New DMO Managers Agree on 5 Pain Points

Your supervisor picked you for your position because you’re adaptable, committed, and creative. Still, you might wonder whether this job is for you. Managers I talked to at the PACE forum want help with five issues:

1. The new DMO managers feel overwhelmed because they have too much to do.
2. They need more guidance on how to keep members engaged and retain them.
3. They worry about providing value to the community.
4. New DMO managers are stressed about navigating their new roles.
5. They want help with training and coaching teams.

Treat ‘em Right helps managers solve these problems and more with coaching, group training, and online courses customized for individual DMOs. Your first call with us is free, so contact us if you are interested.

Tip One: Prioritize and Delegate

You thought you joined an industry that values rest, relaxation, and recreation, but you are working long hours! We get it. You feel overwhelmed by what seems like three jobs in one. It’s time to prioritize:

• Put your tasks in order based on 1) your deadlines and 2) which will have the most impact. Note: something due today is not necessarily more important than something due next week. Keep your goals in mind and prioritize what matters most.
• Delegate non-essential tasks to team members, empowering them to take ownership. Effective delegation will reduce your stress and foster collaboration on your team.

If you’re not using project management software find one that works for you. Putting tasks in your computer will cut your stress because don’t have to try to remember 10 deadlines in your head. You might think you don’t have the money. One of the top project management software systems, Monday.com, has free subscriptions for one or two users. Other plans start at $20 a month.

Tip Two: Make a Membership Plan

You believe in your organization’s mission and want to help keep it strong. Retaining members is one of your top goals (and stressors). Yes, building and maintaining relationships with members is time-consuming. Realizing you cannot do everything at the same time, plan to meet who you can, and find other ways to connect with all your members regularly. That means planning.

Check out The Center for Association Leadership’s Guide to Membership Strategy to see what is working for others. The guide includes questions to ask yourself:

• How are you engaging members and prospects who are in their 20s and 30s?
• Is your online membership platform easy to use? Does it solve members’
  problems?
• Are you fostering collaboration that benefits members? For example,
  DMOs offer visitor experience education to members’ employees and many
  others who interact with guests.

Tip Three: Focus on the Visitor Experience

The constant pressure to provide value can keep you up at night. Ease your pain by focusing on what matters most – the visitor experience. DMOs have become experts in visitor experience education (VXE) with help from Treat ‘em Right. We customize VXE based on the needs of your members. Examples of successful VXE programs include:

• Visit Manhattan, Kansas offers VXE to retailers, hotels, restaurants, attractions, and business community employers.
• Destination Niagara Falls USA engaged taxi and ride-share drivers, travel
  agencies, tour operators, and short-term rental owners in VXE. 
• The Pennsylvania Convention Center trained its union labor contractors.

We have received dozens of positive reviews on our VXE video series. We believe in video because people retain 95% of what they learn while watching a training video, compared to 10% of what they read. However, for some learners, our hybrid live sessions are best. It’s all about the learner.

Tip Four: Connect with Others in the Industry

In a 2023 survey, 40% of recent graduates said they had no training, onboarding, or support from their managers. If you are unsure of something, ask. Your manager should be clear about expectations on things like your work hours, deadlines, and what it will take to advance in your position. Other solutions for navigating new roles include:

• Connect with experienced managers in the industry.
• Attend workshops, conferences, and webinars to learn from others’ successes and failures.
• Look into Destinations International’s Young Professional Development Program and its 30 Under 30 program – a year-long networking and learning experience for emerging leaders. In an article on the DI website, a past 30 Under 30 participant says the program gave her purpose and a sense of belonging.

“Having peers who share similar struggles and passions has been transformative,” Juliet Velasquez, manager of client relationships and insights, Tourism Economics. “Through them, I've gleaned insights into leadership, skill development, and discovering my true calling. 

Sign up to get notified when DI opens the next round of applications for 30 Under 30.

