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Human resource challenges in Finding

innovative
Canada’s hospitality and solutions

tourism industry
Finding innovative solutions 391
William C. Murray and Statia Elliot
School of Hospitality, Food and Tourism Management, University of Guelph,
Guelph, Canada
Keith Simmonds
Great Wolf Lodge, Niagara Falls, Canada
Donnalea Madeley
Seneca College, Toronto, Canada, and
Martin Taller
School of Hospitality and Tourism, Algonquin College, Ottawa, Canada

Abstract
Purpose – This paper aims to explore the challenges encountered by the hospitality and tourism industry in
managing the labour challenges it faces presently and will face in the coming years. Although there are several
issues at play, there are actions that industry members can take both internally and by advocating externally
for change.
Design/methodology/approach – This paper draws on insights from three industry members and two
academics to explore key areas in which action can be taken to address labour demand challenges in the
hospitality and tourism workforce. The identified action items combine these various types of expertise to
provide a holistic frame of action.
Findings – The Canadian hospitality and tourism industry is facing an ever-increasing labour demand
shortage. Industry members can confront this on multiple fronts, from front-line employee satisfaction to more
regional and national advocacy efforts. A combination of activities is recommended.
Practical implications – Hospitality and tourism industry members can take numerous actions from this
analysis, including developing stronger organization cultures that align with employee needs, exerting effort
in balancing wage gap issues and maintaining pressure on government partners to provide support for
establishing hospitality and tourism, so that it is viewed as a valuable career path.
Originality/value – This paper increases knowledge in the hospitality and tourism field by combining the
current human resource management theory with observations from industry experts on the needs that exist
now and are predicted in the coming years.
Keywords Canada, Tourism, Culture, Training, Human resource management, Hospitality,
Hospitality education, Labour shortage
Paper type Research paper

Introduction Worldwide Hospitality and

The impact of quality human resources in the tourism industry has always been a Tourism Themes
Vol. 9 No. 4, 2017
fundamental characteristic of this service-driven sector. As one of the largest industries in pp. 391-401
Canada, it is dependent upon a sustainable workforce to meet current and future growth © Emerald Publishing Limited
1755-4217
demands. Attracting and retaining good employees continues to be a challenge, one that is DOI 10.1108/WHATT-04-2017-0022
WHATT susceptible to political, economic, social and technological factors that impact the size and
9,4 characteristics of the industry’s human resources. The core issue facing the hospitality and
tourism industry is how to find and keep productive workers in a period of labour shortage
(TIAC, 2014), so that operators can meet both short- and long-term business objectives
(Watkins, 2014). This paper provides an overview of the state of Canada’s tourism labour
force and, with the help of industry voices, suggests some directions for its development.
392
State of the hospitality and tourism industry
The hospitality and tourism workforce in Canada is facing unprecedented challenges. It is a
labour-dependent industry that is heavily reliant on younger workers and a flexible pool of
employees that can respond to seasonal fluctuations. Recent conversations with industry
operators have highlighted the ongoing challenges of finding and retaining talented
employees (Murray, 2016). The Canadian Tourism Research Institute (2016) has projected
the potential labour shortage facing the tourism industry, suggesting that over 240,000 jobs
specific to the tourism industry may be unfilled between 2010 and 2035, representing over 10
per cent of all tourism jobs available. These challenges for operators are magnified by the
deceleration in growth of the total labour force. Using demographic statistics, Tourism HR
Canada (formerly the Canadian Tourism Human Resources Council) forecasts that by 2030,
one in four Canadians will be 65 years or older, with the number of people aged 15-24 years
continuing to decline (CHTRC, 2013). Add to this the challenge that Canada’s rate of birth and
new immigration levels are below population replacement levels (Statistics Canada, 2016a).
An aging workforce that is not being replaced is a trend that is worrisome specifically for
tourism, an industry that currently employees over 538,000 workers between the ages of 15
and 24 years. Proportionally, tourism’s reliance on younger workers is almost three times
higher than the next closest industry (health care and social assistance) and represents
one-third of the entire tourism workforce (CHTRC, 2013).
The economic theory of labour market equilibrium (Borjas, 2015) holds that the market
will adjust to labour shortages by increasing wages to attract more labour. Yet, this is an
uncertainty for the tourism and leisure sectors, given their relatively low wage structure
(Kusluvan and Kusluvan 2000). However, there are some indications of sector wages moving
upward. For example, the Alberta Government has recently announced an increase in
minimum wage to $15.00/h by 2018, up from the current rate of $12.20 (Alberta Labour,
2016). This move will likely influence other provinces to also consider increasing wages as a
way to help attract and retain workers, but economics is not the only factor impacting
resource challenges in the sector.
While Canada’s available pool of labour certainly impacts the ability to recruit, for
tourism and hospitality, retention is also a serious issue. In North America, the average
turnover rate in the overall tourism industry exceeds 30 per cent (CTHRC, 2012), and it is
even higher in the hospitality sector that includes lodging and food service. Recent statistics
shows that the turnover rate for employees in the hospitality sector is 62 per cent, with the
majority of this turnover being voluntary owing to employee resignations (NRA, 2014).
Unfortunately, these high levels of turnover show no sign of slowing down in the years
ahead, a concerning situation given the financial impacts associated with turnover. The costs
of replacing a single front-line employee, from recruiting to the point at which they are fully
trained and productive, can exceed 30 per cent of an employee’s wage (Hinkin and Tracey,
2000).
Both the direct costs of recruitment and training and the indirect costs of reduced
customer satisfaction are significant (Pearlman and Schaffer, 2013). One study identifies
three main reasons for this high turnover in hospitality:
 (1) poor supervision and little responsibility; Finding
(2) mundane and repetitive jobs; and innovative
(3) inadequate compensation for, at times, stressful customer service jobs (Hinkin and solutions
Tracey, 2000).

