THE POWER OF PEOPLE :
Q &A : ASHLEIGH CHRISTIE
HOSPITALITY EDUCATION
INSTITUTIONS :
FEATURE INTERVIEWS
Editors Letter
The Power of People :
Q & A : Ashleigh Christie
Welcome to the March edition of Tourism News Africa digital magazine!
This month, we delve into the theme of ‘The Power of the People,’ highlighting the talent and education sector within hospitality education in South Africa. We shine a spotlight on leading institutions such as Stenden, The Swiss Hotel School, and Capsicum Culinary Studio & IIE School of Hospitality, exploring their contributions to shaping the future of the industry through education and training.
In addition, we are excited to present a special Q&A with Minor Hotels, where we discuss the training programs they have in place and gain insights into what qualities and skills they value in graduates. This edition aims to showcase the dedication, innovation, and expertise driving the development of the hospitality sector in South Africa.
We believe that investing in education and nurturing talent is crucial for the sustainable growth and success of the tourism industry.
By highlighting the educational endeavours of Stenden, The Swiss Hotel School, and Capsicum Culinary Studio & IIE School of Hospitality, we hope to inspire future generations of hospitality professionals to pursue excellence and make a positive impact on the industry.
This issue goes beyond mere observations; it is a celebration of the individuals, institutions, and initiatives that are propelling the sector forward. We invite you to join us on this exploration of innovation, collaboration, and the transformative power of education in shaping the future of African tourism.
We look forward to taking you on this enlightening journey filled with inspiring stories, insightful interviews, and glimpses into the exciting developments occurring in South Africa’s hospitality education landscape.
Happy reading!
Wade Scobbie Editor
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1. What are the current opportunities & challenges facing the hospitality education sector in South Africa?
The hospitality and culinary educational sector is an incredibly diverse and dynamic one, not only in South Africa but worldwide too. It is highly influenced by global trends, so the industry requires education to remain relatively adaptive and flexible to changing needs.
Economic challenges are one of the most notable that the hospitality industry faces in South Africa as it directly impacts the ability of individuals to invest in a quality education.
The rapid evolution of technology in the culinary and hospitality industries and the expectations of the current generation coming into educational institutes to study, requires educational institutions to continuously adapt and incorporate technology into teaching methods, while facing the challenges of an equitable delivery of digital literacy in South Africa as a whole.
Compliance with industry and educational regulations is essential for maintaining the quality of education. Addressing these challenges and capitalising on opportunities to provide students with local and international accreditation opportunities can contribute to the overall growth and enhancement of culinary and hospitality education in South Africa. Continuous collaboration between educational institutions, industry stakeholders and relevant government bodies and international partners and bodies is crucial for the sector’s success.
Another incredibly relevant challenge to the current culinary and hospitality environment is ensuring graduates are well-equipped with the practical skills needed by the industry. It is one component of education, but equipping learners with the tools to operate and manage themselves in a work environment has emerged as a gap in a post-Covid world, with a growing expectation from learners and industry to try bridge the gap. There can be a gap between the skills acquired in educational institutions and the actual requirements of the workforce but we need to work to eradicate this.
Despite these challenges, there are immense opportunities in the hospitality and culinary sectors in this country. The increasing popularity of culinary arts and the immense growth and diversification of the hospitality sector provide opportunities for educational institutions to contribute to creating and fostering the development of meaningful careers within the field.
South Africa’s rich and diverse culinary and cultural heritage presents an opportunity to develop unique and culturally rich education programmes that can appeal to local and international students. The globalisation of travel and hospitality trends provides an opportunity for institutions to expose students to a wide range of international hospitality and culinary opportunities, preparing them for diverse career paths.
South Africa’s tourism industry is a significant contributor to the economy, so we need to ensure that educational institutions focus on preparing learners to enter the world as well educated, well rounded, passionate professionals with the potential to build their careers. Good educational institutions create an innovative industry and play an important part in impacting the global market.
2. What are the key education philosophies and teaching methodologies implemented within your institution to ensure students are well-equipped for the industry?
At Capsicum Culinary Studio and The IIE School of Hospitality and Service Management (IIEHSM), we take pride in our innovative approach to culinary and hospitality education, ensuring that our students are not only well-equipped with essential skills but also empowered with a mindset that fosters creativity, adaptability and a deep understanding of industry dynamics. Our educational philosophy and teaching methodologies revolve around several key principles which include a holistic approach to education, incorporating experiential learning, integration of industry driven curriculum elements, incorporating a global perspective, interdisciplinary learning and exposure and the implementation of sustainability and social responsibility concepts in learning.
How does your institution support students in seeking employment after graduation, and what specific resources or programmes are in place to facilitate this process?
This year, we are delighted to launch Career Centres at all six Capsicum Culinary Studio campuses and the two IIE School of Hospitality and Service Management (IIEHSM) schools. This will enable our registered students to undergo interviews with our industry partners.