Tip Five: Find a Coach

Many DMOs do not have structured management training programs. That makes it more difficult for a new manager to learn their job. So, smart DMO executives invest in expert training, coaching, and consulting. Treat ‘em Right supports success with:

• Skill Enhancement: Training programs improve managers’ skills, from leadership to communication. Our offerings include custom workshops and online courses tailored to the needs of each DMO needs. We start with helping teams get to know each other by taking an Insight Inventory.
• Team Performance: Coaching helps managers motivate and guide their teams. Treat ‘em Right uses tools like the 5 Dysfunctions of a Team training to help new DMO managers become more productive and aligned with organizational goals.
• Strategic Planning: We work with DMO managers who want a Visitor Experience Strategy that supports the goals of their organization. With the right training, coaching, and consulting you will have the confidence to lead
  with passion. Contact Phil at Treat ‘em Right or call 314-221-6037 to talk about getting the support you want.

What does an engaged workforce feel like? It feels like a team of people ready to rally around a shared mission they are deeply inspired by. Engaged workforces are willing to go above and beyond. They lean in, proactively looking for ways to contribute meaningfully. Engaged workforces show up to work every day, ready to bring their best to take care of the communities around them.

What destination leader doesn’t want that?

Unfortunately, fully engaged workforces are not as common in the destination industry as we’d like them to be. Destination executives are often left scratching their heads at how to get their team to buy in.  

Ready to engage your workforce? Start here:

Harness the Power of Your Destination’s Purpose

The purpose of a destination organization provides leadership with an inspiring mission to rally their team around.

Destination organizations are powerful economic drivers. They have the power to bring positive change to the communities, cities, and regions they represent, and your workforce is likely to consist of team members with close, personal connections to the destination they represent. Destinations are naturally positioned to cultivate an inspiring organizational purpose, creating meaningful work for each and every one of their team members.

“During the interview process, many candidates share that finding meaningful work is just as important as their compensation package,” shares Brook Kaufman, President & CEO of Visit Rapid City. “While there are times we can’t be competitive with the private sector on wages, the fact that our work does make a difference in our community is often the tipping point for someone accepting a position with us.” 

Harnessing the power of your destination’s purpose can be an incredible motivator to engage your workforce. Unfortunately, many destination leaders struggle to capture the power of their organization’s purpose. Leaders who clearly define their organization’s purpose, connect that purpose to the day-to-day work, and consistently communicate progress made can capture the full power of this engagement opportunity. “Employees want to know how their daily tasks help reach departmental and organizational goals. We can’t get from A to B without communicating where we’re headed and where each team member fits into the overall equation.”

Key Recommendation for Leaders: Work to define your destination’s purpose. Then, connect the dots with organizational objectives, goals, and outcomes so that every team member understands how their contribution directly impacts the destination’s purpose.  

As leaders define an inspiring purpose and connect the day-to-day work to that purpose, workforce engagement grows. 

Compensate Fairly

Let’s face it: compensation in the destination industry is an uphill battle for many executive leaders.

It’s tough to compete with for-profit organizations when it comes to compensation, but destination leaders have to try to compete in this arena.

Compensation is not just about salary and cash. Yes, salary and cash tend to make up an important part of what a destination can offer a member of its team, but total compensation can go far beyond that.  

Key Recommendation for Leaders: Execute regular compensation studies to get up-to-date compensation data for every role in your organization. Then, consider how to build a holistic compensation package, which enables leaders to assemble a competitive offering to attract and retain talent. Medical benefits, vacation time, flex time, remote work opportunities, wellness stipends, and professional development stipends are examples of how destinations are blending salaries and benefits to build competitive compensation packages.

As leaders obtain accurate market data, advocate on behalf of their team to their board of directors, and build competitive compensation packages, workforce engagement grows. 

Establish Career Development Opportunities

For many in the workforce, career development and opportunities for advancement are major motivators, driving engagement. Leaders can take advantage here on multiple fronts: first by developing their team members to fit the specific skill set their destination needs, and secondly, by engaging their team members to buy in as a byproduct of their career development and advancement. 

Key Recommendation for Leaders: Build your workforce by providing both internal support and external resources to foster cohesive career development. Internal support structures include mentorship programs, job shadowing, and clear career tracks. External support structures can look like stipends for class and conference attendance.

As leaders are able to provide opportunities for their team members to develop and grow their careers, workforce engagement grows. 

