Tourism: Prevention is better than requalification

In the near future, it is not enough for tourism management to understand whether or not the employee has skills and abilities

If, for Portugal, tourism is one of the great engines of development in the country, and this sector is characterized by the quality of the service provided, companies are obliged to invest in attracting and retaining their human capital as a strategic factor for organizational success.

The current management of Human Capital, given the problem of the high turnover rate of its employees, has to assess the specific skills needed by the employee for the position he/she intends to occupy, thus enhancing the attraction of qualified candidates, having to be more concerned with the employees' values, expectations, satisfaction and perception of internal opportunities for their personal development.

Because external, sectoral or global crises do not have a fixed date, the preparation of the management of organizations to face the multiple obstacles and uncertainties that arise from them, which represent great threats to the vitality and survival of organizations, must always take into account that the resources Human resources are a very important asset for the maintenance of organizational stability.

With the change in the external context, the global crisis COVID-19, the management of organizations had to adapt to new ways of communicating internally, the integration of employees in new work techniques, performance management and leadership planning and development.

HR leaders were faced with significant challenges in reducing the impact of the crisis on costs through forced leaves and other practices, having to decide, and in order to comply with government impositions, who stayed in the company, who went into telework, who in Layoff and who would not have their employment contracts renewed.

These situations were not always understood or considered fair by employees, who expected the organization to protect them in these crisis situations, causing high levels of anxiety and frustration and causing a significant increase in the feeling of job insecurity.

In the near future, it is not enough for tourism management to understand whether or not the employee has skills and abilities. You will have to ensure that your qualifications are adequate to the position you occupy, that the perception of opportunities for professional growth is a reality, with more flexible and market-adjusted working hours, receiving an adequate remuneration for your role, equitable in relation to the market and fair to performance.

A perception of an innovative climate within the organization allows employees to create and develop new products, services and new ways of carrying out tasks, promoting motivation and satisfaction, developing skills and competences that make them more apt to accept new challenges and occupy functions according to strategies supported by differentiating factors, responsible for the growth and sustainability of modern organizations.

Author Miguel Portugal is director of the Tourism Management course at ISMAT

 

 



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