The hospitality industry is facing a talent exodus. What are the best practices to attract and retain qualified professionals in such a competitive job market?
Attracting and retaining qualified talent is a major challenge for our sector. The first response to this challenge lies in improving our Employee Value Proposition, which includes remuneration, working conditions, but also the professional environment. This involves offering competitive salaries and attractive benefits, such as performance bonuses. In addition, it is essential to offer professional development opportunities through training and career plans, offering possibilities for internal mobility. Talents also attach great importance to the work environment, hence the need to create a pleasant, exciting and stimulating framework, which promotes personal development.

What are the factors that are unfavourable to the retention of young people in the sector and how can they be remedied?
One of the main factors is the work-life balance. One solution to address this is to rethink team rotation. This involves, for example, reducing work cycles and offering more flexible schedules, which would lead to an improvement in the quality of life of employees. It is also essential to promote a corporate culture that values ​​employee well-being and development.

The issue of unattractive salaries from the point of view of employees in the hotel sector is often raised. Since the recovery of tourist arrivals has positively influenced the income of different groups, should the salaries that are offered be revised upwards?
Salaries can be re-evaluated, especially in a context marked by inflation. That said, this revision must be done intelligently so as not to harm the growth of the industry. It is important to ensure that an increase in salaries is accompanied by an increase in productivity. Implementing variable remuneration, based on performance and results, can be an effective solution, without forgetting the importance of a quality work environment, guaranteeing employee satisfaction and commitment.

How does the industry adapt to foreign labour? Is its recruitment linked to the difficulty of hiring local labour or is it mainly to reduce operating costs?
The use of foreign labour is often a response to the difficulties in finding local talent for certain specialized positions. This strategy allows hotels to maintain their level of service and continue to offer a quality experience to their guests. In this context, it is crucial to find a balance between local and foreign labour, which requires strategic and ethical recruitment management, which values ​​and integrates foreign talent while strengthening local skills.

Do you consider that the measures of the 2024-25 Budget are sufficient as solutions to the various challenges facing the hotel sector?
The 2024-25 Budget proposes interesting solutions to the challenges of the industry. In the current economic climate, it is crucial to continue to strengthen the positioning of Mauritius as a luxury destination. This will allow us to attract tourists willing to pay premium prices, thus increasing our revenues and improving the wages and working conditions of employees in the sector.

Particular attention should be paid to promoting the destination and improving tourism infrastructure, to ensure that the sector remains competitive and able to meet the expectations of international visitors. Supporting technological innovation and adopting sustainable practices could also play a key role in differentiating Mauritius’ tourism offering.

Diversifying markets by attracting visitors from new regions would reduce our dependence on traditional markets while stimulating long-term demand.

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