victorian tourism workforce development plan - Tourism Victoria

VICTORIAN TOURISM WORKFORCE
DEVELOPMENT PLAN
2 0 1 0 – 2 0 1 6

Contents
Minister’s Foreword 03
Section One: Strategic Overview
Strategic context
Addressing workforce development
Who is the Steering Committee?
Overview – Victoria’s tourism workforce
Employment in the tourism industry (by sector)
Employment in accommodation and food services
Tourism workforce development challenges
Objectives
What are the strategic objectives of the Plan?
How will the Plan be delivered?
Section Two: Strategic Actions
Area One: Making tourism a career of choice
Area Two: Supporting sustainable workforce structures
Area Three: Retaining quality people
Area Four: Growing the tourism workforce
Area Five: Training and skilling the tourism workforce
Area Six: Supporting small business excellence
Area Seven: Growing the tourism workforce in regional Victoria
04
05
05
05
06
06
08
10
12
12
13
14
15
18
20
23
27
30
32
Section THREE: Implementation 35
REFERENCES 37
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VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

Minister’s Foreword
The Victorian Tourism Workforce Development Plan
2010–2016 (the Plan), is the first of its kind developed
for the Victorian tourism industry. The Plan presents
considered strategies responding to these workforce
challenges. It outlines specific actions to increase the
industry’s share of the current and future labour market,
focusing on the attraction and retention of appropriately
skilled labour. It will also ensure businesses, particularly
small businesses, are well equipped to provide
professional development and training opportunities
for employees.
The Victorian tourism industry employs almost
185,000 people and contributes more than $15 billion
to the State’s economy.
Tourism, perhaps more than any other industry is
about people — with the right knowledge, service skills
and expertise. To achieve the Victorian Government’s
objective of facilitating an $18 billion tourism industry
by 2016, as laid out in the 10 Year Tourism and Events
Industry Strategy, fulfilling the supply of a skilled
workforce is crucial to the delivery of quality
tourism experiences.
Workforce development focuses on all aspects of
a business’ workforce, including: the recruitment of
staff with the right skills, experience and attitude;
remuneration; developing individuals’ skills and
potential through training and development; and
career progression opportunities.
In a highly competitive labour market, tourism businesses
need to focus on these issues if they are to be successful
in attracting and retaining employees. An ageing
workforce and the migration of young people to cities,
an issue prevalent in regional Victoria, also present
workforce challenges for the tourism industry.
The successful implementation of the Plan is a shared
responsibility of the industry, government and education
and training providers and will require a long-term
commitment by all stakeholders. To facilitate this
objective, a joint industry-government Implementation
Group has been formed, which will oversee
implementation of the Plan.
Through the Plan, strategic policies and programs will be
delivered, which will provide opportunities for interesting
and diverse career pathways for individuals, a skilled
workforce to drive profitability and long-term viability
for tourism businesses, and to the State, an innovative
and vibrant tourism industry which supports Victoria’s
long-term economic prosperity.
The Hon Tim Holding MP
Minister for Tourism and Major Events
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VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

INTRODUCTION
SeCtION ONE
STRATEGIC OVERVIEW
4
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

STRATEGIC CONTEXT
Addressing workforce development
In late 2006, the Victorian Government released its
10 Year Tourism and Events Industry Strategy and set a
vision to expand the contribution of the tourism industry
to $18 billion, employing 225,000 people by 2016. In
order that this vision can be realised, a sizeable number
of new jobs will need to be created and filled.
In 2006, this was estimated to be 66,000 (direct
and indirect jobs).
Despite the recent global economic downturn and a
number of crises which have impacted on the growth of
the tourism industry in Victoria, research commissioned
by Tourism Victoria indicates that up to 32,000 new direct
jobs will still be required if the industry is to reach the
forecast target by 2016 1 .
The Victorian Tourism Workforce Development Plan
2010 –2016 (the Plan) has been developed to ensure the
State’s tourism industry achieves this target by addressing
the key challenges in attracting and retaining individuals
with the required skills and experiences.
This Plan has involved extensive consultation with
government agencies, tourism businesses, industry
associations, education and training providers, tourism
boards and state and local government representatives
in Melbourne and throughout regional Victoria.
Who is the Steering Committee?
A Steering Committee was formed to oversee the
development of the Plan, supported by specialist
consultants. Convened by Tourism Victoria,
membership of the Committee comprised:
• Tourism Victoria
• Skills Victoria
• Australian Wine Tour
Company
• Workforce Victoria
• Tourism Alliance
Victoria
• Small Business Victoria
• Service Skills Victoria
• Regional Development
Victoria
• William Angliss Institute
• Victoria University
• Victorian Employers’
Chamber of Commerce
and Industry
The Committee has provided input into developing
actions to address the labour skills, service standards
and labour shortages affecting the tourism industry.
The Committee drew on global examples (international
tourism workforce strategies undertaken in London,
Scotland, Alberta and New Zealand were examined)
and workforce studies undertaken in other industries
to determine the appropriate benchmark for Victoria’s
tourism industry.
The actions in this Plan also complement and build on
the directions of several initiatives which are currently
in place, such as Victoria’s Tourism Excellence Program,
industry accreditation programs, the evolution of regional
industry structures, and significant Victorian Government
policies such as Securing Jobs for Your Future – Skills for
Victoria and Ready for Tomorrow: A Blueprint for Regional
and Rural Victoria.
1
People First: A Report Guiding Victoria’s Tourism Workforce Development Plan, Tesdorpf & Associates, Saturn Corporate Resources, URS Australia, Bramark Consulting, July 2009
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VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

OVERVIEW - VICTORIA’S TOURISM WORKFORCE
Employment in the tourism industry (by sector)
In 2007–08, the tourism industry contributed over 3.2 per
cent (or $8.6 billion) to the Victorian economy’s output
and generated over 3 per cent (or $7.2 billion) of the
gross industry value added 2 . Tourism output amounted to
over $15.8 billion in the categories listed in Figure 1.
Victoria’s tourism output represents 20 per cent of total
tourism output in Australia. The tourism industry directly
employed over 105,000 employees in Victoria in
2007–08, in the industries listed in Figure 2.
Figure 1.
Tourism output by main product, Victoria 2007–08
Figure 2.
Composition of the tourism workforce, Victoria 2007–08
15
15
5
4 2 1 4 2 1
5
5
2
2 15
3
3
4 2 1
5 5
2 2
3 3
15
15
4 2 1
1
15 15
1
1
7
Tourism output 1 % 1
1
7
5
110
1
1
1
1
7
15
1
1
1
10
1
7
2
2
1
9
9
2
2
1
2
2
1
12
9
12
3
5
12
3
5
3
9 5
5 5
1
2
Tourism 2 workforce
composition 1 % 13
12
5
1
3
5
1
13
13
10
5
1
13
10
5
8
5
8
10
4
8 8
15
4 15 4
Travel agency services Travel 15 agency 15 services Taxifares
10
4
24
Taxifares
24
24 10 10
5
5
24
8
8
5 5
8 8
Travel agency services Travel agency services Road transport and Road vehicle transport hiring a
Long Travel distance agency Travel transport services agency Long distance services transport Taxifares Local transport Taxifares Local transport
Travel agency Air Travel and services agency water services transport Air and Road water transport Road Rail and transport vehicle and hiring vehicle Rail hiring transport
Motor Long vehicle distance Long hire transport distance Motor transport vehicle hireLocal Motor transport vehicle Local transport maintenance Motor vehicle maintenance Air and water Accommodation
Air transport and water transport Accommodation
Rail transport Rail Cafés, transport restaurants Cafés, restaurants
Motor vehicle Motor hirevehicle hire
Fuel
Fuel
Motor vehicle Motor maintenance vehicle maintenance
Vehicles Vehicles
Accommodation Accommodation
Pubs, clubs, bars
Cafés, restaurants Cafés, restaurants
Pubs, clubs, bars Manufacturing Manufacturing
Fuel Fuel
Vehicles Vehicles
Accommodation services Accommodation services Rent on holiday houses Rent on holiday houses
Pubs, clubs, Pubs, bars clubs, bars
Retail
Retail
Manufacturing Manufacturing
Casinos and gambling Casinos and gam
Accommodation Accommodation services services Rent on holiday Rent on houses holiday houses
Retail Retail
Casinos and Casinos gambling and gambling
Takeaway and restaurant Takeaway meals and restaurant Food meals products Food products
Takeaway and Takeaway restaurant and meals restaurant meals Food products Food products
Museums, arts, libraries Museums, arts, libraries Other entertainment Other entertainm
Museums, arts, Museums, libraries arts, libraries Other entertainment Other entertainment
Beverages
Beverages Beverages
Beverages
Shopping
Shopping
Shopping
Shopping
Education
Education
Education
Education
Other Other
Other
Other
Recreation, Recreation, culture, Recreation, sports
culture, sports culture, Gambling Gambling sports and Gambling and betting betting and Gambling betting and betting
Source: STCRC, 2009
Education Education Education Other Other Other Other
Source: STCRC, 2009
2
Sustainable Tourism Cooperative Research Centre, 2009: Tourism satellite accounts 2007–08: summary spreadsheets
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VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

