (2005) in the dissertation entitled
Leadership Skills and Challenges in Hospitality
Management Education tried to examine the required
skills that made administrators in hospitality management
effective and the study concluded leadership skills
followed by interpersonal , personal values ,
communications and strategic skills as one of the keys for
becoming effective leaders of tomorrow.
Hassan, S.N et.al.(2009) in their research
naming, “ The importance of soft skills in Tourism
Industry in Melaka Malaysia” founded communication
skills among the “Frontline worker” playing an important
role in forming good relations with local or foreigners .
These skills should be learned and obtained as it enabled
to communicate information to visitors effectively, to
strengthen the relationship with tourists and could attract
them to visit again and solve complex problems and build
network of relationships with foreign tourists. Therefore,
communication skills were essential in creating a good
atmosphere in the workplace and ensuring understanding
and strong links between “Frontline worker” and tourists
who visit Melaka.
Communication is vital to the success of tourism
business since it is only through effective communication
that tourism business can flourish. Effective
communication plays an overarching role in tourism”
says Babu. G. (2011) in his article naming
Communication Skills for Success: Tourism Industry
specific Guidelines.
Kostic Bobanovic. M. and Grzinic.J.(2011) in
their research study, “The importance of English
language skills in the tourism sector: A comparative study
of students/employees perceptions in Croatia” highlighted
the importance of communication skills in the hospitality
industry. In the business tourism practice oral
communication is a bit higher than written
communication, but both categories are rated high.
Kapera. I (2012) had identified strategic
planning as one of the basic functions of tourism and
recreation in Poland. The study conducted by him had
highlighted the importance of planning skills at central,
regional and local level of the countries, provinces and
municipalities. Planning skills bring appropriate
management which often helps to avoid errors for the
development of the economy.
Suh. E. et.al (2012) conducted a research to
identify core competencies that were important to the
success of future managers in the hospitality industry. A
total of 296 usable questionnaires were collected from
hospitality managers and students in the Southeastern
United States and factor analysis generated six
dimensions of core competencies: hospitality skills,
interpersonal skills, supervisory skills, food and beverage,
management skills, leadership, and communication skills.
Melvin R. Weber (2013) carried an exploratory
analysis of Soft Skill Competencies Needed for the
Hospitality Industry The purpose of this project was to
have human resource professionals rate the importance of
soft skill competencies found in literature and to
determine the relative importance of the seven categories
of soft skill competencies. The study combined new data
with existing data to complete an exploratory factor
analysis. This exploratory study found a five-component
tool that had similarities to other models found in the
literature review but also had unique differences to the
prior research.
Al-Tokhais.A.A(2016) in his thesis entitled, “
The relationship between communication effectiveness
and multicultural employees job outcomes” examined the
relationship between effective communication and
multicultural employees’ job outcomes in Saudi
hospitality and tourism organizations. The findings of the
survey type study suggested more efforts were required
by HR to encourage positive attitude among the
employees to promote effective communication skills.
City and Guilds Group survey in partnership
with Change board (2017) “Building the talent pipeline in
Saudi Arabia”, revealed that the skills most difficult to
find right now are job-specific skills (65%); leadership
skills (62%); soft skills (35%); strategic insight and
planning (29%); communication skills (24%); IT skills
(18%); and customer service skills (12%).
VI. PROBLEM STATEMENT
The study has been designed to determine the
role of soft skills in tourism in Saudi Arabia and
integration of soft skills in to the education system.
VII. OBJECTIVE OF THE STUDY
To understand the role of soft skills in tourism
sector in Saudi Arabia
VIII. RESEARCH METHODOLOGY
This paper is a conceptual paper. It is based on
the personal experiences of the authors and the opinions
of other subject experts. Data has been collected from
various sources like articles, newspapers, websites,
reports, journals etc.
IX. FINDINGS
As in previous research in other countries, the
findings suggest that tourism employers tend to see
personal qualities and interpersonal competencies as very
relevant for the field, while technical competencies are
seen generally as somehow less important. It should be
noted that in surveys of employers in general, personal
5. International Journal of Engineering and Management Research e-ISSN: 2250-0758 | p-ISSN: 2394-6962
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91 This work is licensed under Creative Commons Attribution 4.0 International License.
qualities and competencies such as tourist handling,
communication, discipline, and punctuality work ethic
have been considered as most highly valued (Redman &
Wilkinson, 2006).
1. Research proves that soft skills are essential
skills for any of the individuals to excel in the
upcoming sectors in Saudi Arabia. These are the
skills that will make young students ready to be
employed. Unfortunately, these are in scarcity
and necessary steps should be taken by the
education bodies to impart such skills among the
students like communication, planning problem
solving, leadership etc.
2. Communication skills are very important.
Tourism sells memorable experience. Effective
communication skills will be a great help to
understand people around and sending messages
for better understanding. This will strengthen the
relationship with tourists and could attract them
to visit again.
3. Hospitality skills, Interpersonal skills,
Supervisory skills, Management skills, and
Leadership can act as ones core competency.
4. Positive attitude is everything.
5. Knowledge of marketing, accounts, finance and
law is important.
6. Skills development had a central role to play in
ensuring the effective and sustainable
transformation development of tourism industry.
7. Planning skills bring appropriate management
which often helps to avoid errors for the
development of the economy.
8. Findings also revealed that business professional
soft skills do have a high positive impact on
company service delivery.
A balance must be struck between applied and
theoretical approaches, between technical competencies
and an academic curriculum in addition to developing a
complex of competencies relevant for service work. In
this resides a potential point of tension involving the
question of proportionate mix. Arriving at an optimal
approach requires a mix of expertise entailing
contributions from non-academics with relevant industrial
experience on the one hand, and on the other, from
academics having the theoretical specialties requisite to a
higher education.
X. CONCLUSION
The study brings to light the Vision 2030 of
Saudi Arabia. It has highlighted the upcoming sectors of
Tourism and Education. In order to achieve 2030 Visions,
soft skills can act as a powerful tool in the hands of young
aspirants. Soft skills should be given priority as theseplay
an important role in the tourism sector and these
competencies are of indispensable nature. Education
institutes need to play a pivotal role in imparting them
along with an education to manage tourist destination.
They should acquire adequate knowledge of economics,
management and other sciences in addition to vocational
subjects so that these skills can be displayed effectively at
workplace. Also it should be noted that tourism
management which is multidisciplinary in nature, is
increasingly becoming an academic subject. . A strong
shift in the approach is important towards teaching from
close ended approach of lecture through teacher to high
level of participation by students through interactive
approach. This will give aspirants a platform to use their
hidden skills, knowledge and competencies and they will
become groomed and polishedpersonalities to serve the
needs of the country.
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