Talent management in hospitality and tourism in Scotland: operational implications and strategic actions

Purpose - The purpose of this paper is to explore the operational implications and strategic actions involved in talent management (TM) in Scotland. Design/methodology/approach - The paper is based on a literature review and focus groups comprising members of the Board of the Scottish Tourism Forum. Findings - This paper finds that, in an industry with generally high labour turnover and rather negative public image as an employer, TM - in attracting, developing and retaining people - has significant potential to contribute to changing approaches to managing people and to improving opinions on careers in this sector. Practical implications - Practical implications are that: individual businesses adopt TM approaches that best suit their business, employees and customers; industry bodies and leaders present exemplary practice in TM; business strategies including TM initiatives are actively supported by senior and operational managers in organisations; and educators develop, in liaison with the industry, toolkits for the implementation and evaluation of TM initiatives. Originality/value - Any practitioner or academic interested in gaining insight into the practice and potential of TM, especially in the Scottish context, will find the paper valuable.