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Talent management in hospitality: Graduate career success and

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 International Journal of Contemporary Hospitality Management
Talent management in hospitality: graduate career success and strategies
Bernadette Scott Sheetal Revis
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Talent
Talent management management
in hospitality: graduate career in hospitality
success and strategies
781
Bernadette Scott and Sheetal Revis
Division of Cultural Business, Caledonian Business School,
Glasgow Caledonian University, Glasgow, UK

Abstract
Purpose – This paper aims to provide a selective bibliographic review of developments in career
management and in particular, notions of talent from both an organizational and hospitality graduate
perspective. It also aims to embrace the recruitment, retention and progression of talent across an industry,
where success is ultimately dependent on the capabilities of employees to deliver at the point of service.
Design/methodology/approach – A thematic analysis has been undertaken of selected
Int J Contemp Hospitality Mngt 2008.20:781-791.

bibliographies as they contribute to current thinking in the area of graduate careers and talent
management in the hospitality industry.
Findings – Emergent themes have provided a framework to aid a deeper understanding of
implications and practical applications. It concludes the need for committed, professional, motivated
and developed graduates in the attainment of immediate and long-term objectives, so crucial for
hospitality organizations, to combat retention issues.
Practical implications – Informs the potential of talent management as a driver of competitive
advantage, within an industry where investment in people is a priority to ensure quality of service
provision.
Originality/value – The paper provides an applied perspective on the management of talent within
hospitality, highlighting the need for increased industry-wide recognition and adoption.
Keywords Careers, Hospitality services, Performance management, Graduates, Training
Paper type Literature review

Introduction
The aim of this article is to identify thematic strands from a review of selected
literature in the areas of career and talent management, as it relates to graduate
employment in the hospitality industry. A summary of key considerations will provide
a framework for practical application as guidance for all stakeholders involved in the
recruitment, development and retention of hospitality graduate talent.
The postmodern era is one of complexity in terms of both consumption and service
supply, with a growing focus on the individual and tailored, niche provision for
tourism products (Sharpley, 2005). Changing consumer demands have dictated that the
competitive horizon for the majority of businesses is more uncertain and will need
more management dynamism, to allow organizations the ability to adapt and survive
(CIPD, 2007). Recognition by the hospitality industry of the added value provided by
International Journal of
an integrated approach to human resources and in particular, the concept of talent Contemporary Hospitality
management can be considered key, to postmodern business success. As an Management
Vol. 20 No. 7, 2008
investment, people in business are now viewed as the major source of economic pp. 781-791
development, social advancement and creation (Rees and McBain, 2004). Accordingly, q Emerald Group Publishing Limited
0959-6119
individual and tailored career management is an expected organisational priority, DOI 10.1108/09596110810897600
 IJCHM with much debate on how graduate talent might be developed and rewarded, as it
20,7 manages increasingly sophisticated hospitality business and consumer demands. The
adoption of holistic talent management strategies will allow hospitality businesses to
be more proactive from the outset. This will engage reflexive ability, in response to
changing objectives and taking into account external issues such as the changing
demographics of the workforce (Clake and Winkler, 2006a).
782 The emergent themes upon which the rest of this article will focus are:
. the graduate as talent;
.
managing and developing talent for the hospitality industry; and
.
hospitality graduate career management.

Theme 1: the graduate as talent

The concept of graduate talent in an organizational sense continues to resist any one
singular definition, highlighting the inability to agree on what constitutes the notion of
talent itself. Challenges lie in the identification of acceptable, tangible characteristics
of talented individuals and how they are best managed to the benefit of themselves,
Int J Contemp Hospitality Mngt 2008.20:781-791.

