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Canadian Tourism Human Resource Council case study

5th business
5th business

The Canadian Tourism Human Resource Council (CTHRC) addresses workforce challenges in Canada's tourism industry. It developed the "Discover Tourism" brand to attract new workers and change perceptions of tourism careers. 5th business conducted research and developed a multi-channel branding strategy around Discover Tourism, targeting youth, mature workers, and lifestyle seekers. The strategy included websites, advertising, partnerships and an "Employer of Choice" program to recognize best practices. Results included growing an online database of jobs and career information, adoption of the brand by industry groups, and increased profile and funding for CTHRC.

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905.275.2220 5thbusiness.com Canadian Tourism Human Resource Council Canadian Tourism Human Resource Council (CTHRC) is one of 37 national sector councils whose overall goal is to improve the quality of the Canadian workforce and assist business verticals critical to the Canadian economy to be more flexible in meeting changing competitive demands. Funded extensively, but not wholly, by the Government of Canada, CTHRC responds to the attraction, recruitment and retention demands of 175,000 tourism businesses and the 1.75 million people employed in tourism-related occupations. CTHRC is its industry leader in a number of areas including groundbreaking work in the area of temporary foreign workers, foreign credential recognition, comprehensive suite of training and certification resources marketed under the emerit tourism training brand, aboriginal outreach, stakeholder relationships and thought-leadership. their challenge There are approximately165,000 new jobs expected to be created in the Canadian tourism sector by the year 2015, leaving an anticipated industry workforce shortfall of an estimated 300,000 workers. A focus on identifying, attracting and supporting quality employees within a high-turnover industry environment is vital to ensure the industrys future success. case study Canadian Tourism Human Resource Council 1
our strategy They really took us Competing for qualified workers is a challenge for many sectors of the Canadian to the next level. economy. There are many misconceptions held by people about certain industries, so to change behaviour one must change perception. To address the perception issue, 5th business速 worked with the organizations Jon Kiely president, marketing leadership team, industry stakeholders and board of directors Vice President, Marketing to craft and execute a strategy that would cost-effectively deliver repetitive and Communications, CTHRC messages to various target markets. Our audiences included not only potential employees but also employers, some of whom are experiencing significant workforce challenges at present. Comprehensive market research, best practice analysis and significant national brand testing with the youth market resulted in an understanding of key drivers to alter perception to a desired state. Other potential workforce opportunities were determined with aboriginals, mature and transitioning workers and interestingly, lifestyle workers. In particular, it was identified that those who enjoy certain aspects of participating in tourism (i.e. skiing, golfing, etc.) may be more apt to work in the industry if their employment package can create a work-life balance including their leisure activity of choice. CTHRC, being strongly connected to many national, provincial and local tourism organizations, provided an opportunity ripe for ongoing message distribution should the chosen direction gain support from the industry. case study Canadian Tourism Human Resource Council 2
our work To respond to the market research and the go-to-market strategy, we developed an overarching brand theme of Discover Tourism to represent the essence of the tourism lifestyle. Imagery reflected various demographics of workers in lifestyle scenarios, with the brand representing a call-to-action to learn more about the in- dustry and the employers within it. The aim was for career seekers to self-identify with the images and language being showcased and then engage with the brand and its employers to learn more. An extensive series of bilingual materials, brand standards, sponsorship guides, advertisements, presentations and interactive websites all combined to showcase five distinct industries within the sector including Accommodation, Food & Beverage, Recreation & Entertainment, Transportation, and Travel Services. Partnerships and cross-promotion activities were also solidified to add strength to the employee outreach strategy, with 5th business速 working closely with CTHRC to structure co-branded programs with hotel organizations and tourism destinations such as Sun Peaks. As youth were determined to be of primary interest for brand launch, the Discover Tourism brand was introduced to high schools and universities across Canada via a targeted print, SEM and e-marketing campaign. The goal was to build awareness of the industry as a viable career choice, drive traffic to the interactive website (audience engagement via quizzes and contest entries, etc.) and to build an e-database for ongoing marketing of job opportunities, online job board, career information and industry events of interest to career seekers. In tandem with the Discover Tourism employee-focused brand, 5th business developed a coordinating employer-focused strategy, branded Discover Tourism Employer of Choice. The purpose of the Employer of Choice program was to deliver messages about the benefits of working with mature workers, new Canadians and persons with disabilities and to show employers how to best attract and retain them as employees. This augmented their current perception of youth as preferred temporary and transitional workers. case study Canadian Tourism Human Resource Council 3
case study Canadian Tourism Human Resource Council 4
our work Previously non-existent, The program also aimed to help position employers as best-in-class, allowing a higher likelihood of attracting new workers. A website and comprehensive online the database is now assessment application was selected as the primary means of delivering the regularly promoting Employer of Choice program. Employers are rated based on four factors, including recruitment, retention, employee performance and willingness to adapt to change. available jobs, Each factor is then measured in terms of nine strategic question sets completed by industry information, employers, managers and employees. The results are then compiled and compared etc. to potential to identify gaps in perception and provide recommendations to assist employers in becoming a designated Discover Tourism Employer of Choice. career seekers. results ntroduced a new brand strategy to the market to fill market void left by industry I that has shared challenges but lacks linked approach due to competitive market. Prior to Discover Tourism, there was no pan-Canadian strategy that connected potential workers with the industry and rewarded best-in-class employers with preferred employer status. romotional efforts have built web traffic to Discover Tourism and related P e-marketing databases into the thousands, across varied demographics. Previously non-existent, the database is now regularly promoting available jobs, industry information, etc. to potential career seekers. Career fairs and other outreach efforts have brand consistency and a focused lifestyle message to attract workers. large number of industry organizations, including various provincial tourism A organizations, have adopted the Discover Tourism brand. THRC has vaulted its status as a thought-leader and relationship builder within its C industry and its government funding has been augmented with Discover Tourism sponsorship revenues from other sources. case study Canadian Tourism Human Resource Council 5