Our dedicated career centre team works closely with industry partners to identify job opportunities for our graduates. This seamless connection between Capsicum Culinary Studio, IIEHSM and our industry partners helps facilitate a smooth transition for students from education to placement and ultimately employment.
Our commitment to maintaining strong relationships with industry partners is embedded in our institutional ethos. By fostering collaboration, staying abreast of industry dynamics and actively seeking input from professionals, we are able to help our students remain relevant, develop a dynamic work ethos and align with the evolving needs of the sector. This maximises graduates’ opportunities for success in building meaningful careers that can take them anywhere in the world.
How does the institution maintain strong relationships with industry partners within the hospitality sector to ensure that the curriculum remains relevant and that students have ample opportunities for internships and practical experience?
At Capsicum Culinary Studio and The School of Hospitality and Service Management (IIEHSM), we prioritise and actively cultivate robust relationships with industry partners within the hospitality sector and outside of the traditional sector. Our commitment to staying connected with the industry and to contribute to developing the industry is reflected in several key strategies that we remain committed to, including involvement in advisory boards and professional bodies, regular collaboration and networking through industry events, conferences and other networking opportunities.
The integration of guest lectures and workshops – where industry professionals are invited to interact with our students – gives them direct exposure to real-world challenges and innovations. This interaction not only enhances the learning experience but also provides students with valuable insights from those actively engaged in the field. Collaborative projects form an integral part of our curriculum. These initiatives allow students to work on real-world challenges, providing solutions that are both innovative and practical.
Through strategic partnerships, we facilitate internships and placement programmes that allow students to gain hands-on experience in diverse settings. This not only enhances their practical skills but also exposes them to different facets of the industry, we always prioritise open and continuous communication with industry partners. Regular feedback assists us in gathering vital insights on the changing needs of the industry and provides us with the opportunity to help guide and develop our students. This two-way communication ensures that we remain dynamic and responsive to industry.
Candice Adams
Academic Operations Manager for the IIE School of Hospitality Management and Capsicum Culinary Studio South Africa.
1. What are the current opportunities & challenges facing the hospitality education sector in South Africa?
We note a strong recovery of international travel and investor confidence. This is resulting in a visible growth of the pipeline of new hotels throughout South Africa with Cape Town being a very clear leader. As much as this is positive, the first gaps in terms of a skills shortage are becoming visible as talent has left the industry or the country and the pipeline of training and education reduced during and just after Covid. As a result we expect the skills shortage to be very prevalent in the immediate future and it will take time for the education and training sector to catch up.
Opportunities are abound for those entering a career in the hospitality sector and it is expected that we will also see a strong growth in remuneration as companies compete for talent.
Within the industry, we believe that all front of house positions as well as the more technical roles such as revenue management will see the highest demand.
2. What are the key education philosophies and teaching methodologies implemented within your institution to ensure students are well-equipped for the industry?
We sum up our educational philosophies and methods as ‘Real World Learning’. This means that we believe that the purpose of our education is to ensure that our students are successful in roles in the sector and can ‘hit the ground running’. We do this through educational methods such as Problem Based Learning, Case Based Learning, and Design Based Education where students work together actively on real world challenges. Not only is this more fun for the students, they also develop a host of skills that are required in industry. These include strong interpersonal skills, communication ability, problem solving ability, and the ability to work effectively in teams.
Also part of our Real World Learning approach is the practical in-house training we do in our Stenden MyPond learning Hotel where students learn all relevant operational skills in year 1, and supervisory and management skills in year 2 so that by the time we send them out to external hotel partners in year 3, they are well prepared.
As we send students out for internship over the last 5 months of their studies, they are not only well prepared, they can also enter the industry from their internship which helps with industry absorption. We find that around 80% of our students receives a job offer during their internship.
3.How does your institution support students in seeking employment after graduation, and what specific resources or programs are in place to facilitate this process?
We see employment and career progression of our graduates as the ultimate measure of our success as an educational institution. We therefore take full control not only of the internship, but also link our graduates to attractive employers.
To ensure successful internships, we run a career development programme in parallel to our curriculum where a designated faculty member engages with the student from year 1 to identify their strengths, weaknesses and aspirations. This results in a match-making in year 3 whereby we place the student in the most suitable internship based on their strengths and needs. This results in a win-win for both the students as well as the industry partner and a near zero internship cancellation rate where we would have to pull the student back.
4. How does the institution maintain strong relationships with industry partners within the hospitality sector to ensure that the curriculum remains relevant and that students have ample opportunities for internships and practical experience?
We have an academic advisory board which is comprised of the leading operators in Africa and this board meets twice annually. These meetings revolve around trends that our industry partners see in terms of skills requirements and the relevance of our curriculum in terms of preparing young talent. In addition, we invite industry partners to provide case studies of contemporary challenges that they are working on and with certain specialisations we have Industry Ambassadors to ensure that we are teaching the latest industry practices. We also ask our internship partners to regularly engage directly with our students as guest lecturers, or to host workshops in which developments are explored.