Provide Clarity, Then Flexibility

Work-life balance means a hundred different things to a hundred different people but here’s what most of your team really wants: autonomy to manage their work and their personal priorities. “Some employees value flexibility. Others value PTO or an organization that invests in their professional development. Delivering on what’s important to individual team members is a very effective way to keep people with you for the long term,” added Kaufman.

Your workforce has priorities and goals outside of the professional work they do. That’s a good thing! And for leaders who can build destination organizations where team members can achieve both their professional and personal goals at the same time, your workforce will be more likely to engage and stick around for the long haul. 

Key Recommendation for Leaders: Provide clarity to each and every one of your team members about WHAT needs to get done, then give them the opportunity and autonomy to get it done HOW they need to. Define the key outcomes that must be driven for each role in your organization, work to build clarity around WHAT must happen. Then, worry less about HOW the outcome is reached. 

As leaders provide clarity and flexibility so team members can achieve their personal goals without sacrificing the productivity of the destination, workforce engagement grows.

Show your Care

Empathetic leaders build more engaged workforces.

Leading with empathy should not prevent leaders from making difficult decisions, being steadfast in their beliefs, and driving the organization's needs forward. Leading with empathy connects leaders to their workforces, showing their care for the people around them and the impact that their decisions have on them.

Unfortunately, it’s more likely than not that you have worked for a leader who you felt did not care about you. It’s demotivating, it causes team members to lean out, and it results in folks looking to depart your destination. 

Key Recommendation for Leaders: Find how you show your care for your team. It could be through consistent and meaningful 1:1 time. It could also look like taking the time to eat lunch with team members at all levels of the destination. Maybe displaying your care comes in your communication around difficult topics and decisions. Discover what works best for you, but be sure to find a way to make it known that your team members matter to you.

As leaders are able to show their care, workforce engagement grows. 

Ask for Feedback Regularly

Engaged team members feel like their voice matters and their thoughts, ideas, and concerns impact the trajectory of the destination they work for.

Leaders should regularly request feedback from all levels and departments in their destination organization. When feedback is requested, it’s vital that leaders acknowledge it, share what was learned, and ultimately drive change from it. 

Key Recommendation for Leaders: Identify a variety of mediums and a variety of subject areas to request feedback on throughout the course of a year. Focus groups, surveys, and 1:1 meetings offer mediums to ask for feedback. Business operations, organizational culture, and personnel performance offer subject areas to get feedback on.

Identifying opportunities to build feedback from your workforce into recurring organizational operations will not only provide leaders with an important data point to direct the path forward for the destination, but it will also build engagement throughout your workforce.  

Get Intentional to Drive Workforce Engagement

Chalking up a lack of workforce engagement to generational differences is lazy.

Doing so also removes leadership’s responsibility to make an active difference in how their team decides to lean in and engage or lean out and disengage.

Frankly, your workforce's engagement reflects your organization’s health and development. Simply put, team members will choose to engage if they think it’s worth it.

“Is driving engagement within your team hard work? Absolutely,” shared Kaufman. “But your organization will never reach its full potential without putting energy and resources into keeping employees satisfied.” 

Leaders have the opportunity to actively drive initiatives forward to engage their workforces. Those who do so intentionally and effectively have the opportunity to lead impactful teams that drive their organizations and the destinations they lead forward in incredibly meaningful ways. 

In the dynamic tourism industry, the heartbeat of success often resonates from the dedication and passion of volunteers, who embody the spirit of community and service. Their commitment transforms events into unforgettable experiences, fostering engagement and a sense of community spirit. Yet, cultivating a sustainable volunteer culture poses challenges for destination organizations. This blog explores best practices in volunteer workforce development by drawing insights from global destinations that illustrate effective strategies in communication, recruitment, retention, and appreciation, all while aiming to enhance long-term success and sustainability. 

Building a Sustainable Volunteer Culture

Effective communication is a cornerstone in volunteer workforce development, ensuring volunteers feel informed, valued, and connected to the organization's mission. In Malmö, Sweden, the kick-off event at Baltiska Hallen for the Eurovision Song Contest rehearsals exemplified this by inspiring 400 volunteers through communication pieces demonstrating the transformative power of cultural events for their community. This information allows volunteers to understand their importance in fostering community engagement and volunteerism. 