Others have reported low or negative perceptions of careers in hospitality, with the sector
seen as a place for temporary, front-line employment only, with perceptions of inconsistent 393
employment, lower than average compensation, irregular hours (Kusluvan and Kusluvan
2000) and employment that lacks in “real” jobs of value, resulting in a “turnover culture”
(Chikwe, 2009). Shifting this prevailing culture will require stakeholders to make changes in
their perspectives around people as resources in tourism.

The changing view – from resources to talent

The importance of employees in the tourism industry is high for numerous reasons. As
already discussed, tourism is the third largest industry employer in Canada (CTHRC,
2012), and, according to labour projections into 2030, it is an industry that will face
provincial labour shortages ranging between 7 and 17 per cent across Canada (Table I).
Additionally, having both enough and the right quality of workers is critical in
satisfying the unique characteristics of tourism, including the heterogeneity of service
experiences and the inseparability of service providers with customers (Parasuraman,
1987). In their discussion on the human dimension of the tourism industry, Kusluvan
et al. (2010) stated clearly that:
[…] few people would reject the proposition that the human element in tourism and hospitality
organizations is critical for service quality, customer satisfaction and loyalty, competitive
advantage and organizational performance.
The idea of human resources and their management has gone through a few iterations over
the past 40 years. The term ‘human resources management’ (HRM) was developed as a more
humane title used by business operators to replace the older ‘personnel management’.
Workers were still seen as resources to be controlled, although they became identified as
human in their new title. Collins and Woods (2009) differentiated between two schools – a
softer and more people-friendly version that attempted to address the needs and motivations
of workers and a harder and more controlling version that focused more on maximizing
worker efficiencies to generate shareholder value. Both schools focused on maximizing

Per cent Per cent Unemployment

Province short 2015a (%) short 2030a(%) rate 2015b (%)

