Staffing the Cruise Industry in 2020: Exploring Solutions

Abstract

The cruise industry is less than 40 years old illustrating an annual growth of 8.2%, double that of the general tourism sector. There is a dramatic change in the complexity of the ships and increased ‘total destinations’ approach. Anticipated growth for the next 20 years is 5% per annum, despite the current economic situation; currently there is a 60,000 staff shortage and by 2020 the industry will need an additional 250,000 employees. However there is a poor perception of life at sea with careers not considered as main stream, challenges to attract and retain staff and a shrinking resource in traditional labour markets. Management of this successful hospitality sector, who are currently winning the occupancy war, are therefore posed an enormous challenge (CLIA, 2006; Gibson, 2006; Chin, 2008; Piesley, 1995, 1998 & 1999; Toh et al, 2004). This paper provides an ethnographic account of a discourse that seeks solutions to the staffing of the cruise industry using ‘scenario planning’. It describes the narrative surrounding dialogue between industry insiders, academics and management expertise, which results in new and innovative ideas for the sector. The use of theory to practice was not easy, for the academics involved nor the industry; critiques of the resulting scenarios say the theory is ill-applied. Nevertheless the process was illuminating and helpful in ‘thinking outside the box’ for all concerned, assisted by a philosophical approach that saw the results for what they were; an opportunity now exists to explore further the delivering of a less resource intensive, level of service to a specific market segment. The process had the benefit of exploring a fairly complex theoretical concept in a challenging but safe way. Would the industry use this theoretical approach again? The jury is out! (Tsang, 2000; Rothman, 2003;Ringland, 2002; Wilkinson, 1998)

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