Destination Tips: Utilize communication pieces to highlight the organization's mission and volunteers' impact. Ensure the volunteers have a voice by providing surveys for feedback so that next year, the event can be enhanced. Clear and consistent communication can make volunteers feel more connected and appreciated, improving their engagement and commitment to the community.  

When building a volunteer culture, the Florida Sports Foundation highlights the importance of apprising, acclimating, and assigning volunteers according to their aptitude. They provide comprehensive information about their various events to ensure volunteers feel informed and confident. Regular meetings are held to help volunteers become comfortable with the staff and foster a sense of belonging, making them feel valued and more likely to return. The Florida Sports Foundation matches volunteers to roles that suit their skills and interests, enhancing their experience and effectiveness. By investing in these strategies, the Florida Sports Foundation ensures volunteers feel connected, appreciated, and integral to the event’s success.  

Destination Tips: Assigning posts where the volunteer feels they can excel in their skillset will make them feel confident in their abilities. Having procedures where the organization's staff can understand and get to know their volunteer base will showcase their commitment to valuing their volunteers and better assist in assigning posts. Personalizing training approaches will allow volunteers to feel prepared and connected to the organization's mission, enhancing their confidence and comfort and building a sustainable volunteer culture. 

The 2023 UCI Cycling World Championships in Glasgow and across Scotland offer an exemplary model of effective communication and volunteer engagement. This inaugural event brought together thirteen individual UCI Cycling World Championships, relying on 3,500 volunteers. The Volunteer Strategy employed for the Championships recognized volunteers' vital role and incorporated key learnings from previous events. A Volunteer Learning Portal provided access to various training programs, including an Equality, Diversity, and Inclusion module, which allowed volunteers to enhance their skills and understanding. Event Delivery Partners (EDPs) further supported inclusivity by briefing volunteers on inclusion and accessibility and offering specialized training sessions, such as Mental Health Awareness and Deaf Awareness.

Enhancing Recruitment and Retention

Personalized recruitment strategies tailored to individual interests and skills effectively attract and retain diverse volunteers. Destination Markham works diligently in community outreach strategies by forging partnerships with local educational institutions, businesses, and community groups, thus cultivating a robust volunteer network. Emphasizing the professional and personal development opportunities associated with volunteering fosters long-term engagement. A mentorship program and social events outside the volunteer event cultivate a sense of belonging and camaraderie among volunteers, contributing to overall satisfaction and retention.  

Destination Tips: Personalized recruitment efforts, such as targeted marketing campaigns showcasing the impact of volunteer work through videos and testimonials of past volunteers, can attract a broader demographic. Creating social media campaigns with specific hashtags can help recruit volunteers by reaching them based on their interests, ensuring a steady influx of passionate volunteers. 

Celebrating Volunteer Contributions

Recognition and appreciation are fundamental in sustaining a robust volunteer base. Initiatives such as Volunteer Appreciation Weeks and special events publicly acknowledge volunteers' contributions, reinforcing their value to the organization and the broader community. The Mat-Su Convention and Visitors Bureau, which hosted the 2024 Arctic Winter Games, recruited and trained 2,000 volunteers over two years. The destination organization ensured these dedicated individuals were celebrated for their vital roles in the event's success, thus boosting morale and inspiring continued engagement. Visit Indy's approach emphasizes treating volunteers as valued team members. Comprehensive volunteer experiences include providing uniforms, materials, and even fanny packs as part of the volunteer uniform, ensuring that volunteers are well-prepared, valued and feel a part of the organization.  

Destination Tips: Recognizing the importance of appreciation, such as hosting thank-you events throughout the local community and volunteer appreciation posts across social media, ultimately improves the volunteer experience. Anything an organization can do to boost morale will reinforce the volunteers' commitment. Even a small personalized thank-you note will enhance the volunteer culture.   

Embracing Diversity and Inclusion

At its core, workforce development through volunteerism thrives on inclusivity. Organizations enrich their volunteer programs by embracing diversity in backgrounds, perspectives, and abilities, fostering innovation and resilience. Snohomish County Sports Commission exemplifies this through its integrated approach to volunteerism. By leveraging strong ties with local schools, businesses, and community organizations, they offer accessible volunteer roles and ensure equitable opportunities, empowering individuals from all walks of life to contribute meaningfully to sporting events and community initiatives. Creating flexible and diverse volunteer opportunities that cater to different preferences and availability is essential for maintaining engagement. This can include short-term and long-term volunteer projects, accommodating volunteers' schedules, and creating roles catering to various interests and skills. The inclusivity efforts at the 2023 UCI Cycling World Championships showcased this. Volunteers from 73 nationalities and ages 16 to 82 further highlighted the event's commitment to inclusivity. 