and the organisation. Evidence suggests that the term talent is often used in a holistic
fashion, to convey a variety of meanings upon which individuals and organizations
will place differing degrees of priority, according to business and personal
circumstances (Table I). One central value is that “individuals understand that in
exchange for their effort and commitment the company will help them develop their
potential” (Woodrufe, 1999). In essence, this emphasis on the role and responsibility of
the organization can be considered crucial when increasing employee performance
(Buckingham and Vosburgh, 2001). This goal is an obvious priority for hospitality
organisations, with their necessary emphasis on quality of service. It also underlines
the reliance on developing employees within the industry, as a key strategy for future
success (CIPD, 2007). The growing requirement for professional, career driven
employees, in the area of hospitality management means that the industry must
provide a strategic bedrock from which to identify, nurture and maintain its talent.
The Hilton Group have streamlined their approach to this concept via the elevator
programme (Beal, 2004). This aims to select graduate trainees of the highest quality to
become hotel general managers in a short period. This type of initiative highlights

Dominant contributions to theme 1 Focus

Buckingham and Vosburgh (2001)
Chen et al. (2004)
Jameson and Holden (2000)
Johns and McKechnie (1995)
Table I. Raybould and Sheedy (2005)
The Graduate as talent
Argue that recognition of the talent concept is central to the
individuals contribution to the organisation’s goals and to
the individuals own personal mission
Looks at career development programmes and how job
satisfaction affects productivity
Examines notions of graduateness and issues of identity in
small hospitality firms
Provides case analysis of hospitality graduates and their
perceptions of how their programmes prepared them for
their careers
Questions graduate level of preparedness in terms of
employability skills
 recognition of the special needs of the hospitality industry, and indeed the specific Talent
value of the talent management concept to future success. The concept has been management
defined more generally, as incorporating the following characteristics in varying
degrees: in hospitality
.
it is organisational specific;
.
highly influenced by the type of industry and the nature of its work; and
783
.
dynamic, and so likely to change over time according to organisational priorities
(Clake and Winkler, 2006a).
The ability to fit and tailor the concept around organizational goals has meant that
companies often find greater value in formulating their own meaning of what talent is
(with a “local” value), rather than accepting a universal or prescribed definition.
However, it is the central role of the individual graduate and his or her abilities, which
is so crucial for the global hospitality industry, due to its service intensive nature,
employment structures and widely recognized issues with employee retention. Indeed,
according to Raybould and Sheedy (2005) it is the acknowledgement and collaboration
Int J Contemp Hospitality Mngt 2008.20:781-791.

of good talent management practice across organisations within a sector, which will
create a culture of graduate advantage and ultimately enhance business practices. The
use of measurement elements, such as performance appraisals and career management
techniques, mean that hospitality organisations are better placed to plan for the
succession of talent and endure less replacement activity. Talent management is
ultimately about an organisations ability to develop a pool of gifted individuals, who
can individually help a company meet immediate and long-term objectives (Gandz,
2006). The achievement of these goals is made possible via the use of a variety of
measurement tools and frameworks. The key principles of adaptability and reciprocity
are essential in the preparation of a talent management strategy to enable close cultural
fit with the organisation (Clake and Winkler, 2006a). Strategic graduate employment
activity is frequently associated with the standardization of multi-national
organizational activity (Jameson and Holden, 2000). Major chains have a large part
to play in the recruitment and development of hospitality graduate talent. However,
sectoral predominance of SME’s means that many graduates make careers in smaller
concerns. Graduate experiences of the world of work tend to report on the need to be
equipped with more transferable skills. It is also noted that “typical” hospitality
education provides graduates with a good breadth of knowledge, but not all of the
skills required to operate effectively in industry at that level (Johns and McKechnie,
1995). Walsh and Taylor (2007) agree that there is often variance relating to skills
requirements across organizations. It is, however, employment and transferable skills,
which are consistently acknowledged as crucial. There can be little doubt that there
exists a strong connection between notions of graduateness (level of preparedness for
the working environment) and the requirements to be recognized as talent for industry.
The complexity of the concept and the characteristics of the industry in question, make
this a particular challenge for the hospitality sector. There is an urgent need for
consistency in terms of quality of service and the symbiotic relationship with employee
retention policies across the hospitality industry. Investment in the individuals with
the most talent would be the best place to begin and the industry (at organisational
level) would benefit, almost instantly from developing strategies to recognize and
reward these employees.
 IJCHM Theme 2: managing and developing talent for the hospitality industry
20,7 A system for development. The effective management of organisational talent is
without doubt a complicated process, with many issues and functions to consider
ensuring a systematic approach. A resultant Talent Development System (TDS) takes
effort to create and requires integrative practice and ongoing maintenance or it will
undoubtedly fail. According to CIPD (2007), this includes attention to career
784 management, training and development, performance management, strategic HR
planning, recruitment and selection as well as succession planning activity. These
factors will be prioritised according to fit with organisational requirements. A notable
development of recent years is that individuals no longer devote or trust their careers
to one employer. They adopt a more pro-active stance, seeking out organisations with
the best professional development criteria (Mirvisand Hall, 1994; Roehling et al., 2000,
Sullivan, 1999; Tanskey and Cohen, 2001). Success in talent management practices for
a hospitality business would therefore require systematic incorporation of the
following, as part of a wider performance enhancement culture:
.
An agreed organisation specific definition on talent and talent management.
Int J Contemp Hospitality Mngt 2008.20:781-791.

