Sandra McLellan (Cork East, Sinn Fein)

A culture of continuous training of staff in the industry has not traditionally existed and there remains a lack of structured, systematic training in enterprises. Similarly, continuing training for managers and owner-managers of tourism enterprises, particularly with regard to small and medium enterprises, is not currently at a level conducive to maximising resources. The 2009 tourism and employment survey found that only a fraction of employees received formal training, with the highest levels in the restaurant sector and the lowest in guesthouses.

The final objective of training and human resource development in tourism must be to improve the quality of the tourism product offered to customers, build productivity and capability in enterprises and enhance career prospects for employees. Given the challenges facing the sector there is an urgent need to improve productivity, which can be assisted by training at both operative and management levels. A key issue is the relatively low priority given by the industry to formal education qualifications.

The tourism sector has traditionally employed a relatively large number of untrained staff, except in areas requiring specific skills in management and supervisory positions. Levels of professionalism in the sector could be enhanced. The status and esteem associated with working in the industry must be raised and the employment of unskilled staff should be addressed. Particularly relevant to today's topic are areas where pay and conditions remain low and which must be made more attractive.

The role of vocational education committees, the institutes of technology and other third level institutes are also important in this regard. Unless there is action across the industry as a whole, the status and credibility of education and training programmes will be called into question and students will believe their qualifications are not valued. They will also question their personal investment in preparation for a career in the industry, which will have implications on course uptake.

The high turnover of staff in the tourism sector, which is not unique to Ireland, is a related challenge. It is a particular problem for seasonal attractions, particularly in rural areas, in the restaurant and fast food sectors and in kitchen and food service departments. This has important implications for training and the maintenance and enhancement of the traditional Irish welcome. Again, the terms and conditions provided for under the JLC structure, coupled with a real and meaningful commitment to career development pathways, could make the tourism and hospitality sector a major indigenous employer. The retention of the JLC system is, in part, a recognition of the contribution the workers under its protection make to the sector. It is a recognition that Sunday is not Wednesday and that 4 a.m. is not 4 p.m.

The staff who work diligently to improve the customer experience are the lifeblood of the industry. They should be acknowledged and appreciated as such. As part of the new strategy for Irish tourism, a coherent and strategic overview of the education and training requirements of the industry needs to be developed, as well as a series of actions to meet those needs. In this context, Fáilte Ireland, working with the industry, educational institutions and other interested stakeholders, including unions, should develop a human resource strategy for the tourism sector. This should see the industry becoming a first choice employer for all who seek employment, be it a career, a full-time job, a part-time job or temporary job, in an industry where people are facilitated to do their jobs with pride and satisfaction and where there are opportunities for progression.

The Bill before the House facilitates a first step in a strategic investment in staff in sectors previously covered by these agreements. In the tourism and hospitality sector it should be part of a broader strategy to tap into the renowned céad míle fáilte.

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