Destination organizations can build robust volunteer programs that drive workforce development and enrich community life by implementing inclusive practices, celebrating contributions, and nurturing meaningful connections. Ensuring that your organization has effective communication in conveying volunteer impact along with the organization's mission will be essential in developing the workforce development for volunteers. Volunteers' need for personal and professional growth and social integration should be considered when designing volunteer programs. Volunteers' unwavering dedication to their community ensures events are transformative experiences that unite and inspire the community. As we look ahead, let us continue championing volunteerism as a powerful force for positive change in tourism and beyond. 

Media Contact: 
Tim Smith 
tsmith@destinationsinternational.org
1.425.577.4499

Washington, D.C., USA (July 10, 2024) – Destinations International (DI), the world’s leading resource for destination organizations, convention and visitors bureaus (CVBs), and tourism boards, has opened registration for its three remaining major events in 2024: the Advocacy Summit, which will take place in Rio Grande, Puerto Rico, from October 22-24; and the Social Inclusion Summit and Business Operations Summit, which both will take place in Spokane, Washington, October 28-30.  

Destinations International continues to provide training and development specially designed to help destination organizations anticipate transformation and thrive in a continually evolving environment. Each summit will look at current challenges and opportunities and offer the opportunity to explore, learn, and network among industry peers. Attendees will benefit from comprehensive sessions that address the most pressing issues facing the sector today, from enhancing stakeholder engagement and impactful advocacy, to advancing social inclusion, to embracing advancements in technology and innovation in business operations.

“Destinations International is committed to providing our members with the essential information they need to help their organizations and communities thrive,” said Don Welsh, president and CEO of Destinations International. “Our outstanding fall summits focus on the most pressing and timely issues facing destination organizations today and offer an unprecedented opportunity to learn from experts and network with peers. I’m confident that attendees will leave each summit with new insights and actionable strategies to take back to their organizations.”

Summit overviews:

2024 Advocacy Summit (Rio Grande, Puerto Rico – October 22-24, 2024) 
Under the theme “Advocate as Catalyst,” the summit will help destination organizations better serve as essential community assets promoting the local community as an attractive travel destination while also enhancing its public image as a dynamic place live and work. Through interactive discussions, case studies and practical exercises, attendees will develop skills, identify tools and gain knowledge to support powerful advocacy. This year, the event offers three immersive workshops to explore the rich Taíno heritage of Puerto Rico; survey the intersection of ecotourism and conservation against the unique backdrop of El Yunque National Forest, the only tropical rainforest in the U.S. National Forest System; and learn about the development of eco-cultural tourism attractions at Carabali Rainforest Adventure Park. 
(Click here for more information and to register)

2024 Social Inclusion Summit (Spokane, Washington – October 28-30, 2024)
The summit offers a series of impactful sessions and immersive experiences designed to engage community partnerships and create a welcoming environment where people of all abilities and backgrounds feel welcome, valued and understood. Through a lens of accountability, attendees will learn actionable strategies to deepen community relationships and enhance workplace culture, ultimately creating welcoming experiences for visitors. Sessions include: Fostering Community Connections for Impact; Advocacy Strategies for Engaging Local Government; and Establishing Accountability in Social Inclusion. This summit is for leaders of all abilities and backgrounds who specialize in, or have an interest in, community engagement, human resources, culture development, marketing, and inclusion and belonging.
(Click here for more information and to register)

2024 Business Operations Summit (Spokane, Washington – October 28-30, 2024)
The Business Operations Summit is a cross-functional gathering of destination organization professionals in finance, human resources, operations and technology. This year’s summit will leverage the latest advancements in finance, digital platforms and talent management, offering valuable knowledge and practical solutions to help destination organization leaders navigate the complexities of modern business operations. Join us to explore how finance, technology, and HR can drive innovation and excellence in your organization.
(Click here for more information and to register)

Please check destinationsinternational.org for latest updates on these and all Destinations International events and information.