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Canadian Tourism Human Resource Council case study

  • 1. 905.275.2220 5thbusiness.com Canadian Tourism Human Resource Council Canadian Tourism Human Resource Council (CTHRC) is one of 37 national sector councils whose overall goal is to improve the quality of the Canadian workforce and assist business verticals critical to the Canadian economy to be more flexible in meeting changing competitive demands. Funded extensively, but not wholly, by the Government of Canada, CTHRC responds to the attraction, recruitment and retention demands of 175,000 tourism businesses and the 1.75 million people employed in tourism-related occupations. CTHRC is its industry leader in a number of areas including groundbreaking work in the area of temporary foreign workers, foreign credential recognition, comprehensive suite of training and certification resources marketed under the emerit tourism training brand, aboriginal outreach, stakeholder relationships and thought-leadership. their challenge There are approximately165,000 new jobs expected to be created in the Canadian tourism sector by the year 2015, leaving an anticipated industry workforce shortfall of an estimated 300,000 workers. A focus on identifying, attracting and supporting quality employees within a high-turnover industry environment is vital to ensure the industrys future success. case study Canadian Tourism Human Resource Council 1
  • 2. our strategy They really took us Competing for qualified workers is a challenge for many sectors of the Canadian to the next level. economy. There are many misconceptions held by people about certain industries, so to change behaviour one must change perception. To address the perception issue, 5th business速 worked with the organizations Jon Kiely president, marketing leadership team, industry stakeholders and board of directors Vice President, Marketing to craft and execute a strategy that would cost-effectively deliver repetitive and Communications, CTHRC messages to various target markets. Our audiences included not only potential employees but also employers, some of whom are experiencing significant workforce challenges at present. Comprehensive market research, best practice analysis and significant national brand testing with the youth market resulted in an understanding of key drivers to alter perception to a desired state. Other potential workforce opportunities were determined with aboriginals, mature and transitioning workers and interestingly, lifestyle workers. In particular, it was identified that those who enjoy certain aspects of participating in tourism (i.e. skiing, golfing, etc.) may be more apt to work in the industry if their employment package can create a work-life balance including their leisure activity of choice. CTHRC, being strongly connected to many national, provincial and local tourism organizations, provided an opportunity ripe for ongoing message distribution should the chosen direction gain support from the industry. case study Canadian Tourism Human Resource Council 2
  • 3. our work To respond to the market research and the go-to-market strategy, we developed an overarching brand theme of Discover Tourism to represent the essence of the tourism lifestyle. Imagery reflected various demographics of workers in lifestyle scenarios, with the brand representing a call-to-action to learn more about the in- dustry and the employers within it. The aim was for career seekers to self-identify with the images and language being showcased and then engage with the brand and its employers to learn more. An extensive series of bilingual materials, brand standards, sponsorship guides, advertisements, presentations and interactive websites all combined to showcase five distinct industries within the sector including Accommodation, Food & Beverage, Recreation & Entertainment, Transportation, and Travel Services. Partnerships and cross-promotion activities were also solidified to add strength to the employee outreach strategy, with 5th business速 working closely with CTHRC to structure co-branded programs with hotel organizations and tourism destinations such as Sun Peaks. As youth were determined to be of primary interest for brand launch, the Discover Tourism brand was introduced to high schools and universities across Canada via a targeted print, SEM and e-marketing campaign. The goal was to build awareness of the industry as a viable career choice, drive traffic to the interactive website (audience engagement via quizzes and contest entries, etc.) and to build an e-database for ongoing marketing of job opportunities, online job board, career information and industry events of interest to career seekers. In tandem with the Discover Tourism employee-focused brand, 5th business developed a coordinating employer-focused strategy, branded Discover Tourism Employer of Choice. The purpose of the Employer of Choice program was to deliver messages about the benefits of working with mature workers, new Canadians and persons with disabilities and to show employers how to best attract and retain them as employees. This augmented their current perception of youth as preferred temporary and transitional workers. case study Canadian Tourism Human Resource Council 3
  • 4. case study Canadian Tourism Human Resource Council 4
  • 5. our work Previously non-existent, The program also aimed to help position employers as best-in-class, allowing a higher likelihood of attracting new workers. A website and comprehensive online the database is now assessment application was selected as the primary means of delivering the regularly promoting Employer of Choice program. Employers are rated based on four factors, including recruitment, retention, employee performance and willingness to adapt to change. available jobs, Each factor is then measured in terms of nine strategic question sets completed by industry information, employers, managers and employees. The results are then compiled and compared etc. to potential to identify gaps in perception and provide recommendations to assist employers in becoming a designated Discover Tourism Employer of Choice. career seekers. results ntroduced a new brand strategy to the market to fill market void left by industry I that has shared challenges but lacks linked approach due to competitive market. Prior to Discover Tourism, there was no pan-Canadian strategy that connected potential workers with the industry and rewarded best-in-class employers with preferred employer status. romotional efforts have built web traffic to Discover Tourism and related P e-marketing databases into the thousands, across varied demographics. Previously non-existent, the database is now regularly promoting available jobs, industry information, etc. to potential career seekers. Career fairs and other outreach efforts have brand consistency and a focused lifestyle message to attract workers. large number of industry organizations, including various provincial tourism A organizations, have adopted the Discover Tourism brand. THRC has vaulted its status as a thought-leader and relationship builder within its C industry and its government funding has been augmented with Discover Tourism sponsorship revenues from other sources. case study Canadian Tourism Human Resource Council 5