OVERVIEW - VICTORIA’S TOURISM WORKFORCE
Figure 3.
Tourism’s share of industry employment, Victoria 2007–08
50
Tourism share (%)
40
30
20
Accommodation, cafés
and restaurants
25.2
Communication services
Culture and recreation
Education
Finance and insurance
Government
Health and community services
Manufacturing
Personal services
Property and business services
Retail trade
Transport and storage
Total
13.5
10
7.3
6.4
4.8
1.5
0.3
1.6
2.7 2.5
0.2
6.8
4
0
Industry
Source: STCRC, 2009
Direct tourism employment in Victoria represents
over 4 per cent of total Victorian employment.
Figure 3 demonstrates tourism-related employment
across different industries.
Tourism contributes to employment in a number of
industries, including transport, retail trade,
communication, culture and recreation, and education.
Most importantly, tourism is responsible for over 25 per
cent of employment in the accommodation, cafes and
restaurants industry.
Therefore, tourism creates approximately 184,800 jobs
in total or 7.1 per cent of employment in Victoria 4 .
As the above analysis shows, the tourism workforce is
distributed across a range of industries that have very
different employment characteristics. From a workforce
development perspective, accommodation and food
services are among the most challenging areas as
employment is characterised by a high proportion
of part time and casual work, high turnover, young
employees and a large number of small employers.
Estimates suggest that tourism also generates a significant
amount of employment through generating demand
for intermediate inputs from other, non-tourism
related industries 3 . Tourism indirectly contributes an
additional 79,500 jobs to the Victorian economy.
3
STCRC, 2009: Tourism satellite accounts 2007–08: summary spreadsheets
4
STCRC, 2009: Tourism satellite accounts 2007–08: summary spreadsheets
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VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

OVERVIEW - VICTORIA’S TOURISM WORKFORCE
Figure 4.
Employment in accommodation and food services in Victoria 2010–2016
200
180
160
140
People (000s)
120
100
80
60
40
20
0
2003
2005
2007
2009
2011
2013
2015
2017
Year
Source: Skills
25
Victoria 2010
2009 2016
20
Employment in accommodation and food services The industry is characterised by a high proportion of
casual and part-time positions. In 2009, only 49 per
Approximately 15 170,000 employees or 6 per cent of the
cent of workers were employed on a full-time basis.
Victorian workforce were employed in accommodation
For employees working full time, average weekly hours
and food 10 services in 2009.
worked were 44.3 hours (compared with 41.3 hours
Over the past ten years, employment in the industry has for all industries).
05
grown from around 140,000 employees to over 170,000
The industry has been suffering from skill shortages,
(by 23 per cent) in 2009 (refer to Figure 4).
0
across a range of occupations. In the food services
15—19 20—24 25—29 30—34 35—39 40—44 45—49 50—54 55—59 60—64 65—69 70+
Employment growth is expected to be moderate in the sectors, chefs have been in persistent shortage, while
next two years, while the longer term outlook is positive cooks, service staff, baristas, supervisors and kitchen
for the industry. Growth in the industry is expected to hands have also been reported in shortage. Shortages
recover from 2010, and employment is forecast to in the accommodation sector include front office,
increase by over 5 per cent by 2016.
housekeeping and hotel/motel operations skills.
Average weekly earnings in the industry amounted to
$873 in February 2010 in Victoria. This is below the all
industry average of $1208 5 .
9
1 1
5
Skills Victoria (http://www.skills.vic.gov.au/skills-and-jobs-outlook/where-will-the-jobs-be/accommodation-cafes-restaurants-industry), 2010
7
Explanatory Note: Average weekly earnings statistics by the Australian Bureau of Statistics represent average gross (before tax) earnings of employees and do not relate to average award
rates or to the earnings of the ‘average person’. Estimates of average weekly earnings are derived by dividing estimates of weekly total earnings by estimates of the number of employees.
8
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
17
59

200
180
180
160
160
140
140
120
120
OVERVIEW - VICTORIA’S 100 TOURISM WORKFORCE
100
80
80
60
60
40
40
200
180
20
20 160
0
0 140
Figure 5.
2003 120 2005 2003 2007 2005 2009 2007 2011 2009 20132011
20152013
20172015
100
Forecast change in 80 employee age profile in accommodation and food services in Victoria 2009–2016
60
25
25 40
20
2009 2016 2009 2016
0
20
20
2003 2005 2007 2009 2011 2013 2015 2017
2017
15
15
%
10
10
25
20
2009 2016
05
05
15
0
15—19
20—24 0 25—29 10 30—34 35—39 40—44 45—49 50—54 55—59 60—64 65—69 70+
15—19 20—24 25—29 30—34 35—39 40—44 45—49 50—54 55—59 60—64 65—69 70+
Age
05
Source: Skills Victoria 2010
0
15—19
20—24 25—29 30—34 35—39 40—44 45—49 50—54 55—59 60—64 65—69 70+
Figure 6.
The industry has traditionally employed a large share of
younger people (refer to Figure 5). In 2009, more than a
third of employees were young people (between 15–24
years of age). The proportion of older employees (55+)
was fairly low, at 10 per cent. In the next five years, the
proportion of older employees is expected to increase.
At the same time, the proportion of young entrants
(15–19 years of age) to the industry is likely to decrease.
7
Educational qualifications attained in accommodation
and food services, Victoria 2009
9
7
1 1
7
9
9
1 1
1 1
In 2009, three out of five employees in the industry
17
Educational
did not have formal qualifications above Year 12 (refer
qualifications %
17
59
to Figure 6). Most skilled employees held Certificate
59 59
III–IV level qualifications. The proportion of higher
level (Diploma and above) qualifications was also
6
high at 20 per cent.
6
6
In the next five years, the proportion of employees
with no formal qualifications above Year 12 is expected
to decrease by a significant four percentage points.
No post school quals
Bachelor degree
At the same time, the proportion of skilled employees No post school quals
Bachelor degree
Certificate I or II
Graduate diploma
is likely to increase at all qualification levels, with the Certificate I or II No post school quals Graduate diplomaBachelor degree
Certificate III or IV
Post-graduate degree
biggest increase occurring at the Certificate III–IV levels. Certificate III or Diploma IV Certificate I or II Post-graduate degree Graduate diploma
Diploma
Source: Skills
Certificate
Victoria 2010
III or IV
Post-graduate degree
Diploma
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VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

TOURISM WORKFORCE DEVELOPMENT CHALLENGES
The nature of the tourism industry is such that a number
of systematic challenges are inherent. Tourism operators
must balance the need to be internationally price
competitive and in tune with consumers’ willingness to
pay. In turn, to offer quality services which generally
operate outside normal business hours, employers need
to attract and retain staff by offering appropriate
remuneration and flexible conditions of employment.
For many tourism operators, most activity occurs during
evenings, weekends and holidays. In the existing
Australian industrial relations framework, such working
hours attract penalty rates, although modern awards do
provide some flexibility in penalty rates and ordinary
hours of work. It is inevitable that high service tourism
activities will involve high labour cost, compared to
Victoria’s key competitors.
Victoria is focused on establishing itself as one of the
world’s leading travel destinations. However, the
emergence of international competitors, particularly
throughout Asia, will challenge the State’s ability to attract
and grow its share of high-yield visitor markets. Pricing
pressures brought about by competitors’ ability to
provide tourism products at lower prices due to cheaper
labour cost structures, combined with greater access
through the increase in low-cost carriers servicing the
Asia-Pacific region, will make it difficult for Victoria to
compete on price alone.
To be competitive, Victoria must draw on, among other
things, its lifestyle experiences, major cultural, sporting
and business event infrastructure, international education
services and regional tourism attributes. Importantly, a
strong vibrant tourism workforce will be critical in
supporting these products and services. As noted in the
10 Year Tourism and Events Industry Strategy, skilled labour
is crucial to the delivery of quality tourism experiences,
especially as demands for service quality increase.
The labour requirements of Victoria’s tourism workforce
fall into two broad areas: the need for an abundance of
semi-skilled employees that cover both a permanent
and casual base; and a depth of higher skilled, careeroriented
employees.
A recent study estimates that higher skilled occupations
account for 35 per cent of those employed in the
tourism industry 6 .
Over the past ten years, the Victorian economy has
experienced strong employment growth and historically
low unemployment which has subsequently led to
significant and sustained labour and skills shortages.
While the global economic downturn has lifted some of
the strain on these shortages, they are expected to return
quickly as the economy recovers.
6
National Long Term Tourism Strategy Economic Modelling Consultancy: Phase 1 Report, Access Economics, June 2009
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VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

