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Through external partnerships, hotel groups are strengthening their training offer

Training has always been a strategic challenge for hotel groups. Training is what guarantees their future, through the recruitment it makes possible. But several new trends in the relationship of groups to training and teaching are gradually emerging.

The first could be illustrated by the case of the IHG Academy. In addition to offering traditional training, the English group offers accredited partners the opportunity to recruit talent and help local communities. Hotels can then welcome trained young people and help them develop their skills to work in the hotel sector. These partnerships between educators and the hotel group make it easier to adapt the profiles to the sector, as well as to take into account the needs of the sector more easily during training.

The second can be illustrated by AccorHotels’ participation in the Innovation Factory project in Paris. By becoming a partner of this incubator, the group was able to participate in various modules with students, and also set up specific partnerships around defined projects, in particular linked to digital transformation. AccorHotels is part of an ecosystem including start-ups, think-tanks and investors that aims at developing innovative concepts and strategies. In addition to this, the group participates in the Web School Factory, which organizes weekend «challenges» to make students work out problems encountered by the company, with a goal to improve professional practices and facilitate meetings between promising young people and big groups. This brings the hotel group closer to students, whom it has work on specific themes for short periods of time, while allowing them a great deal of liberty the rest of the time.

These two trends illustrate the diversification of relations between the hotel and training sectors. Thus, training is increasingly becoming self-reliant and is entrusted to independent organizations (training is no longer just a hotel industry, but a cross-sectoral one). Students are judged less on skills acquired at university than on their ability to solve concrete problems experienced at companies. Of course, this change in relations is also linked to the evolution of the professions in the sector, and just as a communications manager cannot replace a hotel manager, one approach to the hotel business cannot completely eliminate another. Diversification, in short, but not unilateral evolution of training, as the persistence of the classical model demonstrates. This movement illustrates the current trends in our sector.

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