Recalibrating talent management for hospitality: a youth development perspective

Abstract

Purpose This paper aims to challenge existing assumptions in talent management (TM) research, showcasing a misalignment between commonly held assumptions and the characteristics of the youth-intensive hospitality sector workforce. Design/methodology/approach Following a review of the TM literature, Piirto’s educational talent pyramid is adopted to conceptualize a recalibration. Drawing on multidisciplinary literatures (i.e. adolescent development, youth employment, positive psychology), and adopting a (talent) developmental approach, a reframing of prevalent TM discourses is enunciated based on the logic that the hospitality workforce is predominantly in a developmental state. Findings TM discourses are misaligned with the workforce composition of the hospitality industry, which is dominated by young, often unexperienced, workers. The need for dramatically recalibrated TM structures and underlying assumptions, centred around a greater attention to the “development” of talent and a more employee-focused and inclusive approach, can facilitate greater alignment between TM and hospitality. Research limitations/implications This paper extends a body of work advocating for more inclusive TM and developmental postures. The contribution, via a hospitality industry context, has been to create linkages between talent- and youth-development discourses. Practical implications This paper outlines a number of implications, among which are a pathway forward for hospitality industry to rebuild its poor HRM image and conversion of “transient” hospitality jobs to career jobs (for youth). Originality/value This paper identifies youth as a distinct workforce entity and suggests that hospitality jobs represent a critical developmental context for young people, resulting in a series of critical implications for TM practice and theorizing.