Introducing the Tirohanga Hou
The Tirohanga Hou are our way to create ‘Better Work’ for people who work in the tourism industry
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Photo: Tourism Holdings
Tirohanga Hou translates to a new outlook, a new way of thinking and doing things. The use of the term Tirohanga Hou in this document refers to each of the eight concepts and ideas we have come up with to take the tourism workforce to a new future.
The Tirohanga Hou aim to create ‘Better Work’ for people in the industry, by responding to systemic problems which tourism has faced, as well as future proofing the industry for the opportunities and challenges of tomorrow.
The Tirohanga Hou are purposefully light on details of implementation at this stage, as we want to give you enough space to shape the ideas and direction of the Action Plan. All Tirohanga Hou are intended to be driven in partnership through the ITP partners: the tourism industry, unions, government, Māori, and people who work in tourism. Following consultation, careful consideration will need to be given to the prioritisation, sequencing and resourcing of implementation.
Will this plan address tourism’s current labour shortages?
We know that tourism is currently facing significant short term labour challenges, and many in tourism and hospitality are struggling to attract staff they need to meet the growing demand as international visitors are welcomed back into New Zealand. However, ITPs are by their nature more strategic and take a long-term focus, so this Action Plan is not designed to address these immediate issues but rather to address the underlying systemic issues that will enable our industry to rebuild in a more sustainable manner.
There will be significant benefits for the industry from the proposed 8 Tirohanga Hou on the following pages, but these will be seen in the medium term, rather than addressing immediate labour shortages.
Summary of He Tirohanga Hou
Tourism and Hospitality Accord
The Tourism and Hospitality Accord will involve businesses in tourism and hospitality signing up to a set of workforce standards, and thereby becoming an endorsed good employer. Consumers would be able to choose to support these businesses. By signing up to the Accord, businesses will send a clear signal that they prioritise their people. People know that by working for those businesses they will receive decent pay, appropriate training, and will enjoy a safe and supportive working environment.
Responds to problems:
- Pay and conditions
- Firm maturity and scale
- Current and future skills gap
Creates a future where:
Those who work in tourism are consistently treated well and can easily identify which businesses to work for and where they will find rewarding work. Consumers and choose to support tourism businesses that are treating their people well.
Promoting a purpose-driven, intergenerational mindset
Driving better outcomes for the tourism industry and employees by promoting the value and achievements of purpose-driven, intergenerational business models.
Responds to problems:
- Pay and conditions
- Firm maturity and scale
Creates a future where:
Businesses are driven by purpose and values, and contribute to a regenerative tourism system with thriving, engaged employees.
Learn more about promoting a purpose-driven, intergenerational mindset
Enabling better work through innovation and technology
The tourism industry can innovate and adopt technology to increase its competitiveness and future-proof itself. There are opportunities to improve worker experience, prepare people who work in the industry for the future of work, lift labour productivity, and increase the attraction of working in the tourism industry.
Responds to problems:
- Demand fluctations
- Pay and conditions
- Firm maturity and scale
Creates a future where:
Businesses develop or make better use of emerging technologies to become less labour intensive, leading to higher productivity and more rewarding work for those in the industry.
Learn more about enabling better work through innovation and technology
Building cultural competency
Build the cultural competency of the tourism workforce and businesses to enable the tourism workforce to better represent Aotearoa New Zealand’s rich culture, ensuring all tourism operators positively contribute to their community.
Responds to problems:
- Current and future skills gap
Creates a future where:
The tourism workforce is regarded as one of Aotearoa New Zealand’s most culturally competent workforces, renowned for culturally-appropriate and authentic storytelling.
Embracing the peaks and troughs of tourism demand
Re-framing the tourism industry’s attitude and response to the peaks and troughs of tourism demand (seasons, weeks, and days). Rather than the peaks and troughs being perceived as a barrier to attracting and retaining employees, the industry can use peaks and troughs to its advantage to upskill people who work in the industry and provide consistent employment.
Responds to problems:
- Demand fluctations
- Current and future skills gap
Creates a future where:
Entities within tourism collaborate with each other, and with other industries, to embrace opportunities presented by peaks and troughs of consumer demand. This attracts people to work in the industry who find working across different roles, businesses and industries rewarding, as well as having the opportunity to upskill when demand is low.
Learn more about embracing the peaks and troughs of tourism demand
Fit for purpose education and training
There are a number of priority areas we would like to see for the vocational education and training system. These changes will help equip the tourism workforce to meet the demands of a rapidly evolving industry and help deliver a regenerative tourism system.
Responds to problems:
- Pay and conditions
- Current and future skills gap
Creates a future where:
Tourism is recognised as an industry which provides skills for life, where there are many ways to learn in a way that suits employees and employers well. There is an effectively skilled workforce, prepared for the future of tourism.
Better tools and resources for business owners and operators
Support management capabilities through increasing awareness and effectiveness of existing tools and resources.
Responds to problems:
- Firm maturity and scale
- Current and future skills gap
Creates a future where:
Tourism is recognised for its capable and knowledgeable leaders, operators and owners. Employers are skilled in creating enriching employment environments, which create positive employee experiences.
Learn more about better tools and resources for business owners and operators
A public campaign to showcase better work in the industry
A public-facing campaign that: challenges the reputation and perceptions of a career in tourism, promotes stories of people doing rewarding work in the industry with positive work stories, and lifts the understanding of the diverse nature of work in the industry.
Responds to problems:
- Demand fluctations
- Pay and conditions
- Firm maturity and scale
- Current and future skills gap
Creates a future where:
The Aotearoa New Zealand public has a positive perception and appreciation of what the tourism industry contributes, and what a career in tourism can offer.
Learn more about a public campaign to showcase better work in the industry