TOURISM WORKFORCE DEVELOPMENT CHALLENGES
An ageing workforce and the migration of young people
to cities are key factors also contributing to workforce
shortages and skill gaps.
Other issues impacting on the tourism workforce include:
• the industry is seen by some as a source of temporary
employment rather than a longer term career option
as offered by other industries;
• the need to engage highly- and semi-skilled
individuals through attractive employment conditions
based on lifestyle, remuneration, training and career
progression opportunities;
• attracting highly- and semi-skilled individuals while
remaining price competitive with international
destinations that have lower priced product offerings
due to lower labour cost structures;
Generally, these tourism workforce challenges are very
similar to those identified in other countries. In this
regard, common international themes include: high staff
turnover; a need for better collaboration between
employers and education providers to deliver programs
that meet industry needs; and improved industry input
to training packages.
Labour and skills shortages are particularly acute in
regional parts of Victoria, where competition for labour
is high and staff retention is difficult. This is accentuated
by seasonality issues, distance and a lack of suitable
accommodation which makes it especially hard to recruit
and keep trained and experienced staff in regional
tourism businesses.
• a lack of recognition of transferable skills within the
tourism industry in relation to other industries; and
• a lack of industry investment, often by small
businesses, in professional development and
accredited training.
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VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

OBJECTIVES
What are the strategic objectives of the Plan?
The strategic objectives of the Plan are to:
1. Increase the supply of labour to the tourism industry
to deliver high quality service standards which meet
visitor needs and expectations.
2. Support the provision of sustainable employment
conditions which, in aligning with the relevant awards,
offer packages that will attract and retain individuals
with the relevant qualifications and experience and
ensure that tourism is seen as a long-term
career opportunity.
3. Ensure education and training systems deliver the skills
and knowledge required to accommodate the needs
of both individuals and businesses in the tourism
industry. This will include training that is easy to access
and that prior learning is recognised.
These objectives set the direction for Victorian
Government and industry support for the development
of the tourism workforce through to 2016.
To meet these objectives, the Plan focuses government,
industry and business activity on seven key action areas:
• Making tourism a career of choice
• Supporting sustainable workforce structures
• Retaining quality people
• Growing the tourism workforce
• Training and skilling the tourism workforce
• Supporting small business excellence
• Growing the tourism workforce in regional Victoria
4. Support employees and employers in the tourism
industry, particularly small businesses, to address
current and future workforce needs through the
provision and awareness of information and advisory
support programs.
5. Address labour and skill shortages common to
regional Victoria.
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VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

OBJECTIVES
How will the Plan be delivered?
The Plan identifies the need for a strong partnership
between industry, employers, employees, the education
and training sector and government to meet the skills
needs for the industry and individuals.
Through the Plan, the Victorian Government will
support the industry, tourism businesses, employee
representatives and the training and education sectors to
take ownership of workforce development. Implementing
solutions to workforce challenges will also require
industry’s collaboration with government on
collective actions.
Individuals need to adapt and upgrade their knowledge
and skills throughout their working lives to keep pace
with change. Businesses need to understand their
workforce requirements and invest in developing the
capacity of their workforce so they can continue to
improve productivity and sustainability.
Solving workforce challenges will also require
collaboration among the various regional leadership
structures, including regional and local tourism boards
and regional development boards and local governments.
The Plan outlines key actions for which stakeholders
have been identified to lead the implementation. It is
envisaged that these stakeholders will work together
and reflect these objectives in their own strategies.
An Implementation Group, led by Tourism Victoria
and comprising key stakeholders from employer
and employee groups, government agencies and training
and education providers, will be charged with oversight
of the Plan’s implementation. The Group will also be
responsible for annually reviewing the effectiveness of
these actions to ensure the Plan remains relevant as
factors influencing the tourism workforce may alter.
Training providers need to respond flexibly to meet both
industry and individual needs. Businesses have the
technology to deliver customised and relevant training
that is integrated with, and supported by, workplace
learning opportunities at a time and place that suit
businesses’ and workers’ needs.
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VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

SeCtION TWO
STRATEGIC ACTIONS
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VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

AREA ONE: MAKING TOURISM A CAREER OF CHOICE
Why is action required to make tourism
a career of choice?
Tourism is largely a people business and as such, the
visitor experience is reliant on the quality and attitude
of the person behind the counter, in the restaurant, or
making the beds.
However, the tourism industry is currently not an industry
of choice for many employees. For some, the industry
has a reputation for hard work, unfavourable conditions,
poor work-life balance and relatively low pay scales when
compared to many other industry sectors. It is often
stated that tourism is an entry point to the workforce,
rather than a career.
The Tourism, Hospitality and Events Environmental Scan
2009, developed by Service Skills Australia notes that
tourism jobs are seen as in the meantime jobs, jobs in
which people typically work whilst they look for work
in other industries.
However, as highlighted by Service Skills Australia,
tourism positions often provide individuals with
significant knowledge, experience and multiple skills such
as customer service, financial management and service
skills, often beyond the scope of the position due to the
size or nature of the employing business. Moreover, many
individuals are evolving their skill sets as business models
adapt to changing markets and consumer expectations.
This is significant as service industries have accounted for
almost all net jobs growth in high income countries over
the past twenty years 7 . As a result, high workforce
participation and productivity within the service industries
will be critical to a strong Victorian economy.
What opportunities exist to make tourism
a career of choice?
Studies have found that employees are more motivated
if they are building their skills to enable them to progress
their careers 8 . Therefore, business strategies which focus
on training and skill development are likely to foster
career pathways and encourage employee commitment
and loyalty to a business.
Importantly, there is a need to recognise businesses’
efforts to facilitate employee skill development and
related training which is also the focus of the Victorian
Skills Pledge. An initiative of Skills Victoria and supported
by the Victorian Employers’ Chamber of Commerce
and Industry (VECCI) and Service Skills Victoria, it
publicly acknowledges business efforts to invest in skills
development through on-line promotion, business
marketing opportunities and potential award recognition.
Over 200 businesses have signed up for the Victorian
Skills Pledge, however the uptake by tourism businesses
is very low, presenting an opportunity to increase
industry awareness of the initiative.
A commitment by businesses to workforce development
has clear benefits for employees, while ensuring the
business is able to service the needs and expectations of
the customer and so ensuring business profitability.
The Recognition of Prior Learning (RPL), which is
common across all industries including tourism, also
presents opportunities to attract individuals with relevant
skills to the tourism industry for the long term. It can also
recognise the skills of employees who have been working
in the industry for a number of years, but have not
undertaken a Vocational Education and Training
(VET) course.
7
An analysis of Victoria’s labour productivity performance, Saul Eslake (Grattan Institute), 2010
8
To Have and to Hold: Retaining and utilising skilled people, National Centre for Vocational Education Research, 2008
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VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

AREA ONE: MAKING TOURISM A CAREER OF CHOICE
The Victorian Government recognises and promotes
access to RPL through its Skill Stores. This initiative
provides individuals with advice about how their current
skills and experience can count towards a new
qualification. The Skills Store also provides individuals
with access to a registered training organisation to
facilitate an RPL assessment.
Skills Victoria also requires that RPL must be offered to
all individuals by training providers upon enrolment and
prior to delivery of structured training. TAFEs must be
able to demonstrate that they have processes to
encourage the uptake of, and to streamline, the RPL
process. Time devoted to RPL by TAFEs will be funded
by Skills Victoria up to the nominal hours per unit of
competency/module.
In terms of promoting tourism as a career of choice,
there are a broad range of initiatives currently in place.
Forums, television programs, networks and awards have
been established by industry associations and education
institutions to highlight the career opportunities
presented by the industry. However, it has been noted
that these mediums generally serve a specific objective,
usually to sell a product or course or increase membership.
The duplication of messages generally fails to cut
through in terms of a stimulating interest amongst
prospective employees.
Engaging a public relations resource to coordinate
efforts to recognise and champion individuals, events
and tourism firms as well as identify new measures to
promote the industry is a simple, yet effective approach.
Activities would focus on a broad demographic, including
those seeking to return to work as well as secondary
students and tertiary graduates. For example, this will
include working with tourism ambassadors (celebrities,
industry personalities, award winners) to promote their
stories through a range of mass-reaching media channels.
In addition to profiling tourism ambassadors,
metropolitan and regional road shows would be run in
cooperation with local governments, regional tourism
boards, industry associations and education and training
providers to inform individuals of the career opportunities
in the tourism industry. The road shows would also link
to industry events held throughout the year across the
State, such as the Victoria Tourism Week initiative being
managed by the Victoria Tourism Industry Council and
Destination Melbourne.
The National Tourism Alliance is also developing an
internet-based portal which aims to promote careers
in the tourism industry by providing information to
interested individuals on employment and
training opportunities.
16
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

