By: Vlad Krupa, Director of Guest Relations at Burgh Island Hotel
Lists of respected culinary and hospitality courses in Europe are adorned with the likes of France, Italy, Spain and Greece. Except from stand-out schools like Le Cordon Bleu, the UK is lacking middle-ground hospitality training opportunities.
Following the unfortunate combination of Brexit and COVID-19 many skilled young European workers have left the UK. A top UK recruiting platform, Indeed, reported that vacancies in their “food preparation and service” category increased by a staggering 586% between February 22nd and May 14th in 2020.
As we reopened after lockdown, it was clear that UK residents would now have to fill these vacancies. However, this summer the UK hospitality industry was hit by huge staff-shortages and fell into an unprecedented recruitment crisis. Two-fifths of hospitality venues had to totally or partially close because they simply did not have the staff.
Vlad Krupa, Director of Guest Relations at the iconic Burgh Island Hotel, nestled off the rugged coast of Devon, has opened up about his experiences in the hospitality industry and how a career in this field is viewed much more seriously overseas.
Vlad has shared his top tips for how the UK can shift its focus and level up in line with the rest of Europe to value our highly-skilled hospitality workforce.
One: succession planning
Perhaps not too familiar to UK audiences, the concept of “succession planning” in hospitality refers to a process where employees think ahead from day one. This strategy encourages individuals to develop their skills and prepare themselves for an upwards career move within their sector. I agree with the advice from Investors in People who advise employees to think 10 years ahead at each step in their career.
Perhaps if hospitality jobs in the UK came with a genuine mapped out career path and clear opportunities for growth, then people would take them more seriously and view careers in hospitality with longevity.
I trained at the ESO Euroschool Hotel Academy and was constantly on the lookout for additional training programmes and apprenticeships to supplement my skills and ensure that I stood out in the competitive European market. Unlike many who start their hospitality career in the UK, I always thought that I would have a long and respected career in hospitality.
Two: valuable training
Three quarters of pub and restaurant bosses say they are increasing pay to attract and retain staff. However, offering relevant and useful training could be a more effective tactic if you want employees to view hospitality as a viable and serious career.
In office and corporate jobs, it is common to be allocated time for continual professional development. So why should the hospitality sector be any different? Ensuring that staff are given ample opportunities to gain skills is so important for a life-long career. This will help to foster a supportive working environment and encourage staff to have a growth mind-set.
One of the greatest things about the Burgh Island Hotel is its commitment to sustainability and eco-friendly practices – we have just recently gained planning permission for a new eco-build on the island. At Burgh Island Hotel, for instance, we have been guiding staff in sustainability practices, alongside installing solar panels to generate clean energy, helping us keep the hotel’s carbon footprint to a minimum.
I have certainly become more eco-conscious since working on Burgh Island, the valuable training also encouraged me to keep up with the recent COP26 climate summit, something which I might not have done before.
Three: let’s learn from the rest of Europe
In order to align the UK’s hospitality industry with the rest of Europe, we need look to them for an example. It might not be the end of European skills in UK kitchens, over 65 restaurant and hotel giants have put pressure on the UK government to relax visa rules for foreign hospitality workers.
There is currently a “talent hole” in the UK hospitality industry. If international visas are introduced, then we must take this opportunity to attract top talent from around the globe – and most importantly, we must learn from them.
Again, it all goes back to succession planning. If employees view their superiors as highly skilled, highly valued and highly respected individuals, then they might begin to aspire to be in that position one day themselves.
Research shows that almost 70% of workers in the food and drink industry are semi or highly skilled. If these skills are promoted as valuable from the off-set, then the UK could be well on its way to levelling up with the rest of Europe and hospitality workers can gain that much deserved recognition and respect for their work.
By: Vlad Krupa, Director of Guest Relations at Burgh Island Hotel