Dr Wouter Hensens Executive Dean of Stenden South Africa
1. What are the current opportunities & challenges facing the hospitality education sector in South Africa?
• Lack of motivating factors that encourages young people to study Hospitality.
• It’s difficult to find young passionate people who have Hospitality as their first choice because of the low standards of Hospitality in South Africa
• Negative views about the industry
• Lack of development & investment from the Government discourages young people to consider the industry.
2. What are the key education philosophies and teaching methodologies implemented within your institution to ensure students are well-equipped for the industry?
• SHS focuses on using Subject Matter Experts & highly educated faculty to provide “real’’ education through real experiences.
• Industry exposure through internships in the duration of our courses both locally & internationally equips our students with rare skills that enhance their careers.
• Teacher-student interactions are very important in our institution as we are able to track the progress of our students.
• Professional development through consistent on-campus practicals ensures our students are work-ready & way ahead of their peers.
3.How does your institution support students in seeking employment after graduation, and what specific resources or programs are in place to facilitate this process?
• A large percentage of our students get their first jobs in the Hospitality industry through internships, normally the properties are impressed by the skills our students possess & they normally offer jobs to the students after graduation.
• Secondly, we have an alumni network of graduates where we normally post job offers available.
4. How does the institution maintain strong rela tionships with industry partners within the hospitality sector to ensure that the curriculum remains relevant and that students have ample opportunities for internships and practical experience?
• We attend industry events & network.
• We also participate in the Hospitality industry online communities such as blogs etc.
• We also keep relationships with our graduates who are in the industry.
Stephen Hickmore Director of Swiss Hotel School South Africa
1.What specific qualities or skills do you look for when hiring graduates from hotel schools for roles within Minor Hotels?
As these graduates will be the future of our industry we are looking for people who are first of all passionate about the hospitality industry, great all rounders who have excelled in all areas whilst at hotel school, both practical and theoretical. Team players with a deep understanding of guest centricity, good communication skills, attention to detail coupled with problem solving skills, technical proficiency and not afraid of taking risks.
2. How important is practical experience versus academic qualifications when considering graduates for employment in the hospitality industry?
As the hospitality industry is a service oriented industry, practical experience is extremely important as it provides graduates with real-world skills along with industry knowledge, allowing the graduate to gain insight into the day to day operations of the hospitality sector. The individual is also exposed to customer interactions and problem solving situations which helps develop strong customer service skills.
On the academic front, foundational knowledge providing an understanding of the industries principles, theories and best practices, critical thinking and analytical skills which impart a broader knowledge of the business environment and professionalism are as important as the practical aspect of the graduates education. Balancing both is therefore vital as the ideal candidate often combines both practical experience and academic qualifications levering both to excel in their roles.
3.What strategies does Minor Hotels employ to attract and retain top talent within the African hospitality industry?
Our Grow With Us program forms the foundation of our talent management platform.Our high performance team members are identified and put on various development programs, from our Supervisory Development Program, through to our Commercial leaders and eventually our Horizon program for future General Managers.
With the growth in Minor Hotels, there are many opportunities to experience different cultures as well as get exposure to different brands through task force opportunities, including pre-opening and cross exposure projects.
Ascent is our graduate program, which involves a six month operational project followed by six months elective in their preferred department. The program is being relaunched this year and we look forward to building our leadership pipeline via Ascent.
4. Are there any specific challenges or opportunities you see in recruiting and developing talent within the African hospitality market?
There is definitely a gap between the skills demanded by the industry and the skills possessed by the available workforce. This is the reason the international opportunities offered by Minor Hotels is so important.
As the industry grows in Africa there is an increased competition for skilled and experienced professionals, which can make it challenging to attract and retain top talent.
The regulatory and legal environment should also be taken into account as understanding and complying with local labour laws and regulations is essential for effective talent management. The growing tourism industry in Africa opens up great opportunities for local talent and it is important that we invest in developing our local talent in order to bridge the skills gap.
5. How does Minor Hotels support the ongoing professional development and growth of employees within the organization, particularly those hired from hotel schools?
Minor Hotels has recently appointed Bree Creaser as VP Learning & Development and Talent Management as well as Aleksander Hojgaard as Director of Talent Acquisition, who report to our Craig Cochrane our CPO in Bangkok and will support the global talent pipeline.
6. In your opinion, what are some of the key trends shaping the future talent landscape of the African hospitality industry?
We are currently in a very exciting time in Africa with Digital transformation definitely on the top of everyone’s list. This trend is going to create a huge demand for talent with digital literacy, data analytics skills and the ability to navigate and leverage emerging technologies
Sustainability and ego friendly practices are becoming increasing important on the global front and this is no different to Minor International. Given the dynamic nature of our industry, team members who are able to navigate uncertainties, embrace change and foster innovation will be crucial to our success.
Ashleigh Christie Regional Director of People & Culture - Africa at Minor Hotels
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