AREA ONE: MAKING TOURISM A CAREER OF CHOICE
How will tourism be made a career of choice?
Action
• Increase tourism businesses’ awareness of and participation in the Victorian Skills
Pledge which promotes commitment to, and publicly recognises business efforts to
up-skill employees.
Responsible agencies
Skills Victoria, VECCI
• Promote assistance provided through the Victorian training system to assess
individuals’ skills and experiences as part of gaining RPL through a registered
training provider.
Skills Victoria, Registered
Education and Training
providers
• Engage a public relations resource to coordinate existing measures and develop
new initiatives to promote tourism as a career of choice. This will include:
– Establishing a tourism ambassadors program;
– Undertaking metropolitan and regional road shows involving local governments,
industry associations and education and training providers;
– Leveraging off the relatively high take-up of hospitality courses undertaken through
VET-in-Schools to promote tourism careers to senior secondary students; and
– Developing measures to promote tourism employment and career prospects to
individuals returning to work.
Tourism Victoria, VECCI,
Registered Training and
Education providers,
Service Skills Victoria
17
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

AREA TWO: SUPPORTING SUSTAINABLE WORKFORCE STRUCTURES
Why is action required to support sustainable
workforce structures?
As noted in the previous section, low levels of
remuneration and the lack of satisfying work conditions
are acknowledged by employee groups as key deterrents
in attracting employees to the tourism industry. This has
been compounded by the high wages offered by other
industries, such as mining, resulting from the high
demand for Australia’s natural commodities. It has also
been noted that the lack of a tipping culture in Australia,
which can supplement wages in other countries such
as the United States of America, limits the attraction
of the tourism industry.
Tourism businesses have highlighted that employee pay
and conditions can be limited by the cost of operating
overheads and low profit margins which are common
to small business operations. It is also argued that high
demand for labour often results in a high labour price,
which can be unsustainable for the business as the
increased costs are passed on to consumers through
increased prices. This can affect not only the
competitiveness of the individual business, but also
the competitiveness of Victoria as a travel destination.
Managing the seasonal nature of the tourism industry
and balancing the resources of a business during peak
and off-peak periods is also an ongoing issue for
tourism businesses.
What opportunities exist to make workforce
structures more sustainable?
Reflecting the diversity of the tourism workforce,
employment arrangements vary across the industry.
They include enterprise bargaining, common law
contracts and Federal awards. Most Victorian businesses
are covered by a modern award which commenced
on 1 January 2010. The awards apply to all Victorian
employees working in an industry covered by that award.
The modern awards are a result of the Commonwealth
Government’s award modernisation. This process aims to,
among other things, create a set of modern awards that
are simple and provide a fair minimum safety net of
enforceable terms and conditions of employment.
The Hospitality Industry (General) Award 2010 (the
Hospitality Award) covers a significant number of
positions across the tourism industry.
While there has been some industry criticism of the
modernisation process, the Hospitality Award has
consolidated many of the terms from the existing
restaurant, catering, hotels and motel industry awards.
As a result, it is expected that, from a competition
perspective, Victoria could benefit from having other
states fall into line with a higher common standard.
In the face of these challenges, the tourism industry
needs to provide a working environment and wages
which will attract new entrants and encourage existing
employees to view tourism as a long-term career
prospect. It will also ensure Victoria maintains a
multi-skilled workforce able to deliver quality tourism
experiences which support its ability to attract
high-yielding visitors.
18
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

AREA TWO: SUPPORTING SUSTAINABLE WORKFORCE STRUCTURES
While recognising awards present standardised wage
structures, opportunities exist for an employer and an
individual employee to agree to conditions which meet
their needs and those of the business.
Agreements which adopt award flexibility also present
opportunities to develop innovative approaches to
workforce structures. This is particularly relevant to
regional areas, where, among other things, flexible
workplace conditions, wage rates (above the award),
hours of work, training, and opportunities for career
progression can be negotiated between employers and
employees so as to make tourism positions more
desirable 9 .
In addition, the growing preference of the modern
workforce for part-time and casual roles, a trend evident
during the global economic downturn, could benefit
businesses that are willing to provide flexible working
conditions to employees.
These issues are addressed in the following sections:
Retaining Quality People and Growing the
Tourism Workforce.
How will sustainable workforce structures be delivered?
Action
• Actively provide advice to tourism employees and employers negotiating
workplace agreements to ensure wages and conditions are appropriate to the
needs of both parties, while ensuring they align with award conditions.
Responsible agencies
VECCI
• Ensure tourism employers and employees are aware of the modernisation of awards
relevant to the tourism industry under the Commonwealth Government’s Fair Work
Act 2009 which commenced on 1 January 2010, and act on the opportunities to
adopt flexible working arrangements.
VECCI
9
Current Vacancies: Workforce challenges facing the Australian tourism sector, Australian Parliament House of Representatives, June 2007
19
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

AREA THREE: RETAINING QUALITY PEOPLE
Why is action required to retain quality people?
Tourism employees generally exhibit a higher tendency
to move between jobs compared to other workers.
This can affect service levels and as previously noted,
the industry’s image as a long-term career option.
Australian Bureau of Statistics data indicates that in the
accommodation and food services industry, over 40 per
cent of staff have been employed by the same business
for less than 12 months. However, only 10 per cent have
been employed with the same business for over five years
which is significantly lower than other industries 10 .
However, industry feedback suggests tourism employees
tend to move within the industry, often due to transferable
skill sets, with the high turnover of staff not necessarily
resulting in a labour loss for the industry.
A major factor associated with staff retention will
continue to be remuneration. Average weekly earnings
in the accommodation and food services industry
amounted to $873 in February 2010 in Victoria.
This is below the all industry average of $1208 11 .
Other areas which also need to be addressed include
leave entitlements, career prospects and learning and
development opportunities.
Limited leadership development opportunities, as
well as a lack of recognition of existing knowledge,
experience and portability of employees’ skills are
also barriers to retaining skilled labour within the
tourism industry.
A greater desire for work-life balance, changing family
structures, job sharing and increased flexibility around
working hours are also being sought in many parts of the
tourism workforce, particularly from younger generations
and individuals seeking to re-enter the workforce. The
ability of firms to accommodate these demands will go
a long way in aiding staff attraction as well as retention.
This is supported by the findings of the report on Labour
Turnover and Costs in the Australian Accommodation
Industry prepared for the Tourism and Transport Forum
in 2006. The report found that in the residential
accommodation and hotel industry, the main factors for
managerial staff to change jobs were higher wages and
better working hours, while operational staff (restaurant
and bar, housekeeping and front office) also cited
improved career opportunities. The report estimated
that the labour turnover costs (of the 64 accommodation
businesses surveyed) for managerial and operational
staff was $49 million.
A number of tourism destinations also have significant
seasonal variations which require a larger workforce for
short periods of the year. The availability of employment
for short periods means it is difficult to attract individuals
to a destination for the long term, particularly in
regional Victoria where employment can be limited
in off-peak periods.
What opportunities exist to retain quality people?
Reports have noted the need to identify factors for staff
turnover in the tourism industry 12 . A priority of the
Commonwealth Government’s National Long Term
Tourism Strategy is to develop an outlook for the tourism
industry’s labour and skills requirements over the next
five years. Under the Strategy, the Labour and Skills
Development Working Group will examine reasons
for employees choosing to stay or exit the industry.
The Working Group is also looking at the recognition
and portability of tourism skills and qualifications,
which would expand employment opportunities and
aid the retention of individuals in the tourism industry.
As a first step, states and territories have committed to
bring about national uniformity in recognising training
and certification in areas such as the Responsible
Service of Alcohol. This will be an important action
in addressing this impediment to labour mobility in
the tourism industry.
10
Duration with business/employer by industry, Australian Bureau of Statistics, 2008
11
Skills Victoria (http://www.skills.vic.gov.au/skills-and-jobs-outlook/where-will-the-jobs-be accommodation-cafes-restaurants-industry), 2010
12
STCRC Submission: Inquiry into Workforce Challenges in the Australian Tourism Sector, 2006
20
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