British Columbia 2.0 9.6 4.8

Alberta 4.1 10.3 4.0
Saskatchewan 3.2 12.0 3.6
Manitoba 2.9 7.5 5.0
Ontario 2.7 10.6 5.8
Quebec 2.3 11.2 7.0
New Brunswick 1.0 15.6 8.2
Nova Scotia 3.4 14.5 7.4
Prince Edward Island 3.8 12.0 12.8 Table I.
Newfoundland and Labrador 5.0 17.0 11.6 Predictive labour
shortage in tourism
Sources: aTourism HR Canada (2012); bStatistics Canada (2015) (Canada)
WHATT human capital for organizational gains. The term ‘human capital’ viewed workers as assets
9,4 of an organization, including components such as “employee knowledge, skills, experience,
ability, personality, internal and external relationships, attitudes, and behaviours”
(Kusluvan et al., 2010) that could all be used to give a firm advantages in the marketplace.
Most recently, the term ‘talent management’ has surfaced, with links back to Barney’s
(1995) idea of people as talent with three core components. Firstly, talent describes people
394 with skills, knowledge and abilities that provide value to an organization’s success.
Secondly, it can be rare and challenging to find in the labour pool. Thirdly, it is very difficult
to duplicate, giving a business an advantage in the marketplace. Viewing human resources
as talent has created a multidimensional, holistic framework, encompassing both tactile
management aspects of attracting, motivating and retaining workers with a strategic
perspective that aligns with more long-term organizational goals. It has been described as
“both an espoused and enacted commitment […] (to implement) an integrated, strategic and
technology enabled approach to HRM with a particular focus on human resource planning”
(Christensen Hughes and Rog, 2008).
Taking a more strategic approach helps industry to align their actions with their goals.
The Conference Board of Canada recently stated that:
[…] when talent functions operate in silos and pursue disparate goals, they weaken an
organization’s ability to respond effectively to a rapidly changing business environment and the
unique talent demands that generates (2015, p 4).
It would benefit businesses to take a broader view of the human resource challenges that they
face and strategically bundle their responses to best attract, retain and engage valuable
talent within an environment of labour shortages and high turnover.

Key challenges faced by industry

A review of recent trade publications and responses from three industry representatives to
the question “What do you see as the key human resource challenges in the Canadian tourism
industry?” highlight two common threads. First, the recruitment and retention of talent in the
tourism industry is a serious issue. Second, new approaches are needed to address labour
needs that satisfy the skill requirements of operators while enhancing the experiences of
employees. Challenges in the supply of labour, the nature of industry demands on employees
and the shifting of generational attitudes, all impact efforts to attract, retain and engage a
quality workforce.
On the supply side, the Tourism Industry Association of Canada (2014) identifies three
main causes of labour shortages:
(1) demographic shift to lower birth rates and an aging population;
(2) misconceptions about the industry being weak on key factors such as salary and
advancement opportunities; and
(3) mismatch of skilled/unskilled labour supply and demand.

