Human resources and their key role in accelerating recovery
With the reopening underway, a path is opened where motivation, training and the incorporation of new technologies make the difference
New figures from the World Travel and Tourism Council (WTTC) reveal that, despite a slight improvement since June, a staggering 174 million Travel & Tourism jobs could be lost in 2020 if barriers to global travel remain in place. Although it is a tragedy, tourism has shown that it knows how to resist and recover, the unknown will be how to do it from now on.
The certainties that are had is that not all countries and regions are having the same restrictions to receive national and international tourism due to different circumstances that governments evaluate. The truth is that the majority in Latin America have been moving towards a gradual reopening until recovery. With Mexico and Brazil in the lead, there are destinations that already show very encouraging levels.
The truth is that although there is a recovery in demand, the industry is no longer the same. Entrepreneurs have felt the lethal passage of this pandemic and the balance is very regrettable. There were job losses, wage reductions, companies that have closed permanently and others that have left some markets, etc.
During these months, we have not stopped hearing that we must try to turn the current Coronavirus crisis into an opportunity to undertake those pending change processes. That is, we can get something positive.
Until the pandemic passes, we will not have a real vision on that but while that moment arrives, the tourism sector has no choice but to adapt. The World Tourism Organization (UNWTO) emphasizes several issues: restoring trust by offering security; harmonize and coordinate protocols and procedures; create jobs with added value with new technologies and bet on innovation and sustainability.
The role of our industry in the communities makes both the public and the private today so much the enormous responsibility of recovering a 100% necessary power plant. It cannot be ignored that according to the 2020 WTTC Economic Impact Report, Travel and Tourism was responsible for one in 10 jobs (330 million in total), which made a contribution of 10.3% to world GDP and generated one in four of all new jobs.
In this context, one of the aspects that can make a difference is the human talent in our region. The Americas are not only distinguished by its natural beauties, it also stands out for the quality of its tourist infrastructure and the capacity of its people. A clear example is simply stopping and checking how over and over again the hotels of our continent win awards of all kinds worldwide. And that is achieved with training, with commitment and above all with the passion that is left over here.
So, a great opportunity ahead of us is to enhance those qualities to achieve the much-needed recovery step by step, we do a lot with few resources, an aspect that here does not intimidate anyone.
Reinventing staff practices is no easy task for HR. H H. and less in this situation. Now, more than ever, it must be recognized as the most transversal organizational area that transcends in crises to support all workforce and even family.
Talent is more crucial than ever to performance and productivity. This implies a greater relevance to finding and hiring the right people under efficient and effective hiring models.
However, the learning and training agenda now focused on three main categories:
-Extension to digital training in essential skills
-Training focused on job change
-Development of leadership to work in more focused teams and with a more flexible model
Thus, the areas on which this agenda is most concentrated are technology, sales and the entire supply and supply chain.
The loss of focus on the line of work, with the entry of telework, has destabilized more than one. This modified the behavior patterns, and the objectives and performance plans in the workplace, thus deepening the feeling that performance management systems are losing credibility. It is very important to transparently link employee goals to organizational priorities and maintain a strong component around flexibility. To the extent that they continue to invest in recognition and / or compensation models, it is also relevant now to adapt the approach to individuals or more consolidated segments of people.