Zsuzsa Deli-Gray (ed.)

Cases in Tourism Marketing III

What skills should we expect from the employees of the future?

Csilla Jandala

The ABC-Hotels Hungary chain is one of Hungary's most dynamically growing companies operating hotels. At the moment, they only operate hotels domestically, but their medium-term plans also include expansion abroad. Their hotels are upper-middle class, with a maximum of 100 rooms, typically city hotels, most of which are located in Budapest. In the near future, their capacity will be expanded with two more buildings. In connection with this, CEO Dr. Ágnes Nagy and HR manager Péter Szabó discuss issues related to the provision of the workforce.

To this end, they called on international and domestic research recently carried out by VIMOSZ, the Hungarian Hospitality Employers Association, called PANTOUR. PANTOUR (Pact for Tourism Skills Alliance) is an Erasmus+ project (2022–2026), which is actually a European partnership to improve cooperation between education and the tourism and hospitality sector. PANTOUR is a continuation of the NTG project (Next Tourism Generation Skills Alliance; 2018–2022).

Péter Szabó suggested that before discussing the findings and conclusions of PANTOUR in detail, they should also review other EU research on skills development, as most of the general findings can be used by the tourism and hospitality sector as well.

The European Union has defined the need for the use of the Skills Information Monitor as follows: "Skills information is the result of an expert-led process of identifying, analysing, synthesizing and presenting quantitative and/or qualitative skills and labour market information. […] To remain relevant, skills information needs to be kept up to date and adapted as user needs change" ( Cedefop, 2019 ).

Dr. Ágnes Nagy and Péter Szabó have already read about the project and its results in VIMOSZ's professional newsletter, and Mr. Szabó even participated in the research as an interviewee. Consequently, his knowledge is more thorough, and he is sure that the research results will provide useful information for them as well. The detailed research is also published on the VIMOSZ and PANTOUR websites.(https://nexttourismgeneration.eu/ and https://vimosz.org/)

PANTOUR aims to help jobseekers, employed and unemployed workers, employers, SMEs, industry associations and policymakers in the tourism sector. It therefore pays particular attention to reskilling and upskilling the general workforce based on future skills needs. To achieve this goal, research will be carried out in all countries of the project consortium to identify the future of tourism and the gaps between the current and future digital, sustainability and social skills in the tourism sector.

As the head of one of the PANTOUR working groups (WP3), VIMOSZ has the priority task to designate new jobs in the tourism and hospitality sector that will be indispensable in Europe after 2030. The detailed elaboration of the profile of new jobs includes the definition of the main activities related to each job and the skills that are essential for them.

During the research, desk research and primary research methods are also used: these are partly questionnaire interviews and partly personal interviews with key representatives of the sector (as mentioned above, Péter also took part in this).

"Let's start with what digital skills we expect in Hungary today" suggested Péter Szabó. In the area of digital skills, the survey shows significant differences between the current skill levels and those expected to be needed by 2030. Currently, there is a relatively high level of knowledge of established digital skills such as office applications, digital marketing systems, and secure information processing. However, awareness of emerging digital technologies such as robots, artificial intelligence and digital technologies for guest experience remains remarkably low. The existing knowledge is predominantly focused on basic digital tools and communication. Despite current knowledge levels, the survey shows that the skills of the future needed in 2030 are no longer dominated by past gaps: secure information processing is the most needed skill, followed by the use of digital marketing and communication systems and office applications. Digital privacy and ethics and digital business analytics also promise to be very useful, reflecting the growing concerns about data security and the growing importance of data-driven decision-making. Even more surprising, the use of robots and generative AI applications is on the list of least necessary skills, and the use of digital technologies to create guest experiences is also at the end of this list.

"The difference between current and future levels of knowledge shows that the use of new technologies remains the most needed skill. But we also experience this ourselves in our hotels…" continues Ágnes Nagy. The most significant gap is in the use of artificial intelligence and digital guest experience technologies, followed by digital business analytics, business intelligence and data-driven decision-making, the use of the web and application development and programming, and the use of robotics. Proficiency levels vary in line with evolving technology trends and business needs. For example, the high demand for secure information processing reflects the growing threat and need for data protection. Generative AI applications, while even less critical right now, are likely to transform many industries, including content creation, creative arts, and customer service. The data highlights the need to address digital skills and gaps in relevant skill levels. This could be solved, for example, through on-the-job training and further training, or even through mentoring programmes. Cooperation between policymakers, educators and businesses is needed to close these gaps and prepare the workforce for future digital challenges. Encouragingly, small gaps in existing skills suggest that some basic skills are well established, which helps to build new competences.