With 70 per cent of Canada’s gross domestic product comprised of services and four out of
five Canadians employed in the sector (CHTRC, 2013), competition is strong for the shrinking
labour pool from retail and other service sectors, particularly for young and relatively
low-skilled workers. According to an industry leader in the Canadian lodging sector, “The
key human capital challenge stems from the lack of supply of entry level employees for an
industry that is made up of at least 75 per cent of this level of employees.” (Simmonds, 2016,
personal communication, December).
 Operators continue to struggle to find workers willing and able to step into the necessary Finding
front-line positions. For the lodging sector, keeping hotels staffed with individuals who innovative
combine technical skills and a deep understanding of the essence of hospitality is an ongoing solutions
challenge for every operator, and it is not getting any easier (Maclean, 2016). The reputation
of hospitality is somewhat damaged because it is being seen as a “sweat equity” business
with long days, including weekends and holidays, for low pay and the somewhat entrenched
practice of relocation. Moving employees from property to property as part of their career 395
progression is more challenging now. Less than 2 per cent of candidates describe themselves
as relocatable (Billings, as cited in Maclean, 2016) which is understandable when upwards of
70 per cent of Canadian families are dual-income (Statistics Canada, 2017b), and moving
costs can be prohibitive, often resulting in more jobs than qualified candidates. Without
relocation as a “carrot”, operators are challenged to find new approaches to provide their
employees opportunity for upward mobility.
Another sector challenge is the common myth that all tourism and hospitality jobs are
part-time and low-wage. In fact, 61 per cent of tourism jobs in Canada are full-time (TIAC,
2014), and if there is an upside to the low-wage trait, it is that tourism employs a high number
of youth: of the one in ten employed in tourism – 1.62 million Canadians – one-third are under
the age of 25 years, and more are new Canadians in comparison to the workforce as a whole
(32 versus 28 per cent). The President of The Trellis Consulting Group recently stated,
“While there are many seasonal and part-time jobs in the tourism and travel industry, there
tends to be a perception that jobs are never permanent and not a career.” (Taller, 2016,
personal communication, November). The perception of tourism as a “career” option appears
to not exist for many young workers who instead view it more as a placeholder job while they
pursue their education and seek other, more lucrative opportunities. For example,
restaurants are one of the largest employers of youth in all sectors, and notably, restaurants
offer the most popular first job, with 22 per cent of Canadians getting their start in the
foodservice industry (Restaurants Canada, 2010). These early experiences build skills in
service, sales, responsibility and more. The soft skills gained in the foodservice industry are
quite attractive to other sectors, and other sectors have begun actively recruiting employees
with these people skills away from hospitality to work in their business operations (Billings,
as cited in Maclean, 2016). While this might be seen as nice external recognition of valued
skills trained by the tourism industry, it clearly represents yet another threat to employee
retention.
Another challenge frequently identified by the industry is the differing expectations of
the millennial cohort, who now comprise the largest generational contingent of the 2015
Canadian workforce at 36.8 per cent (Statistics Canada, 2017a) and who will form the
backbone of the hospitality industry in the coming years (Isherwood, 2015). A survey of
millennials shows that this demographic is ready to quickly change employers and shift to
different industries to find a business that aligns with their values. A study by Deloitte (2016)
revealed that 66 per cent of millennials are expected to leave their current employer by the
end of the year, largely because 63 per cent believe their leadership skills are not being fully
developed. For millennials, feeling connected to their work and seeing career progression are
critical. This, in turn, places a greater emphasis on employers to commit to their professional
development and training, while also making sure these employees are empowered and have
a sense of responsibility in their work. They may no longer accept 14 hour days that were all
too common for the baby boomer hospitality worker. Millennials are demanding satisfaction
in both their career and non-career experiences, increasing the pressures for greater work –
life balance.
WHATT In reality, what they want may not be that different from others. They may just be in a
9,4 better market position to ask for it all, including a dynamic and friendly work environment,
respect for work done, job security and high potential future earnings, investment by their
employer in training and development and working for a company with high ethical
standards (Universum, 2014). According to a Canadian travel specialist:
Today’s generation is attracted to work in an authentic environment of transparency with employee
396 collaboration. They challenge the dated mindset of “do as I say; not as I do”. Inconsistencies of
company core values, the lack of perceived sincerity and authenticity towards employee value,
engagement and retention leads to employee dissatisfaction and high turnovers. People remember
how you made them feel (Madeley, 2016, personal communication, December).
Caira (2016), the editor of Foodservice Magazine, recently made an appeal to the industry to
step up its efforts to help employees cope with the demands of their jobs. In it, she cited some
activities taken by the Culinary Institute of America, including the availability of counselling
for students in need, meditation workshops to help reduce stress and the encouragement of
team sports to enhance interpersonal connections.