AREA THREE: RETAINING QUALITY PEOPLE
More broadly, national uniformity of RSA could provide
a model on which to base future actions to address
impediments to the transferability and recognition of
training qualifications in tourism occupations across
jurisdictions.
Industry has also suggested that the portability of long
service leave would encourage individuals to stay within
the industry in the longer term. This was recognised by
the House of Representatives 2007 report, Current
Vacancies: Workforce challenges facing the Australian
tourism sector, which recommended a tourism industry
scheme to allow jurisdictional portability of long
service leave.
Tourism Victoria will work with the Commonwealth and
State and Territory Governments as part of the Tourism
Ministers’ Council to examine this issue.
There are also opportunities to develop internal labour
markets within the industry, particularly within regional
destinations, to provide an avenue for skill and career
development and the retention of high performing
individuals in the industry.
There are businesses and destinations in Victoria’s tourism
industry that have successfully adopted practices akin to
an economist’s notion of a ’virtuous cycle’. A virtuous
cycle is a business’ investment in the selection and
training of employees which can lead to increased
employee satisfaction and productivity. This can result
in superior service delivery and customer satisfaction
which will create customer loyalty, improved sales
levels and higher profit margins.
As a result, this builds the destination’s reputation and
attracts high yielding visitors. Importantly, it also ensures
the retention of skilled employees, which maintains
quality standards and provides a labour pool to draw
from in accommodating seasonal fluctuations in
customer demand. While long-term investment in
quality people can result in higher remuneration and
staff development, resulting in higher costs to the
business, it will generally foster higher levels of service
and increased staff retention.
For example, in Daylesford, businesses such as the
Lake House, Peppers Springs Retreat & Spa and Sault
Estate have invested in their staff through training and
development to deliver quality products and services
supported by high levels of customer service. At the
Lake House, a number of senior managers started
working in semi-skilled positions and have subsequently
been trained and promoted by the business 13 .
Addressing leadership gaps has been a core focus for
several destinations in recent years. The Gippsland
Tourism Industry Leadership Program is heralded as a
ground breaking industry development initiative that
has set a state-wide benchmark.
The vision was to develop an increasing pool of talent
across the tourism industry with the passion and drive to
provide ongoing leadership for Gippsland. The Program
has been facilitated through the collaboration of the
Gippsland Regional Tourism Association, the Local
Government, Gippsland TAFE and the tourism industry.
After its third year of delivery, the Program was adopted in
2009 in Melbourne by Destination Melbourne. In total,
62 people have participated in the Gippsland program
while around 50 people have been involved in the
Melbourne program.
Funding the roll-out of a tourism leadership program
across several Victorian regions would enhance personal
and professional skills, networking opportunities, team
building and industry partnerships. Based on the
Gippsland model, participation in the program
could also provide the participant credit towards
formal studies (e.g. Diploma of Tourism).
This initiative could be supported by Regional
Development Victoria’s Regional Victoria Leadership
Program, which seeks to encourage young leaders.
13
Economic Profile of Cafes, Bars, Catering Services and Restaurants (Victoria and Melbourne), SGS Economics & Planning, 2009
21
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

AREA THREE: RETAINING QUALITY PEOPLE
To address the issue of seasonality, it is incumbent upon
the tourism industry, with the support of government to
embrace innovative strategies to deal with seasonal
workforce demands. This was also noted in the House
of Representatives 2007 report.
The development of a Destination Management Planning
Model under the National Long Term Tourism Strategy
will also allow individual destinations to develop
integrated tourism plans which will address issues such
as seasonal labour shortages.
How will quality people be retained?
Action
• Identify reasons and develop actions to address factors which
influence tourism employees choosing to stay or exit the industry.
Responsible agencies
Tourism Victoria
(as part of the National
Long Term Tourism Strategy)
• Investigate impediments to the national recognition and portability
of training qualifications and certification in tourism occupations.
Tourism Victoria
(as part of the National
Long Term Tourism Strategy)
• Investigate the establishment of a national long service leave
entitlements scheme.
Tourism Victoria
• Roll-out a tourism leadership program across Victoria to deliver
professional development and networking opportunities to individuals
within the tourism industry.
Tourism Victoria, VECCI,
Regional Tourism Boards,
Regional Development Victoria
• Develop seasonal workforce management plans tailored to the
needs of individual destinations as part of ongoing destination
management planning.
Regional Tourism Boards, VECCI
22
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

AREA FOUR: GROWING THE TOURISM WORKFORCE
Why is action required to grow the
tourism workforce?
Australian Bureau of Statistics figures outlined in the
Tourism, Hospitality and Events Environment Scan 2010,
highlight that Australia’s working-age population (aged
15–64) is projected to decline from 67 per cent of the
total population in 2004, to between 57–59 per cent in
2051. It is forecast that the median age of Australia’s
population (36.8 in 2007) is projected to increase to
between 38.7–40.7 in 2026 and to between 41.9–45.2
in 2056.
In Victoria, the working age population (15–69) is forecast
to decline from 71.5 per cent in 2006 to 67.2 per cent in
2036. Individuals aged 35–49 are forecast to make up
nearly 20 per cent of Victoria’s population by 2036 14 .
As noted by the Department of Education, Employment
and Workplace Relations, Australia’s ageing workforce
will have an impact on the tourism workforce, which
has relied on younger workers. In 2008, nearly 44 per
cent of workers in the accommodation and food services
industry nationally are aged 15–24 years, compared with
17.7 per cent for all industries.
However, tourism has the lowest share of all industries of
workers aged 45 years and over, with only 13 per cent of
workers aged 45–54 years and 7 per cent 55–64. Only 1.1
per cent of the industry workforce is aged 65 years and
over, compared with 2.4 per cent for all industries 15 .
Employment in the tourism industry has also been
characterised by casual, part-time and contract work
arrangements. In 2008, only 49 per cent of workers in
the accommodation, cafes and restaurants industry across
Australia were employed on a full-time basis 16 .
This has been influenced by both employee
demographics and employment conditions and
opportunities including wage rates, career
advancement opportunities and the geographical
location of a business.
While the industry will continue to need a mix of
permanent and casual employees, the taxation system
may prove to be a disincentive whereby the tax that is
applied on second jobs is at the highest marginal rate,
despite the fact that few casual and part-time workers
are likely to be in these tax brackets.
What opportunities exist to grow the
tourism workforce?
The flexible nature of the tourism industry and the
ageing workforce both create opportunities to grow
the tourism workforce.
As noted in the Service Industries Change Drivers Report
2007, the tourism industry is well placed to increase
participation from mature-aged workers re-entering
the workforce as well as under employed persons,
and people who are looking for flexible arrangements,
including young people studying.
Victoriaworks offers a suite of Victorian Government
workforce participation programs designed to assist
Victorians to re-enter the workforce. These programs
connect people to employment and training
opportunities in Victorian businesses, focusing on
assisting parents returning to work, mature age
workers, young Victorians and Indigenous youth.
14
Victoria in the Future, Department of Planning and Community Development 2008
15
Employment Outlook for Accommodation and Food Services, SkillsInfo, Department of Education, Employment and Workplace Relations, 2009
16
Accommodation, Cafes and Restaurants Industry: Complete Outlook, Skills Victoria, 2010
23
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

AREA FOUR: GROWING THE TOURISM WORKFORCE
The tourism workforce also requires ongoing access to
overseas workers. Therefore, consideration must be given
to how the tourism industry will access skilled international
labour, while not undermining the employment conditions
of Australian workers.
There are several options available to businesses to attract
skilled migrants in tourism-based occupations to Victoria.
The Employer Nomination Scheme (ENS) allows
employers to sponsor employees up to the age of 45
for a permanent visa to work in Australia. Under the ENS,
the nominated position must be full-time and available
for at least 3 years. The occupation must also be on the
Commonwealth Government’s ENS Occupation List
which includes approximately 800 Australian and New
Zealand Standard Classification of Occupations
(ANZSCO) 1–4 occupations.
ANZSCO is a skill-based classification which
encompasses all occupations in the Australian workforce.
An occupation in ANZSCO is a collection of jobs which
are sufficiently similar in their main tasks to be grouped
together for the purposes of the classification 17 .
Occupations range from managers and administrators
(ANZSCO 1) to labourers (ANZSCO 8).
The use of labour agreements, which can be established
between an employer, group of employers or an industry
body, and relevant Commonwealth Government agencies
enable the recruitment of ANZSCO 1–7 occupations for
both temporary and permanent migration.
For example, the Restaurant and Catering Association
signed a labour agreement to provide ‘streamlined’ access
for restaurants and caterers to overseas cooks and chefs
which allowed for the attraction of approximately 12,000
migrants between 2006 and 2008.
The Temporary Business (Long Stay) (457) visa allows
overseas skilled workers to be sponsored by employers
to fill positions of need in Australia for up to four years.
This is the most commonly used program for employers
to sponsor overseas workers to work in Australia on a
temporary basis.
In 2010, the Victorian Government will also develop a
State Migration Plan as part of reforms to the
Commonwealth Government’s General Skilled Migration
Program. This Plan will be developed to address Victoria’s
skills and labour market needs through State sponsored
visas over a four year period.
As noted in Global Skills for Victoria – Victoria’s Skilled
Migration Strategy 2008–2011, where skills cannot be met
locally, skilled migration provides Victorian businesses
with an important means to meet their workforce needs.
However, several issues have arisen which are impacting
on tourism businesses’ ability to secure skilled migrants.
For example, some tourism businesses’ have found that
the processes involved in lodging and gaining a 457 visa
for skilled migrants can be complicated and lengthy.
In addition, changes to the Commonwealth
Government’s General Skilled Migration Skilled
Occupation List (SOL) have resulted in the removal of
several tourism-related occupations including chefs,
cooks and hotel managers. The revised SOL, which came
into effect on 1 July 2010, has been developed by Skills
Australia and contains 181 occupations, down from 408
occupations under the previous SOL.
In addressing these issues, Tourism Victoria, in
consultation with the industry, will work with the
Commonwealth Government to ensure visa
arrangements are able to be effectively accessed
and utilised by tourism businesses.
17
Australian and New Zealand Standard Classification of Occupations (ANZSCO), First Edition, Revision One, Australian Bureau of Statistics, 2009
24
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