.
A clear language for hospitality talent management activities.
.
A proactive, strategic approach to talent management for the sector.
.
Support from those at the very top of the organizational tree.
.
Engagement of line managers at an early stage.
. Use of the concept to enhance organisational image and the support of industry
branding.
.
Development of activities with other HR policies and practices.
.
Development of talent bases on formal and informal methods.
.
Active engagement of HR Specialists.
.
Tracking of the performance and progress of those identified as talent in the
industry (adapted from Clake and Winkler, 2006a).
The adaptability factor of a holistic systems approach to talent management means
that it can be tailored to suit the needs and relevance of the various organizations
within the hospitality industry. Implicit links with learning and performance
improvement, according to Frank and Taylor (2004) have always been integral parts of
the talent management process. They are considered essential elements in training
activity and crucial to both competitive advantage and retention of talent in the
hospitality and tourism sectors.
The talent management development meta system proposed by Gandz (2006) in
Figure 1, highlights that the concept is not pre-occupied with upward career moves.
The seven core areas, which aid the development of individuals within an organization,
are of equal importance to the success of the system. Indeed, the experiences, which an
employee can gain by horizontal development, can holistically broaden a skills base.
A talent management strategy can deliberate an increase in the sharing of talent within
an organization (Walsh and Taylor, 2007). It is this factor alone, which could aid
employee retention within the hospitality industry and prevent the leakage of talented
(developed) managers into other business sectors. Costs associated with high levels of
staff-turnover are too often accepted as part of normal operating costs and include
 Talent
management
in hospitality

785
Int J Contemp Hospitality Mngt 2008.20:781-791.

Figure 1.
The talent management
development system
(TDS)

continual advertising, recruitment and job vacancy periods. The incorporation of core
factors such as those detailed in Figure 1 would not only facilitate individual “talent”
requirements for further development within the hospitality industry, but also take
into consideration the strategic development required for the organisation to gain
competitive advantage. Currie (1998) citied in Woodrufe (1999), outlines this as the,
“identification, development and deployment of management potential in line with
business objectives and employee aspirations”. Ultimately, the TDS from a hospitality
perspective would demonstrate the fluidity of the process and gage successful outputs
at organizational level, as the acid test for evaluation of the talent management
concept. Indeed, according to Clake and Winkler (2006b) “managing talent is not just
about identifying future leaders or developing senior employees, there are also key
operational and technical roles that need to be considered if organisations are to
succeed”. This level of recognition is particularly applicable to the hospitality industry,
with its reliance on consistency of performance at all levels of the organization. It is
often the lowest paid and perhaps least valued positions, which effectively deliver the
services to the consumer-face. It is clear from the literature summarized in Table II that
there is no single “blue print” for effective talent management that can be applied to all
organisational contexts. This can be due to differences in resourcing needs for current
and future talent pipelines (Gandz, 2006) and it is this allocation which will ultimately
dictate the individualized talent strategy, which a particular hospitality business will
adopt (Table II).
 IJCHM
Dominant contributions to theme 2 Focus
20,7
CIPD (2007) Provides insight into the area of talent from an organizational
perspective and highlights how important this area is to the
future of the industry
Clake and Winkler (2006a, b) Argues that the HR function alone should not be managing
786 talent but that the organisation as a whole needs to take
responsibility
Gandz (2006) Proposes a model of a talent pipeline to ensure that
Table II. organisations have a strategic talent management strategy that
Managing and works
developing talent for the Walsh and Taylor (2007) Argue that hospitality professionals want challenging jobs that
hospitality industry offer growth opportunities