The way forward

Addressing the issues around labour shortages is not a problem that can be tackled by any
one stakeholder but through actions by all who benefit from tourism (Table II). The various
governments in Canada, whether federal, provincial or municipal, can influence labour
shortages and skill demands in numerous ways. One area that could be revisited relates to
both the challenge of seasonality and the short-term labour demands faced by industry
operators as well our current aging workforce is immigration. To address Canada’s
demographic shift from young to old, the Tourism Industry Association of Canada (2014)
advocates for immigration reform and initiatives such as the Temporary Foreign Worker
Program (TFWP). The TFWP allows Canadian employers to hire foreigners on a temporary
basis to fill labour gaps and is credited with keeping many tourism business doors open
when domestic employees could not be found. How ideal a solution TFWP is to Canada’s
low-wage labour shortage may be debatable, but most agree that government support of
some form is required. Additionally, the government could put into place incentives for both
employers and employees to upgrade skills and relocate to areas of higher labour demand.
TIAC (2014) strongly supports tax credits for job training and labour mobility support from
government as two necessary incentives for the industry to sustain its growth.
Skill development, especially for front-line workers, is a powerful way of ingraining an
early sense of tourism as a viable career option because training and development is a
well-recognized part of the solution. Education is a valuable commodity for organizational
productivity and a tool that can create an attachment to an industry. It must come from
appropriate levels, be it skill-based certification, college training or university education, and
it should be delivered to the appropriate people in need of the skills. Programs in Canada such
as Emerit industry certifications supported at the national level by Tourism HR Canada and
grounded in national occupational standards serve as a resource for employees to become
recognized as professionals in front-line positions. Additionally, post-secondary institutions
in Canada have a key role to play, providing skills and knowledge that are relevant and
timely and developing successful future operators and owners. As someone who works
within both post-secondary education and industry training, the President of The Trellis
Consulting Group clearly stated his opinion that, “Education is an investment in human
capital that pays off in terms of productivity. Educators must remain current and reflect the
new challenges in their courses and programs” (Taller 2016, personal communication,
November).
Challenges
Attracting and retaining quality employees in
an industry that typically relies on younger
workers when the Canadian labour market
continues to age
Confronting systemic wage imbalances that
exist between genders, of specific importance
because the hospitality and tourism
industry’s labour force is skewed strongly
towards female employees in entry level
positions
Addressing the misperception that the
hospitality and tourism is not an industry in
which people can have a professional, long-
term career
Understanding the changing attitudes and
behaviours of the Millennial generation
potential actions
Labour challenges and
Table II.
Actions
I. Industry advocacy for continued government support through regional and national training
initiatives and policy reform which facilitate increased recruitment to meet present and future
labour demands.
II. Immigration reform, both for long-term skilled workers and temporary foreign workers, can
serve to fill labour gaps and keep seasonal hospitality and tourism businesses open.
III. Investment made in new technologies that can replace certain roles within the industry
(self-service technologies, repetitive task technologies, etc...) to positively impact labour
challenges
I. Exploration of improved, non-traditional wage models, including the removal of tipping in
place of common, strong living wages for all employees.
II. Implementation of open, transparent wage models that are standardized based on work
roles and experience, that are not influenced by gender or race.
III. Increase in governmental regulation around mandatory wage parity based on job level and
performance
I. Provide clear career path opportunities for advancement through internal training and
leadership development programs.
II. Ensure employees have access to skill development and training programs.
III. Understand the factors which both motivate and engage employees. Counterbalancing the
stressors of non-traditional working hours by having both a supportive work environment and
strong interpersonal relationships can positively reduce turnover
I. This cohort of workers seeks to find and stay with employers when there is a cultural
alignment of their personal ethics and standards with the organization.
II. Respect and immediacy in feedback are important; managers must invest time and effort
providing this to their workers.
III. The workplace is an extension of themselves. Therefore, it needs to be fun, friendly and
dynamic, with the potential for long-term growth and development
397
solutions
innovative
Finding
WHATT Naturally, industry operators have key roles to play in addressing labour issues, creating
9,4 places of employment that are attractive for employees to choose to join and then choosing to
stay to build a career. While the government can, and does, dictate basic human resource
practices across Canada, including employment standards, workplace health and safety
regulations and human rights codes, it takes much more than just following the rules to stand
out as an employer of choice. Many hospitality businesses are progressively changing their
398 human resource practices to focus on leadership development and building brand cultures to
attract top talent. For example, Keg Restaurants, which employs over 8,000 people in their
restaurants, has been recognized as one of Canada’s best 50 employers for 14 consecutive
years (Aon Hewitt, 2017). Core to their human resource practice and corporate culture is
putting staff first and looking within for future managers (Sockett, as cited in Newman,
2016). A similar philosophy is followed by Earls Restaurants Ltd., where leadership training
is not limited to management, but extends to all 1,500 of their employees and puts into
practice President Mo Jessa’s belief that every person can be a leader (Isherwood, 2015).
Industry continues to pursue other techniques to positively impact the labour challenges,
including changing processes to minimize the requirement for as many people. Technology
holds great potential to address the entry-level supply gap by providing innovative
solutions, such as reservation systems and housekeeping tracking software that reduce the
number of low-wage employees needed to perform repetitive tasks. Adaptation of advanced