AREA FOUR: GROWING THE TOURISM WORKFORCE
How will the tourism workforce be grown?
Action
• Examine the taxation arrangements applied to second jobs noting the findings of
Australia’s Future Tax System Review.
Responsible agencies
Tourism Victoria
• Develop a pilot program for the tourism industry to assist employers to
secure appropriately skilled and trained staff under the Victorian Government’s
Victoriaworks program.
Workforce Victoria
• Assess the applicability of the 2010 Intergenerational Report identifying
opportunities to engage older workers in the tourism industry.
VECCI
• Investigate opportunities to negotiate with the Commonwealth Government
on labour agreements to secure appropriately skilled overseas workers to fill
identified labour gaps.
VECCI
• Ensure high demand tourism occupations are considered under the Victorian
Government’s State Migration Plan 2010–2014 and reviewed annually.
Workforce Victoria
Tourism Victoria
• Engage the Commonwealth Government, through the Department of Immigration
and Citizenship, to:
– Improve tourism businesses’ access to sponsored skilled migration visas, including
the processes and timing relating to lodgement and assessment; and
– Include high demand tourism occupations on the General Skilled Migration Skilled
Occupation List. A business case should be developed to support this action.
Tourism Victoria, VECCI
25
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

AREA FOUR: GROWING THE TOURISM WORKFORCE
The case study below highlights the opportunity to utilise
the Victoriaworks program to grow the tourism workforce
by drawing on various labour sources.
CASE STUDY
National Hotel and Queens Arms Hotel, Bendigo
Bruce Morcom is the enthusiastic proprietor of two
of Bendigo’s prominent tourist venues, the National
Hotel and the Queens Arms Hotel.
But like many regional business operators, he found
it difficult to attract and retain appropriately trained
people to work in the accommodation, kitchen and
bar areas of his two hotels.
To try and solve his staffing and training needs,
Mr Morcom has established a long-term business
relationship with the Goldfields Employment and
Learning Centre in conjunction with the Central
Victorian Training Group. Through that link, he
learnt about a program for jobseekers with
employment challenges.
This program is part of the Victorian Government’s
Victoriaworks workforce participation initiative
designed to assist parents returning to work, mature
age workers, young Victorians and Indigenous youth
re-enter the workforce by connecting them to
employment and training opportunities in
Victorian businesses.
By linking up with Victoriaworks, Mr Morcom now
has six young people working successfully in his two
hotels as chefs, bar attendants and baristas.
“It’s important to have well trained people on hand.
To make it all work you’ve got to have good staff that
are well trained and well mentored people. And the
training program sure helps with that,” Mr Morcom said.
26
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

AREA FIVE: TRAINING & SKILLING THE TOURISM WORKFORCE
Why is action required to train and skill the
tourism workforce?
Across the tourism industry, shortages have been
reported in the food services sector through a lack of
chefs and cooks, service staff, baristas, supervisors and
kitchen hands. The accommodation sector continues to
seek office, customer service and housekeeping staff,
while skill demands exist for hotel/motel operations,
marketing, industrial relations and business skills. Cooks
are also on the Commonwealth Government’s National
Skills Needs List (as at May 2010), which lists trades
experiencing persistent skills shortages based on labour
market research undertaken by the Department of
Education, Employment and Workplace Relations 18 .
In the next five years, the employment of chefs, waiters,
fast food cooks, restaurant and catering managers is
forecast to increase the most relative to other
occupations in the industry 19 .
This highlights the need for both semi and highly skilled
individuals to fill these positions. While some occupations
need formal qualifications, others only require on the job
learning. Regardless of the occupation, both will require
the provision of quality education and training through
qualified providers and/or employers committed to
learning and development.
In Victoria, the VET system, which is generally provided
through TAFE institutions (approximately 80 per cent of
VET courses) and secondary schools, is responsible for
formally training the majority of tourism industry staff.
In 2008, over 1,240 apprentices and 6,230 trainees
commenced training in the industry. In the same year,
445 apprentices and 3,840 trainees completed their
training. The completion rate is 49 per cent for industry
apprenticeships and around 53 per cent for industry
traineeships. The industry apprenticeship completion
rate is significantly lower than the average rate for all
industries in Victoria (65 per cent) and the completion
rate for traineeships is slightly below that for all industries
(55 per cent).
In order that Victoria’s tourism industry can capitalise
on the growth potential of international visitors, the
industry must be adequately skilled to meet
consumer expectations.
By 2016, overseas tourism will account for approximately
40 per cent of visitor expenditure in Victoria, with the
majority of visitor growth coming from China and India 20 .
This will be supported by an international marketing
campaign promoting both Melbourne and regional
Victoria in China.
Language skills will be essential to ensure the industry is
able to cater to international visitors from non-English
speaking countries, particularly in areas such as tour
guiding. As demand from international consumers grows,
tourism industry employees will also require a broader
appreciation and awareness of cultural differences.
In preparing the Plan, some tourism businesses noted the
need to make sure courses are accessible, relevant to the
needs of individuals, businesses and the industry and are
appropriately delivered. In particular, courses need to
provide participants with practical experiences so that
graduates have the level of skills or experience required
by businesses.
18
National Skills Needs List, http://www.australianapprenticeships.gov.au/whatsnew/NSNL_announced.asp
19
Economic outlook for specific Victorian industries, Access Economics, 2010
20
International Visitor Expenditure, Tourism Victoria (using data from Tourism Forecasting Committee (TFC) Forecasts and International Visitor Survey), 2009
27
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

AREA FIVE: TRAINING & SKILLING THE TOURISM WORKFORCE
What opportunities exist to train and skill the
tourism workforce?
In the short term, a series of measures will be required to
foster greater dialogue between employer and employee
organisations and training and education providers on the
structure, content and integration of training courses.
An increased willingness by businesses to offer students
job placements as well as a broader industry commitment
to offer attractive job conditions and career prospects, are
also proactive steps that could be implemented.
From 2011, the Victorian Government’s full
implementation of the Securing Jobs for Your Future –
Skills for Victoria package, will deliver a demand driven
training model and a broader range of innovative and
practical courses.
This funding will provide for an additional 172,000
training places for Victorians over four years, and will
boost training delivery and workforce engagement,
strengthen training provider responsiveness to industry
needs and drive operational and structural changes in
Victoria’s skills system.
In particular, the new skills system aims to deliver better
outcomes for both individuals and employers. It will
achieve this by offering school leavers and adults without
solid foundation skills in literacy, numeracy and language
skills the opportunity to acquire them which should
improve their employment and further education
prospects. In areas of high industry demand, the number
of people undertaking and completing qualifications at
the Diploma and Advanced Diploma level should rise,
addressing the growing need for people qualified at
higher levels.
As part of the package, the Victorian Government will also
introduce the Victorian Training Guarantee. This initiative
provides eligible individuals with a government subsidised
place in recognised training that can be accessed at any
time and it will continue to be available for training at
successively higher levels. This will provide benefits to
both individuals and businesses.
A number of Victorian education providers and
secondary schools also provide the option of the
Victorian Certificate of Applied Learning (VCAL) for
students in Years 11 and 12. The VCAL is an alternative
learning stream for students focusing on practical
work-related experience, as well as literacy and numeracy
skills. Like the Victorian Certificate of Education (VCE),
VCAL is an accredited secondary certificate and provides
a pathway for students who are interested in a particular
career but need a practical approach to training
and development.
Students can select accredited VCE and VET modules
and units from the following compulsory strands: Literacy
and Numeracy Skills; Work Related Skills; Industry Specific
Skills; and Personal Development Skills.
New skill requirements, including language and cultural
awareness, will also need to be addressed from a training
perspective and will require continued development and
promotion of training to equip employees with
appropriate skills.
The Commonwealth Government is also aiming to
increase employment-based training opportunities, with a
particular focus on improving apprenticeship completion
rates. Through the Smarter Apprenticeships Program,
industries will be funded to accelerate the delivery of
quality training which produces skilled tradespeople in
high demand occupations in an efficient timeframe 21 .
The Apprentice Kickstart Extension also provides funds
($3,350 paid in instalments) to employers to encourage
commencements of young people in skills shortage
trades. The program is available to small and mediumsized
enterprises (i.e. employers with less than 200
employees) that employ an Australian apprentice aged
19 years and under who is undertaking a Certificate III
or IV level qualification that leads to a skills shortage
trade occupation 22 .
21
Smarter Apprenticeships Program, http://www.australianapprenticeships.gov.au
22
Apprentice Kickstart Extension, http://www.australianapprenticeships.gov.au Australian_Apprentice/Smarter_FAQ.asp
28
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

