Although the full impact of the Omicron variant on the travel industry is not yet known, with borders reopening across the world and recovery settling in, airlines and hospitality brands are again looking ahead with an expansive lens. Crisis always brings with it opportunity — and despite the incredible challenges the sectors faced during the past 20 months, a range of new opportunities are emerging.

For one, travel demand is again surging, requiring airlines and hospitality companies to rapidly hire and retain workers who are eager to utilize their skills in an accelerating global industry. The travel industry’s embrace of digital technologies and innovation is driving an increasing need for expertise in these fields. Additionally, the benefits that the global airline and hospitality industries offer​​ — and have been innovating to become more competitive — will help attract and retain talent. Businesses that understand how to appeal to this emerging labor base through new working models and the right culture and values will find themselves well ahead of the game for 2022 and beyond.

Yet amidst these opportunities, these same organizations also must contend with growing competition for qualified talent, along with challenges related to shortages of qualified workers. How will they cope?

SkiftX chatted with Boston Consulting Group’s Tom McCaleb and Adam Gordon, both managing directors and partners, about the emerging opportunities for talent recruitment, training, and retention across hospitality and airlines. The conversation provides key insights to travel companies as they navigate recent staffing challenges and position themselves for the future.

SkiftX: Given the shortages and increased competition for talent facing the industry, what do you see as the key opportunities for the airline and hospitality industries in approaching new talent?

Tom McCaleb: There are an incredible number of hospitality job openings at this time that offer higher wages and more flexibility than pre-pandemic times. Industry leaders are trying to make this industry more attractive to employees by fishing in new labor pools, adding flexibility, and offering new benefits. It’s about changing the entire employee value proposition, not only increasing wages.

Adam Gordon: Airlines are ready to hire again. Because airlines are mostly unionized, the work rules and pay rates for the frontline workforce are largely set through bargaining units. But airlines offer a few things that top talent would find attractive at any stage in their career.

First, the industry is undergoing a digital and data revolution, which is appealing to top talent. Second, airlines offer great travel benefits — something that’s extra appealing coming out of a pandemic. Third, disruption to the industry is creating real opportunities, whether those are strategic landscape shifts or the ability for players to capture share, launch new business models, or gain financially. These are powerful for people — especially those coming into the corporate side who are looking for new challenges.

Additionally, for a strategic work group like pilots, legacy air carriers offer eventual progression into international networks with hubs in attractive cities, while low-cost carriers offer fast career growth, fresh cultures, and the ability to live in lower cost areas.

Read the full article at Boston Consulting Group