The Long-term Impacts of Fukushima on Hotels & Tourism Worldwide

By Steven Ferry Chairman, International Institute of Modern Butlers | September 18, 2011

Is it or isn't it?

Fukushima.

Is it a non-issue for all but those living around the Fukushima Daiichi power plant, as governments and obliging media have been saying; or are the meltdowns spreading invisible tentacles of radioactive death around the world, as some are insisting and others are wondering, a sense of unease at our prospects for the future. How, then, would these tentacles impact hotels and tourist destinations as news radiated into the consumer consciousness and people changed their eating and travel habits?

Well, sorry to disappoint those who like a good drama to chew on, but the government and officials happen to be right on this one, once the science is understood.

PR mishandlings have resulted in (mostly unnecessary) loss of hospitality business in Fukushima and surrounding areas, including Tokyo; but no impact has been felt in other countries (with one exception, which has seen a big pick- up in business); and no future impact is to be expected from the feared-by-some collapse of all living systems.

If you had doubts about which way it would go, read on, put them to rest: There are enough real issues in life without being distracted by invented ones.

Choose a Social Network!

The social network you are looking for is not available.

Close

Hotel Newswire Headlines Feed  

Amy Locke
Alan Villaverde
David Lund
Julia Watson
Albert Pucciarelli
Kyle Rogg
John Welty
Larry Mogelonsky
Nigel Lobo
Steven Ferry
Coming up in March 2019...

Human Resources: An Era of Transition

Traditionally, the human resource department administers five key areas within a hotel operation - compliance, compensation and benefits, organizational dynamics, selection and retention, and training and development. However, HR professionals are also presently involved in culture-building activities, as well as implementing new employee on-boarding practices and engagement initiatives. As a result, HR professionals have been elevated to senior leadership status, creating value and profit within their organization. Still, they continue to face some intractable issues, including a shrinking talent pool and the need to recruit top-notch employees who are empowered to provide outstanding customer service. In order to attract top-tier talent, one option is to take advantage of recruitment opportunities offered through colleges and universities, especially if they have a hospitality major. This pool of prospective employees is likely to be better educated and more enthusiastic than walk-in hires. Also, once hired, there could be additional training and development opportunities that stem from an association with a college or university. Continuing education courses, business conferences, seminars and online instruction - all can be a valuable source of employee development opportunities. In addition to meeting recruitment demands in the present, HR professionals must also be forward-thinking, anticipating the skills that will be needed in the future to meet guest expectations. One such skill that is becoming increasingly valued is “resilience”, the ability to “go with the flow” and not become overwhelmed by the disruptive influences  of change and reinvention. In an era of transition—new technologies, expanding markets, consolidation of brands and businesses, and modifications in people's values and lifestyles - the capacity to remain flexible, nimble and resilient is a valuable skill to possess. The March Hotel Business Review will examine some of the strategies that HR professionals are employing to ensure that their hotel operations continue to thrive.