"I also made several suggestions regarding the expectations related to green/sustainability skills during the previous interview," said Péter. According to the survey, the most expected skill is an understanding of environmental laws and regulations. Understanding and keeping the legislation up to date is vital today. Currently, the second most advanced skill is the efficient use of resources. Given that maintenance costs skyrocketed in the winter, this skill was the first and most valuable step to keeping costs for businesses at a bearable level. This was also said in one of the personal interviews. In the future, this skill will be in great demand, which indicates that further developments are needed in this area. This is not only due to climate change, but future demand factors (tourists will choose between accommodations based on their level of sustainability) will also have a major impact on the need for this skill. The third most expected skill is to promote and encourage sustainable practices among guests. It is extremely important not only to implement sustainable solutions, but also to share the results achieved and encourage others to make their lives better. Therefore, this skill is essential. On the other hand, skills that are much more important for sustainable development need to be acquired. Unfortunately, the skills that are missing or least expected are technical skills: e.g. measuring and managing CO2 emissions, using technology to accelerate the green transition, and green procurement and supply. The development of these skills requires the most resources. Although the latter skills have the greatest skills shortages, the future need for these skills is unfortunately one of the least important for businesses.

"I wonder where we stand in terms of social and cultural skills expectations." the CEO added, settling comfortably in her armchair.

"Interesting findings were made in the research," replied the HR director. The level of socio-cultural skills is considered to be higher than that of others, both now and in the future. For example, excellent customer service and effective communication with guests and colleagues are the highest rated current proficiency levels. These skills are essential for creating a positive guest experience and fostering a productive work environment, which explains their high importance. On the other hand, in terms of current expectations, there is a bit of a low level of support for diversity, equality and inclusion and effective communication with guests in their native language.

As regards the overall responses to the development of socio-cultural skills, it is clear that the sector recognises the need for improvement. Future skills needs in 2030 are higher than current ones in all skill categories. This suggests that stakeholders in the tourism and hospitality industry are aware of the evolving requirements of the industry, including the need to deal with unexpected situations and conflicts, as well as the need to communicate effectively in different environments. Adaptability to change and dealing with unexpected situations are at the top of the list, indicating its growing importance.

"In fact, we have to take into account not only the internal processes of the tourism and hospitality sector, but also the external phenomena affecting the sector (demographic changes, epidemics, etc.) when planning" interjected Ágnes Nagy. "The sector is constantly changing, and a high degree of adaptability is needed."

"After examining the biggest skill gaps, it can be concluded that the skills listed above are of key importance in the tourism industry, as they directly affect the quality of the guest experience and the ability to navigate a diverse and dynamic environment" the HR director answered. The smallest shortcomings are in understanding the cultural environment of your own destination and sharing it with guests, excellent customer service, effective communication with guests and colleagues, and effective teamwork. While these skills are essential, relatively minor differences may indicate that they are more advanced among current workers, highlighting their importance in the sector. “In conclusion, I can say that the data clearly reflect that Hungarian tourism professionals prioritise socio-cultural skills and their development. As the industry evolves, adaptability, effective communication, and conflict resolution are becoming increasingly important. Understanding trends and addressing gaps will be essential for the success of the sector in Hungary.”

"When we apply the research results discussed so far in our own business, we should also take into account," added the CEO, "that as travel habits change, more and more services are purchased with the help of smart devices. In addition, tourists receive the necessary up-to-date information (often in their native language) through their smartphones, without the need for a receptionist in the traditional sense. This is a significant change in the front office area. In addition, the increase in the proportion of women in the tourism and hospitality sector poses additional challenges: for example, night shifts used to be reserved exclusively for men, but this is now impossible, and women are often away from work for longer periods of time when they start a family and are unable to return due to their changed circumstances."

"And let's not forget," the HR director interjected, "that for decades, the tourism and hospitality sector has been characterised by a classic hierarchy." Nowadays, and even more so in the future, this relationship is transformed into a partnership, which supposes the adaptation of different age groups. In this context, one of the interviewees of the research also said that "we, the 50+ generation, are the first generation who learn not only from our ancestors, but also from our descendants".

"So what do you suggest we should do in the future?" the CEO asked.