Theme 3: hospitality graduate career management

Career management is an important factor in the development of graduate talent. It is
Int J Contemp Hospitality Mngt 2008.20:781-791.

not just about the individual seeking the next move, but also the recognition of the
potential and value of talent by the organization. As part of a systematic approach, a
focus on career management will have individuals selected, ready and equipped to take
up key managerial positions. This, according to Schein (1978) will facilitate a
longer-term view of both employee and company needs. Investment in talent, when
used as a development tool by organizations will help manage the flow of talent and
determine suitability for identified roles (Bach, 2005). The individual employee will
benefit from a career plan managed specifically for them and the business will be able
to proactively plan for succession of roles, in a transparent way for the future
(Woodrufe, 1999). It is this emphasis on succession planning, which differentiates the
talent management concept as it moves from “static succession” to “action-orientated
activity” (Tansley et al., 2006). This can be applied to the hospitality industry through
the identification of future potential leaders to fill key positions. This will ultimately
ensure the flow of management in the organization, should an unexpected situation
arise. Managerial and professional vacancies can be often difficult to fill and it is
considered most efficient (and cost effective), to utilize the talent bank which is readily
available internally (Cannell, 2007; Hirsch, 2000). A developed talent management
system in a hospitality organization can therefore help identify and prepare these
potential candidates for the future. This proactive activity provides a bridge with
operational essentials and aligns itself with other areas of HR management, such as
learning and development processes and performance reviews (Clake and Winkler,
2006b). The review process from a talent perspective, will allow hospitality
organizations to clarify the assessment of existing strengths within their talent pool.
By acknowledging talent strength, it is also possible to tackle issues of diversity,
recruitment and retention. This would be in line with key business objectives
and reinforce the ability to drive business performance (Cannell, 2007). Arnold and
Mackenzie-Davey (1994) suggest that long-term career prospects for graduates are
an important factors in decisions over which employer to work for. This, coupled with
the volume and value of training offered by a hospitality organization, can keenly
affect first employment destination choices. The selective and competitive nature
of this process, indicates the necessity for organisations to adopt a “talent mindset”
 as a fundamental and unique selling point (Michaels et al., 2001). The attraction of Talent
hospitality industry talent is therefore a two-way process, with a required emphasis on management
graduate skills. Past research in this area has mainly focused on management
expectations and has been criticised for adopting a one sided perspective, often in hospitality
ignoring graduate perceptions (Raybould and Wilkins, 2005). Studies of management
expectations in the hospitality industry indicate a preference for the development of
management skills, in the academic curriculum over technical skills (Baum, 1990; 787
Okeiyi et al, 1994; Tas, 1988; Umbriet, 1993). It is, however, the attainment of a basic set
of generic transferable skills which can be continuously upgraded which is most
desirable, from all perspectives according to Raybould and Wilkins (2005). This skills
set can be adjusted to meet the needs of different industry settings and prepare
hospitality graduate talent to face the dynamic and unpredictable nature of
employment, in the new millennium. Graduate training activity is a key element to
successful career management and according to Doherty et al. (1997), it is this aspect of
development which maintains a supply of talent for executive positions and helps
reinforce competitive position. According to Gandz (2006), the more an organization
embraces talent, the greater the possibility that competitors will “raid the talent pool”.
Int J Contemp Hospitality Mngt 2008.20:781-791.

