Talent management in hospitality and tourism in Scotland: Operational implications and strategic actions

Abstract

Purpose

The purpose of this paper is to explore the operational implications and strategic actions involved in talent management (TM) in Scotland.

Design/methodology/approach

The paper is based on a literature review and focus groups comprising members of the Board of the Scottish Tourism Forum.

Findings

This paper finds that, in an industry with generally high labour turnover and rather negative public image as an employer, TM – in attracting, developing and retaining people – has significant potential to contribute to changing approaches to managing people and to improving opinions on careers in this sector.

Practical implications

Practical implications are that: individual businesses adopt TM approaches that best suit their business, employees and customers; industry bodies and leaders present exemplary practice in TM; business strategies including TM initiatives are actively supported by senior and operational managers in organisations; and educators develop, in liaison with the industry, toolkits for the implementation and evaluation of TM initiatives.

Originality/value

Any practitioner or academic interested in gaining insight into the practice and potential of TM, especially in the Scottish context, will find the paper valuable.

Citation

Maxwell, G.A. and MacLean, S. (2008), "Talent management in hospitality and tourism in Scotland: Operational implications and strategic actions", International Journal of Contemporary Hospitality Management, Vol. 20 No. 7, pp. 820-830. https://doi.org/10.1108/09596110810897637