"From the research of the PANTOUR project, we have established that the technological development of the 21st century poses a huge challenge for tourism," Péter Szabó replied. It should be recognised that in order to make tourism more attractive, efficient and economically, socially and environmentally sustainable, it is essential to use the solutions offered by the internet, location-based services, artificial intelligence and augmented and virtual reality. It also means rethinking challenging tourism processes such as seasonality, congestion and smart destination developments. Smart destinations are appearing where the development of tourism presupposes the existence of an innovation, technological and sustainability strategies. The smart destination continuously provides data and analysis to decision-makers, enabling them to optimally target tourism-related developments and increase their efficiency. These processes lead to a rethinking of the skills required by employees who do business.

"In my opinion, the tools and methods of digitalisation are changing so quickly that it is almost impossible to foresee and plan 5–10 years ahead," the HR director continued. At the same time, it is necessary, as digitalisation also raises new expectations for those working in tourism. These expectations require the development of technical knowledge and recognising the existence of new skills and abilities. Education and training systems also need to adapt to these new needs. By 2030, virtual reality (VR) and augmented reality (AR) technologies will become increasingly important. Their knowledge and application will be expected. At the same time, it is important that employees are willing to learn as much as possible about them and that they examine them independently. Of course, full automation is not possible in the accommodation subsector. The higher the category of accommodation, the greater the need for personal participation. However, some jobs – such as those of receptionists – may change as future guests will use digital tools in their daily lives, and they will do so in their accommodations (in fact, this is already the way Airbnb stays operate to meet growing demand).

By 2030, a generation will grow up where environmental awareness will be vital. Young people are beginning to realise the importance of protecting the environment. The potential changes will take the form of fundamentally grassroots initiatives. According to the interviewees, guest-centredness and commitment are clearly in the first place among social skills. We also need to focus on these. These skills are expected to continue to be of paramount importance in 2030. By 2030, empathy will be the top priority, and of course, communication with guests will continue to be high on the list. Accepting "otherness" will be vital, as it has not been a major problem in the sector in the past. Oral and written communication will become even more important by 2030. Quality responses from staff and management on social media and websites, including embedded photos, will be essential.

"In other words, if we wanted to summarise, we could say that team harmony, communication, problem-solving skills and flexibility are the skills that are important now and in the future," the CEO concluded. Coordinating teamwork and organising training programmes is essential, as different generations need to work together, each with different skills. The question is whether we try to create the necessary trainings from internal strength or use external help. "We will definitely return to this at our meeting next week," said Dr. Ágnes Nagy firmly. “I think that in the future, we must be even more prepared for the fact that we will have to adapt quickly to unexpected situations. We can only remain competitive if employees are also able to change and adapt quickly. We need employees who are able and willing to engage in continuous training and self-education, who themselves profess the need for lifelong learning and are not afraid of changes and the acquisition of new knowledge and skills.”

Tartalomjegyzék

Kiadó: Akadémiai Kiadó

Online megjelenés éve: 2026

ISBN: 978 963 664 217 4

Marketing Turizmus

The publication of the third volume of Cases in Tourism Marketing is truly welcome news from both an educational and a professional perspective. Through real-world, timely, and thought-provoking cases, this collection helps readers – students and practitioners alike – gain a deeper understanding of the complex world of decision-making in tourism marketing. The case studies not only convey professional knowledge but also develop analytical skills, problem-solving abilities, and critical thinking. One of the volume’s key strengths is its focus on issues that define contemporary tourism, including the role of digitalization, artificial intelligence, destination branding, and stakeholder collaboration in tourism marketing. Long-awaited and highly relevant, this third volume is a worthy continuation of the previous collections and will undoubtedly serve as a valuable resource in higher education in tourism, while also being highly recommended to professionals who enjoy reflecting on challenges and opportunities beyond their own immediate field of expertise.

Tamara Ratz PhD

Director, Centre for International Relations, Kodolányi János University

Head of Tourism Department, Professor of Tourism

It is an honor for me to recommend this volume to everyone who wishes to understand tourism marketing not only in theory, but also through its real business and human dimensions. The worlds of tourism and hospitality have undergone fundamental changes in recent years, which makes case studies based on real market situations, decision-making dilemmas and current challenges especially valuable in supporting both learning and critical thinking. This book provides not only professional knowledge, but also encourages a complex mindset, creative problem-solving and the ability to think in connections — exactly the skills today’s tourism professionals need most. I wholeheartedly recommend this volume to students, educators and tourism professionals alike.

Judit Fodor (Liptai)

Group Director of Sales and Marketing, Danubius Hotels

Hivatkozás: https://mersz.hu/deli-gray-cases-in-toursim-marketing-iii//

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