Career Development Plan

Businesses and job prospects took a hit in the tourist industry after the COVID-19 epidemic because of the restrictions placed on travel and the closure of borders, which led to a precipitous drop in demand. Worldwide, foreign visitor arrivals fell to 74% between 2020 and 2019, costing economies an estimated loss of $1.3 trillion in export earnings (UNWTO, 2021). In their study of the catastrophic pandemic effects on the hospitality sector, Najib Noorashid and Wei Lee Chin (2021) found that hotels cut their workforce by over 15% during the shutdowns, airlines fired over 20% of their employees, and cruise lines fired over 30%.

According to the numbers, the tourist industry has weathered the COVID-19 storm better than anybody had anticipated. In response to concerns about long-term viability and economic revival, some tourist groups have revised their business strategies, say researchers Najib Noorashid and Wei Lee Chin (2021). Innovations such as contactless services, digital technology integration into operations and delivery, sales, and discounts targeted at domestic and local travelers in reaction to a drop in international demand, and joint reopening campaigns with local governments based on standardized safety and health protocols are among the most noteworthy developments. For the time being, the settings remained constant.

Several countries have liberalized travel restrictions and coordinated the gradual reopening of their borders to boost demand (OECD, 2020). The United Nations World Tourism Organization (2021) reports that by the third quarter of 2021, domestic visitor spending at several locations had almost recovered to 2019 levels, pointing to their durability. Nevertheless, spending on international tourism was modest. More assistance and innovation are required to maintain the recovery; as a result, the sector is adaptable yet vulnerable.

One way to make the most of the good times and avoid the bad ones in the tourist industry is to follow the steps outlined in the Career Development Plan (CDP). A person's career goals, necessary abilities, and the ever-changing nature of the tourism business should be considered comprehensively. Using the CDP as a starting point, individuals may go through a systematic process of professional growth and accomplishment in an ever-changing environment by assessing themselves, defining goals, and creating actionable plans.

Academic part

There has also been a gradual return to pre-pandemic employment levels in the tourist industry. Job postings in the hotel industry in large cities were the primary subject of Binggeli's (2023) research. Despite a 15% demand shortage in recruitment from 2019, the poll found that enterprises were resilient. Jobs in cleaning and banqueting recovered the quickest when in-person activity resumed. However, the study found that digital and customer-facing professions would be scarce as tourism businesses struggle to re-emerge and re-employ. In order to spur development in the sector, we must overcome the hurdles posed by labor and skills shortages.

Self-assessment

Sooner rather than later, I want to become regional vice president of sales at one of the world's most prestigious hotel chains, like Hyatt, Marriott, or Hilton. This position requires planning, leading, and supervising sales operations and strategy for a region with 5-10 major cities and their surrounding areas. The territory will include both branded hotel assets and independent hotel partnerships. With a bachelor's degree in hotel management and over a decade of successful sales experience, I am ready to put my education and training to work. In order to accomplish these sales within eight years, it is necessary to drive significant hotel night reservations, establish high-value customer connections, and consistently exceed yearly revenue growth objectives.

For example, consider the essential skills for a regional vice president of hotel sales position. If true, I address challenges with surprising resilience thanks to my hotel-specific consultative and solution-selling skills. I have developed and continue working to hone skills to help me form new long-term business partnerships, upsell and retain high-value corporate accounts, and conclude complex negotiations based on my supervisor's feedback and officially graded role-playing simulations. I also have sales experience. I also target business, leisure, and group consumers at branded and independent hotels. I will create dynamic room rates, special bundles, and loyalty rewards by working with revenue management pricing. As a corporate sales manager and regional sales coordinator, I will annually assist $36 million in regional budgets. Finally, strategic hospitality sales skills are the foundation of your value offer, especially if one wants to become a regional sales leader.

In the future, I want to head up the sales department for a whole network of hotels in my area. I know that to reach my goal, I will have to use my expertise in quantitative analysis and optimization, and my consistently good soft-sales solution selling skills. I lack the expertise necessary to manage and make informed judgments as a regional sales executive due to my lack of proficiency in complex rate-setting technology, integrated reporting systems, and advanced forecasting models. However, working with our pricing teams has given me much insight into the core business. Achieving specialist certification by completing an intensive course focusing on analytics and revenue management science has been my top development objective for the following year so that I may be better prepared (Langan et al., 2023). Using less-than-ideal pricing and modeling strategies, I will learn to maximize profits in fluctuating demand.

I have also not had the chance to formally manage sales teams, create budgets, or plan larger projects that need change leadership skills as an individual contributor who has focused on personal sales goals and client relationship management up to this point. As I take on the responsibilities of a regional sales executive and work to reach the group's 25-30 employee objectives, I recognize the importance of honing my skills in executive coaching, delegating duties, financial control of finances, team supervision, and managing change. Temporary work opportunities to shadow regional sales VPs for a year or more are necessary to bridge the gap between present knowledge and necessary abilities. As a result, I will be more equipped to assume leadership roles. I anticipate working closely with a mentor with extensive expertise in this program to analyze various senior executive activities and exert strict control over personnel and finances.

Research your industry (Tourism)

As a subset of the larger tourist economy, the hotel industry is seeing a shift in the skills that employers’ value most. According to studies, there is an overwhelming demand for technology to enhance the visitor experience. More than 75% of modern travelers would instead use a smartphone app or an online travel agency to arrange their vacation than the more conventional methods, according to Deloitte (2022). Sales executives at hotel chains need to be able to work with a variety of distribution partners and digital marketing strategies to bring in direct reservations (Phocuswright, 2021).