AREA FIVE: TRAINING & SKILLING THE TOURISM WORKFORCE
How will the tourism workforce be trained and skilled?
Action
• Maximise the uptake of opportunities under the Victorian Government’s Securing
Jobs for Your Future - Skills for Victoria for funded training options available to both
individuals and businesses over the next four years.
Responsible agencies
Skills Victoria
• The Victorian Tourism Workforce Development Plan 2010–2016 Implementation
Group to support industry awareness and understanding of the Victorian Training
Guarantee ahead of its implementation in January 2011.
Skills Victoria
• Engage tourism businesses to develop and implement workforce strategies that
focus on training and skill development which will make employment more attractive.
Service Skills Victoria
• Facilitate regular dialogue between registered training and education providers
and industry to ensure training packages are integrated and meet the needs of the
tourism industry.
VECCI, Registered Training
and Education providers,
Service Skills Victoria
• Connect tourism businesses with Year 11 and 12 students undertaking VCAL studies
and promote opportunities for work experience opportunities.
VECCI, Training and
Education providers
• Under the Commonwealth Government’s Smarter Apprenticeship Program, apply
for funding to develop training initiatives to facilitate accelerated learning which
focuses on the acquisition of skills and competencies, and the improvement of
apprenticeship completion rates for tourism trade occupations.
VECCI
• In line with the Victorian Government’s Interpreter Workforce Development
Strategy, promote cultural competency training and pathways for using bilingual
skills to equip staff in the tourism industry to service the linguistic and cultural
requirements of emerging markets such as China and India.
Victorian Multicultural
Commission, Tourism
Victoria
29
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

AREA SIX: SUPPORTING SMALL BUSINESS EXCELLENCE
Why is action required to support small
business excellence?
Like most service industries, tourism is dominated by
small businesses with over 86 per cent of tourism
businesses nationally employing less than 20 employees.
Furthermore, approximately 37 per cent of all Victorian
tourism enterprises employ staff compared to 28 per cent
of all Victorian enterprises 23 .
The growth in niche or premium products, particularly
in regional Victoria, requires businesses to employ and
train skilled staff so as to deliver high quality services.
The medium to long-term growth of the tourism industry
is set to be shaped by visitors from high yielding markets
and it is expected that the demand for new and exciting
tourism experiences will intensify.
Ongoing compliance with government regulation in areas
such as industrial relations, liquor licensing and hours of
trade will be relevant to a number of tourism businesses
and will require the education and training of staff so as
to remain compliant.
It has been suggested that the lack of management
expertise and experience amongst tourism business
owners and managers has fostered a poor culture in
relation to investing in staff development and training.
Furthermore, there is a perception among many tourism
operators that business development tools such as
training programs and the Australian and Victorian
Tourism Awards are inaccessible for a number of
tourism businesses.
What opportunities exist to support small
business excellence?
There is scope to ensure initiatives more closely match
the requirements of different businesses and the regions
in which they operate. In part, this can be addressed
through the continuous development of Victoria’s Tourism
Excellence Program.
The Program has provided the impetus for tourism
businesses throughout Victoria to increase their
professionalism through improved management systems
such as performance management, career mapping
strategies to retain and develop staff, and focus on
business services and outcomes of superior customer
service. The Program is expected to deliver up to 100
tailored workshops to tourism businesses over the next
12 months.
There is also an opportunity to expand the Program to
incorporate an international business mentoring ‘market
ready’ element focusing on high yielding international
markets. Initially, it could focus on China with selected
industry and government mentors working with
businesses to shape product and service offerings
to meet the needs of Chinese travellers.
There is also a need to increase industry knowledge
and participation in relevant business development
and accreditation programs.
For example, the Victorian Government’s Skills for Growth:
the Workforce Development Program funds specialists to
work with Victorian small to medium-sized businesses
to assess the skills of their workforce and identify
opportunities for skills development and training.
A training plan is then developed in consultation with
the business, while the specialist sources appropriate
training measures.
23
Share of Industry by Employment Size, Saturn Corporate Resources P/L, 2006
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VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

AREA SIX: SUPPORTING SMALL BUSINESS EXCELLENCE
Participation in tourism accreditation programs can also
assist businesses to establish professional operations and
standards amongst management and staff. Businesses can
also benefit from consumer-focused marketing activities
which promote the benefits of selecting a business
operating in an accredited business program. There are
a range of accreditation programs covering different
aspects of the tourism industry with many endorsed
by the Tourism Accreditation Board of Victoria.
More broadly, the National Tourism Accreditation
Framework, established by the Commonwealth
Government in cooperation with states and territories
and the tourism industry, will bring together existing
ratings and accreditation programs under a single
governance framework.
Service Skills Australia also notes that the lack of analysis
of tourism workforce trends is an obstacle for the
development of business plans by tourism businesses
focusing on staff recruitment and training. The launch
of the national online Tourism Channel in February
2010 on the Department of Education, Employment
and Workplace Relations SkillsInfo website will seek to
address this issue.
The Tourism Channel provides a suite of tourism
employment data, including profiles for the industry as
well as for each occupation, links to key occupational
career and vacancy websites for each tourism occupation
and skills information links.
How will small business excellence be supported?
Action
• Evolve Victoria’s Tourism Excellence Program to increase the involvement of tourism
businesses focusing on staff recruitment and retention strategies.
Responsible agencies
Tourism Victoria, VECCI
• Incorporate a ‘China Market Ready’ element into the Tourism Excellence Program to
tailor tourism product and service offerings for the inbound China market.
Tourism Victoria, VECCI
• Increase tourism businesses’ awareness of and participation in the Skills for Growth
Program which assists Victorian businesses with workforce skills needs and
development, with specialists advising businesses on workforce planning and
training options.
Tourism Victoria, Small
Business Victoria, VECCI
• Increase tourism businesses’ awareness of and participation in accreditation and
quality assurance programs endorsed by the Tourism Accreditation Board of
Victoria, which align with the National Tourism Accreditation Framework.
VECCI, Tourism
Accreditation Board
of Victoria
• Increase industry awareness of the Tourism Channel by linking the site to
www.tourism.vic.gov.au and www.vecci.org.au
Tourism Victoria, VECCI
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VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

AREA SEVEN: GROWING THE TOURISM WORKFORCE IN REGIONAL VICTORIA
Why is action required to grow the tourism
workforce in regional Victoria?
While labour and skills shortages in the tourism industry
are prevalent across the State, they are particularly acute
in regional Victoria. Seasonality issues, distance, limited
transport options and a lack of suitable accommodation
make it especially hard to recruit and retain trained and
experienced staff in regional Victoria.
It is estimated that over 37,000 people were directly
employed in the tourism industry in regional Victoria in
2008—09. In comparison, there are approximately 67,000
people directly employed by tourism in Melbourne 24 .
The Great Ocean Road, the Murray, central Goldfields,
Mornington Peninsula and Gippsland were the regions
with the highest tourism employment. In terms of
occupations; trade workers, community and service
workers and labourers were positions highly represented
in regional Victoria. Professional, clerical and
administrative workers were amongst the occupations
with the lowest representation 25 .
What opportunities exist to grow the tourism
workforce in regional Victoria?
Despite these challenges, there are many positive
lifestyle advantages in regional and rural locations.
In addition, many towns and regions are becoming more
tourism aware and increasing professionalism and
focus on tourism development. Greater awareness of
tourism amongst communities has proven to build
positive perceptions, local pride and status, which
contributes to attracting new employees to a region.
The Victorian Government is also working with industries
and communities to attract and support skilled and
business migrants to meet ongoing workforce needs
which cannot be met locally. Recently arrived migrants
may be eligible for assistance, subject to their
qualifications and willingness to seek employment
in regional Victoria.
The Regional Skilled Migration Scheme (RSMS) allows
employers in regional or low population growth areas to
sponsor skilled migrants for a permanent visa. Under the
RSMS, the employee commits to remain employed in
the nominated position in the regional area for at least
two years.
With 30,000 international students studying tourism and
hospitality related courses in Victoria in 2008, a stronger
linkage between employers and international students
and graduates needs to be established. Greater business
awareness of opportunities presented by the Skilled
Graduate (485) visa, an 18 month temporary visa that
allows graduates to remain in Australia and seek
employer sponsorship, could attract qualified students
to regional areas, particularly to those occupations
currently under-represented.
The Working Holiday Maker (WHM) Program, a
temporary visa arrangement which allows individuals
aged 18–30 from eligible countries to work in Australia
for up to 6 months during their 12 month stay,
can also aid the need for labour in regional Victoria.
An evaluation of the WHM Program in 2009 found that
40 per cent of all jobs undertaken by WHM participants
are in regional Australia. It was also shown that the
accommodation and food services industry, including
cafes, and restaurants, employed 35 per cent of working
holiday makers. This included occupations such as
waiters, kitchen hands and bar staff 26 .
24
Regional Tourism Employment in Australia 2006–07 to 2008–09, Tourism Research Australia, 2010
25
Tourism Employment by Tourism Region, Saturn Corporate Resources P/L, 2006
26
Evaluation of Australia’s Working Holiday Maker Program, National Institute of Labour Studies, Flinders University, 2009
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VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

