Management

Impact of London Olympics 2012 on Management of Human Resources in the Hotels Industry

It is estimated that 12,000 new jobs will be created because of the development of the Olympic Park area (People 1st). Due to a high turnover of staff, the shortage in this industry has always existed because it is either tough or underpaid for the British. Besides, the unemployment is very low (Encore Personnel) and with baby boomers retiring soon, there will be an increased gap between the demand and supply. Training for the skilled workforce has to start now to ensure smooth operations. In view of the above, the greatest challenge before the HR department will be the recruitment of the skilled personnel and retention and motivation of the existing personnel. The success of the Olympics depends entirely upon the skills and the commitment of the people involved. Managing people in the hotels industry is by no means an easy task. The three core areas would be to ensure service to the customers, recruitment and retention of skilled personnel and motivation.
Learning outcome from the Manchester Commonwealth games was that the number and types of roles changed as the scale and complexity of the event changed. At the last minute staffing gaps were tight so experienced staff had to be recruited. This means the labour payments was higher which could have been avoided with proper planning. If the authorities responsible for 2012 games could give due importance to this, knowledge management can help keep the costs low. It should also be borne in the mind that after the games, maintaining highly paid staff would be difficult as there is always a lull after the games.
The Olympics 2012 presents a challenge to the UK in terms of attracting people to the hospitality sector, as this has always been unpopular with the local people. The job cycle is very small while the turnover is very high. London needs to ensure that it has the capacity in its workforce and can meet the skills challenge.&nbsp.

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