The challenge therefore is for the industry to recognize the wider benefits of enhancing
talent performance via development and investment in careers. Thus, ensuring
appropriately skilled and motivated work forces, which are more likely to be retained
(Ingram, 1999). According to Litteljohn and Watson (2004), the development of
managers is a key human resource concern for the future health of hospitality. Smaller
tourism businesses may have difficulty “keeping pace” and potentially lose out to the
talent pull of the multi-national organisation, who can demonstrate more exciting and
developed career path opportunities. The central role of HR in the process, according to
Bentley (2007) is core to any talent management strategy. The function now has a more
complete understanding of employees’ talents and a better process for matching
specific talent with roles (Buckingham and Vosburgh, 2001). This is possible due to
critical awareness of wider organisational requirements and the linkage of proactive
development methods, for the right people to match needs (Bentley, 2005). These
methods are mostly competence-based in approach with the main rationale being that
of input (development) and output (measurement), (Buckingham and Vosburgh, 2001).
The centrality of the HR role in terms of ownership of the employee development ethos
is disputed. No one-business function can develop talent on its own and requires the
commitment and personal engagement of senior line management to work (Gandz,
2006). HR managers therefore face a complex task in devising appropriate HR policy
and practice, to accommodate employee expectations within corporate strategy.
Policies relate specifically to recruitment, retention and training and must be integrated
to provide an implicit understanding between the individual and the organisation (Rees
and McBain, 2004). A hospitality graduate perspective on career management would
therefore demand that employers link their talent management strategy to the core
needs of their business and focus on how they relate to, manage, inspire, motivate,
develop and reward them as employees (Table III).

Summary observations
This review has identified key contributions to debate in the areas of talent and career
management. The emergent themes from the selected literature have provided focus
 IJCHM
Dominant contributions to theme 3 Focus
20,7
Arnold and Mackenzie-Davey (1994) Examines the role of long term career prospects in
graduate development
Bentley (2007) Argues the role of HR as champion of the benefits of
developing talent management programmes over other
788 departments
Cannell (2007) Considers the role of HR as a main feature of modern
succession planning
Doherty et al. (1997) Looks at the career management philosophy, strategy,
policy and practice in organisations
Ingram (1999) Proposes a triangular framework for analysis based on
the hospitality cycle of practice, knowledge and the
nature of the industry (including challenges faced)
Michaels et al. (2001) Examines the War for talent as a strategic business
challenge and a critical driver of corporate performance
Raybould and Wilkins (2005) Investigates hospitality managers’ expectations of
graduate skills and compares these with student
Int J Contemp Hospitality Mngt 2008.20:781-791.

perceptions
Rees and McBain (2004) Draws on a wide range of recent research to provide a
snapshot of emerging issues in managing people
Tansley et al. (2006) Considers talent management in a strategically
integrated way across global, national and
Table III. organisational contexts
Hospitality graduate Woodrufe (1999) Provides a strategic approach to attracting, developing
career management and retaining the best people

on the graduate as talent, managing and developing talent for the hospitality industry
and hospitality graduate career management. A summary framework highlighting
implications and practical applications for the hospitality industry, the graduate
employee and individual organisations can be found in Figure 2, with conclusions as
follows:
.
Graduates choose companies and expect effort to be made to develop and retain
them. The hospitality industry is no different and must work harder to ensure
that trained individuals remain loyal, and are less susceptible to “poaching”
activity from competitors, looking for trained talent.
.
Hospitality organizations need to develop a specific focus on graduates by way
of assisting attraction and sending clear messages relating to their value in the
talent management system. These graduates need to be provided with
development opportunities and managed succession planning to ensure their
retention and contribution to competitive advantage.
.
Development of talent management systems for the industry is not just a
pre-occupation of the HR function, but requires recognition and support from all
other levels of the individual hospitality organization. This includes the implicit
engagement of the individual being invested in.
.
A systematic approach to talent management must be a continuous process
This is of particular pertinence to the hospitality sector, given the often sporadic
approach to training and development, which is frequently curtailed by
pressures of acute operational demands and budgetary constraints.
 Talent
management
in hospitality

789
Int J Contemp Hospitality Mngt 2008.20:781-791.

Figure 2.
A thematic framework for
hospitality graduate talent
development

. The hospitality industry in general must become better at recognizing and

developing its own talent, within a tangible performance enhancement culture at
organizational level. This will ensure the retention of future investments and
ultimate survival of smaller concerns, in response to the growing dominance of
multi-national concerns.

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