In addition, guests care deeply about environmental responsibility. According to Lane (2022), 70% of tourists think about the hotel's environmental standards while choosing accommodation. Thus, to attract corporate customers interested in increasing their CSR requirements, sales executives need to showcase eco-initiatives like solar installations, policies to reduce waste, and involvement in the local community (Lane, 2022).

These tendencies define my ideal 10-year professional objective as a Regional Sales Director for a leading hotel chain. Developing and maintaining booking channels and advising customers on sustainability initiatives are digital hospitality aptitude requirements for this executive position's sales operations across many geographies (Hair Jr et al., 2021). I have a solid groundwork for future development because of my technologically inclined hospitality degree and adaptable solution-selling talents. Acquiring hands-on experience in revenue administration and team supervision is essential for filling the current experiential gaps. After a pandemic, contactless service models are likely to be widespread; thus, the flexibility to adapt is crucial.

Action Plan

Evaluate Oneself

By reflecting on my own experiences, my expertise in consulting, solution selling, account management, and in the hotel sector. I am competent based on my record of growing bookings and income, and I am well aware of the need to hone my skills in financial and team management via executive leadership, revenue optimization, and quantitative analytics.

The Process of Goal Establishment

Approaches to Development

In order to be competitive for higher-level roles in the hotel business, I want to spend the next two years expanding my education and skill set. My next step is to take a course in analytics and science for professional revenue management in the hotel industry. Strategic decision-making relies heavily on one's analytical abilities, and this program will help me hone those abilities while expanding my knowledge of dynamic pricing and forecasting. I happen to be in the process of arranging to shadow a regional VP of sales or take on a temporary role with them.

Knowledge and Skill Deficits

I have to bridge my knowledge and skill gaps in order to attain these ambitious aspirations. Firstly, I comprehend the need to make the revenue management strategies, such as dynamic pricing, and the use of forecasting models, more real and pragmatic with respect to a company setting. In the ever-changing hospitality sector, these skills are essential for making the most money and offering competitive rates (Shashwat & Rani, 2023). My lack of expertise in carrying out leadership responsibilities is another area where I recognize I am deficient. If you want to be the vice president, you need to be good at managing a team, keeping costs down, and making long-term plans. I need to work on these abilities to be the team leader and make decisions that propel our objectives forward.

A hotel-centric income management certification program is something I want to develop over the next seven months. My capacity for price and trend analysis will grow due to this. Meanwhile, I will also try to find an opportunity to shadow a regional vice president at my company to get some hands-on leadership experience. In addition, I want to hone my strategic planning and team leadership skills by working my way up the ladder to project management. Seeking a mentor within the field and being active in professional networks will be critical in ensuring I am abreast of industry developments and best practices.

My first action is to locate a mentor and enroll in a course on revenue management within the next six months. I intend to complete the course, use what I have learned at work, and approach my employer about possible job shadowing possibilities during the following six to twelve months. In order to get experience in executive leadership, I plan to shadow or temporarily work with an executive for the next one to two years. Following that, I will lead a project to polish my strategic skills. My long-term goal is to use what I have learned here to become a regional vice president via formal training and informal networking events.

Implementation of Plan

I pledge to further my education and acquire marketable skills to further my career in the ever-changing hospitality business. An intelligent move to hone my abilities in demand forecasting and pricing strategy, enrolling in the revenue management certification program, reflects my commitment to the field. I would want to set aside a certain amount of time each week to research and put these new ideas to the test at work, keeping in mind the need to balance professional responsibilities with personal development. By taking the initiative and putting my theoretical knowledge into practice, I will have reinforced my learning and made a valuable contribution to my present job.

In addition to actively seeking opportunities to gain experience in my area via shadowing and mentoring, I will also be actively acquiring new skills. Part of this process is talking to leaders and mentors in my professional network so I may pick their brains about different approaches to leadership. Even if it is only for a little while, I could learn a lot about senior-level team management, strategic planning, and high-level decision-making by shadowing a regional vice president of sales. My future leadership jobs will benefit significantly from this in-depth education as it will give me a first-hand look at executive roles' difficulties.

My professional goal revolves around the idea of lifelong learning. Participation in such forums as webinars, conferences, and seminars associated with the hospitality industry is to gain more knowledge and create contact with other professionals. I will use these platforms just to keep in check with the dynamics in my field and access varied amounts of information apart from the one on the current trends. On the other hand, they will provide me with an interface through various networking events and a platform for student interaction. These activities will mold me into a proactive, knowledgeable, and adaptive professional.

Every year, I will make sure to update my professional portfolio and resume thoroughly. Rather than seeing it as just another update, I will see it as an opportunity to reflect on my progress and identify areas where I can improve. One’s professional narrative has to be interesting and up-to-date, so one should record new skills, experiences, and major accomplishments. In addition to preparing me for future obstacles, this comprehensive approach will help me see the big picture of my professional career. With this in mind, I am certain that I will be prepared to engage in lifelong learning and will reach my professional goals.

The art of networking is always developing, and I strive to become better at it. I will build meaningful contacts via LinkedIn and several industry affiliations. Through such platforms, for instance, I will network with fellow employees, supervisors, and potential mentors, be able to contribute in the discussions, share ideas, and be informed about the new developments in my field of work. Networking is more than just making contacts in the hotel sector; it also requires that one build relationships that are mutually beneficial and from which one can help others out and learn from the expertise of another. Try reaching out to people on a personal level. It's essential to grow as a person in order to have new opportunities and connections.

Any career development plan for a tourism business should remain flexible and well-prepared, especially in times of adversity, such as in the era of the COVID-19 pandemic. This proactive way to match these competencies with ever-redefining career purposes of the industry - seeking new knowledge, building strategic networks, acquiring practical experience in class through internships, and even work experiences - might put one in a better place regarding chances for professional growth. This preventive approach makes careers in the continuously transforming tourism sector possible and successful.