technology will also appeal to millennials as a signal to an organizational culture of
innovation. Technology cannot solve all labour pressures because tourism is fundamentally
an industry based on human interaction and the creation of experiences (Parasuraman 1987).
More and more operations are beginning to address some systemic labour imbalances that
have been a long-standing part of the industry, particularly around employee compensation.
Some restaurants, for example, are experimenting with no tipping models to address the
wage gap that exists between front-of-house and back-of-house employees to create a more
equitable pay model and reduce the shortage of kitchen staff (McAdams and von Massow,
2016). Another imbalance that is particularly evident in the restaurant sector is the lack of
wage parity between genders. Women constitute a majority of the overall Canadian tourism
labour force (CTHRC, 2012) and in some cases, outright dominate the employee
demographic, such as in the foodservice industry where over 80 per cent of servers are
female. Yet, in the tourism industry, women continue to earn an annual salary of just 67 per
cent of the annual salary of men (CTHRC, 2012). This is simply not acceptable, and it should
go without saying that any leftover practices of kitchen bullying and glass ceilings must end.
Industry also needs to pay close attention to the motivational needs of their employees, as
research has shown that the factors that attract employees to a job and drive them to perform
shift over time and are very contextually driven (Murray, 2016). Preferences for good wages
have appeared at the top of the list for employees in numerous historical studies (Kovach,
1987; Charles and Marshall, 1992), highlighting the desire for employees to meet their
existing level needs in an industry that frequently has lower wages. However, more recent
explorations reveal the importance to employees of opportunities for growth and promotion
and feeling fully appreciated for their hard work (DiPietro et al., 2014; Murray, 2016),
signalling that employees appear to be seeking to satisfy growth needs and find meaning in
their work. By continually engaging with their human resource talent, industry has the
opportunity to remain relevant in meeting the motivations of their workforce and, in turn,
increasing the engagement and tenure of their employees.
Doing more with the talent, operators and managers can play a role in mitigating labour
pressures. Recent research has revealed that nearly 60 per cent of the differences in employee
performance can be attributed directly to how engaged employees feel in their workplace
(Anitha, 2014). Of all the factors impacting the level of employee engagement, two Finding
characteristics emerged as the most critical: supportive working environment and innovative
interpersonal relationships. Both create an environment where employees feel safe,
respected, receive positive feedback and are encouraged to take risks and develop new skills
solutions
and abilities. Industry operators should take note that personal investment in their
employees and demonstrating appreciation for them as real people could offset some of the
less controllable impacts of lower wages and non-traditional hours.
399
Conclusion
The labour challenges facing Canada’s tourism industry can seem daunting, particularly
when demographic shifts are shrinking the pool of young workers. Although daunting, there
are many actions that can be taken by hospitality and tourism operators and owners to better
attract and retain quality workers. Some of this starts with creating an environment in which
people want to work. A positive organizational culture and supportive leadership can make
a difference here, where employees feel aligned with the place they work and receive positive
attention from their managers both for the work they presently do and future opportunities.
Yet, feeling positive and supported alone does not satisfy the needs of workers. Fair and
equal compensation continues to be a real issue that progressive organizations are
addressing through creative wage structures and labour costing models. Employees will
envision the hospitality and tourism industry as more of a career if they are receiving
career-style wages and see the potential for future, fair compensation for their hard work.
Additional actions include investment in training and educational programs which
reinforce levels of industry professionalism. College diplomas and university degrees that
substantially increase the skills, knowledge and abilities of workers should be supported by
industry partners, which in turn, connotes the value placed on training and education within
the industry. However, the majority of the employees within this field will not possess or
choose to pursue post-secondary education. Industry members can continue to encourage
and support their employees to seek out regionally and nationally recognized skill-based
industry certifications, such as the Emerit tourism and hospitality training certifications
available in Canada. The value of increased skills development should be integrated into the
overall organizational strategy of most operations in an effort to increase labour retention.
Finally, industry members must come together with a common voice through their
professional associations. Through these organizations, they can continue to advocate for
government support in their labour needs. Government policies such as investments in skills
training, fair living wages and the value of temporary foreign workers to seasonal operators
only move forward if they are heard and understood by elected representatives. As an
industry, tourism is incredibly important to the Canadian economy. Continued advocacy to
government officials reinforces the value of tourism, and from that standpoint of value, there
come real opportunities to achieve policies that help address the labour challenges faced by
the hospitality and tourism industry.

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About the authors

Dr William C. Murray is an Assistant Professor in the School of Hospitality, Food, and Tourism
Management at the University of Guelph in Guelph, Canada. William C. Murray is the corresponding
author and can be contacted at: murrayw@uoguelph.ca
Dr Statia Elliot is the Director of the School of Hospitality, Food, and Tourism Management at the
University of Guelph in Guelph, Canada.
Keith Simmonds is the Vice President and General Manager of Great Wolf Lodge in Niagara Falls,
Canada.
Donnalea Madeley is a Travel Specialist with the The Travel Agency Next Door and a Professor in
the School of Hospitality and Tourism at Seneca College in Toronto, Canada.
Martin Taller is the President of The Trellis Consulting Group Inc and a Professor in the School of
Hospitality and Tourism at Algonquin College in Ottawa, Canada.

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