AREA SEVEN: GROWING THE TOURISM WORKFORCE IN REGIONAL VICTORIA
Opportunities also exist for education and training
providers to work with regional tourism businesses to
establish regional student work placements each year.
For example, at a tertiary level, William Angliss Institute
currently operates several work placement programs
which involve placing their students with a range of
tourism businesses.
Building on the formal VCAL program, there is scope
to establish a regional program to offer secondary
students work placements and traineeships with
tourism businesses. Such a program has been trialled
on the Mornington Peninsula, where the local
government together with Mornington Peninsula
Tourism has established traineeships to be offered to
local Year 11 students to enhance their knowledge and
potential careers with tourism businesses in the region.
It comprises both practical learning and formal training
components and is supported by local schools,
the TAFE and businesses.
This initiative could align with the Victorian Government’s
Young Professionals Cadetship Program, which will foster
a skilled and flexible workforce, and support regional
tourism businesses in meeting their employment needs.
The Program is one of several initiatives outlined in
the Victorian Government’s policy, Ready for Tomorrow:
A Blueprint for Regional and Rural Victoria, which will
assist in growing the tourism workforce in regional
Victoria. Ready for Tomorrow will assist regions to
enhance the supply of tourism products and services,
with a particular focus on stimulating investment in
tourism infrastructure through the Regional Infrastructure
Development Fund.
It will also support regional marketing campaigns
which will showcase Victoria’s regional attributes,
as well as establishing Regional Tourism Boards (RTBs).
Strengthening and expanding the tourism workforce in
regional Victoria will be a core focus of the Boards to
be established across the State. The RTBs, which are a
Victorian Government commitment under the Regional
Tourism Action Plan 2009–2012, will be developed by
local councils in partnership with Tourism Victoria.
Ready for Tomorrow also includes a Local Skills
Partnerships Program which will enable local governments
to build their economic development capacity and
capability through supporting the recruitment of a
highly skilled workforce. The Program will also provide
professional development opportunities for economic
development staff.
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VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

AREA SEVEN: GROWING THE TOURISM WORKFORCE IN REGIONAL VICTORIA
How will the tourism workforce in regional Victoria be grown?
Action
• Install a workforce development focus in industry forums for regional tourism
managers to share information, discuss business strategies and provide insights
into tourism workforce trends.
Responsible agencies
Tourism Victoria, VECCI,
Regional Tourism Boards
• Increase employer awareness of skilled migration options, including in
regional Victoria.
Workforce Victoria
• Establish a pilot program placing students, both secondary and tertiary, in regional
work placements. This would be facilitated through partnerships between employers
and schools, education and training institutions and provide students with an insight
into regional career-based opportunities prior to graduation.
VECCI, Registered Training
and Education providers
• Increase tourism businesses’ and local governments’ awareness of and participation
in initiatives contained in Ready for Tomorrow: A Blueprint for Regional and Rural
Victoria, including the:
– Young Professionals Cadetship Program; and the
– Local Skills Partnerships Program
Tourism Victoria, Regional
Development Victoria,
VECCI
34
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

SeCtION THREE
IMPLEMENTATION

IMPLEMENTATION
How will the Plan be implemented?
An Implementation Group, led by Tourism Victoria
and comprising key stakeholders from employer
and employee groups and training and education
providers, will be charged with oversight of the
Plan’s implementation.
The Implementation Group will also be responsible
for annually reviewing the effectiveness of these actions
to ensure the Plan remains relevant as economic and
industry conditions influencing the tourism workforce
may alter.
A key element of the monitoring process will be the
delivery of an annual report card outlining the progress
in achieving the key objectives detailed in the Plan. The
report card will be made available to all stakeholders.
What measures will be used to assess the
Plan’s effective implementation?
There will not be one single measure used to assess the
Plan’s implementation. Rather, indicators for success will
be based on increases in overall tourism employment,
as well as tourism employment in the regions, increases
in trained individuals, and an increase in staff retention.
Based on the key action areas outlined in the Plan,
additional targets will be set by the Implementation
Group over time.
Employment and training targets may need revision as
the pattern of growth of the tourism industry alters over
time. The Implementation Group will therefore closely
monitor the Tourism Satellite Accounts, which measure
the economic contribution of tourism to Gross Value
Added, Gross State Product and employment, and
forecasts developed by the Tourism Forecasting
Committee which estimate both domestic and
international tourism visitation and expenditure.
Specific program targets relating to increases in
awareness and uptake of funding and assistance
programs provided by both government and industry
will be set on an annual basis by the Implementation
Group in cooperation with relevant stakeholders.
Performance indicator
2016 Target
Total employment (direct and indirect) 225,000
Employment in regional Victoria (direct and indirect) 80,000
Enrolments in tourism and hospitality courses in Victoria 75,700
Explanatory Note: The enrolment figure includes all government funded activity in Australian Qualifications Framework courses, and all fee for service training that is reported to Skills
Victoria. Note that private providers are not required to report their fee for service training.
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VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

REFERENCES
10 Year Tourism and Events Industry Strategy,
Victorian Government, October 2006
http://www.diird.vic.gov.au/diird-strategies-andinitiatives/10-year-tourism-and-events-industry-strategy
People First: A Report Guiding Victoria’s Tourism
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Saturn Corporate Resources, URS Australia, Bramark
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Tourism Excellence Program
http://www.tourismexcellence.com.au
Skills for Growth
http://www.skills.vic.gov.au/links/related/skills-for-growth
Securing Jobs for Your Future – Skills for Victoria,
Victorian Government, 2008
http://www.skillsvictoria.vic.gov.au
Tourism Satellite Accounts 2007–08, Sustainable Tourism
Cooperative Research Centre, 2009
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Economics, June 2009
Tourism, Hospitality and Events Environmental Scan 2009,
Service Skills Australia, 2009
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Saul Eslake (Grattan Institute), 2010 Grattan Institute, 2010
To Have and to Hold: Retaining and utilising skilled people,
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Service Industries Change Drivers Report,
Service Skills Victoria, 2007
Victoriaworks
http://www.workforce.vic.gov.au/victoriaworks
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VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016

REFERENCES
Australian and New Zealand Standard Classification of
Occupations (ANZSCO), First Edition, Revision One,
Australian Bureau of Statistics, 2009
Global Skills for Victoria – Victoria’s Skilled Migration
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National Skills Needs List, http://www.
australianapprenticeships.gov.au/whatsnew/
NSNL_announced.asp
Economic outlook for specific Victorian industries,
Access Economics, 2010
International Visitor Expenditure, Tourism Victoria
(using data from the Tourism Forecasting Committee
& International Visitors Survey), 2009
Smarter Apprenticeships Program
http://www.australianapprenticeships.gov.au
Apprentice Kickstart Extension,
http://www.australianapprenticeships.gov.au/
Australian_Apprentice/Smarter_FAQ.asp
Victorian Government Training Guarantee
http://www.skills.vic.gov.au/get-training/support
Share of Industry by Employment Size, Saturn
Corporate Resources P/L, 2006
Tourism Accreditation Board of Victoria
http://www.tourismaccreditationvic.com.au
National Tourism Accreditation Framework
http://www.ret.gov.au/tourism/policy/national_
tourism_accreditation_framework/Pages/
NationalTourismAccreditationFramework.aspx
‘Tourism Channel’, SkillsInfo, Department of
Education, Employment and Workplace Relations
http://www.skillsinfo.gov.au/skills/Tourism
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http://www.tourism.vic.gov.au/strategies-and-plans/
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VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016