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About Destinations International 
Destinations International is the world’s largest and most trusted resource for destination organizations, convention and visitors bureaus (CVBs) and tourism boards. With more than 7,500 members and partners from over 750 destinations, the association represents a powerful forward-thinking and collaborative community around the world. For more information, visit www.destinationsinternational.org.  
 

Key findings from Social Impact of Global Tourism by the World Travel & Tourism Council indicate that hospitality is a leading employer for young people around the globe, accounting for almost 60% of all youth employment in 2021 with 40% of those numbers represented by women. Despite continued recovery from the COVID-19 pandemic, there are staff shortages at hotels, restaurants, entertainment venues, theaters, convention centers, and tourism organizations. In relative terms, one in fifteen US job postings remains unfilled, and one in nine European Union jobs remains unfilled. This represents an estimated 412,000 tourism worker shortage. Further, despite the expansion of the Canadian labor market to pre-pandemic levels of 5.3%, Destination Canada reports in their 2023 Quarter-three snapshot that 116,000 positions remain unfilled, representing 6.2% of all the tourism sector.   

Several factors fueling the labor shortage in the US include a decrease in international migration patterns as it relates to the US labor market, working conditions, and a lack of adequate skillsets to perform several jobs within hospitality. Thus, a variety of policy changes and engagement strategies can help destination organizations fill the gap and address these concerns.  

Addressing staff shortages within the sector requires a multi-stakeholder collaborative approach to developing a skilled tourism workforce, providing competitive employee benefits, and partnering with academia to help equip tomorrow’s workforce with new and improved skills to operate within the industry. A recent article by Forbes suggests that one of the greatest currencies of our time is not gold, oil, or knowledge but rather talent acquisition.  

When discussing strategies like youth engagement and workforce development, it's important to be mindful of cultural differences and adapt the approaches accordingly. Be sure to acknowledge the diverse cultural contexts in which these strategies will be implemented and adapt according to the needs of your destination. 

Los Angeles Tourism & Convention Board

At the Mobile World Congress in 2021, the Los Angeles Tourism & Convention Board launched its own Career Academy with the goal of increasing equity in career representation by inspiring the youth of historically underserved communities to consider diverse career paths. This initiative was brought on in response to the call of Los Angeles council leaders’ executive directive to help increase recognition of systemically marginalized groups. For the event itself, a dozen high school students from the Ambassador School of Global Leadership attended the inaugural program led by Mayor Eric Garcetti. Each student received a tour of the exhibition hall, met with executive leaders to learn about career opportunities, fostered meaningful connections, and learned about future career day opportunities available within the industry. Over 4,100 people attended the convention, 65% of whom were senior executives.

Moreover, Los Angeles’s Career Academy bridges the connections between students and meeting planners looking to authentically impact Los Angeles. In turn, students learn equity, diversity, and inclusion best practices in aligning corporate social responsibility. While the convention was not hospitality-focused, the bureau brought students together with senior-level executives at technology companies, and this can make the connection between other sectors and hospitality. The academy highlights the connection between youth engagement in choosing career paths and where they see themselves represented.  Since one of the greatest strengths of Los Angeles is its diversity, programs like this are essential to helping close the workforce gap and helping to address racial inequalities that exist due to a lack of representation. 

For so many of us in the tourism industry, the question “how did you get started” is often followed by a smile, a laugh, and a realization that it happened unintentionally. While some may have formally studied hospitality, most industry professionals find themselves in destination organizations through traditional channels like hotels or convention centers. Despite where we began or where our paths have led us, we share a deep passion for our work. Last week at Destinations International’s 2024 Annual Convention in Tampa, it was hard not to hear the words “I love this industry!” passing from person to person, like the catchy chorus to a chart-topping summer hit.

Yet, we realize talent attraction and retention are two enormous challenges our industry faces. A recent study on emerging leaders published by FiredUp! Culture and SearchWide Global found that 48% of 358 30 Under 30 honorees no longer work for a destination organization. Of those still employed by destination organizations, 27% indicate they will not be working for their organizations in three years’ time. Meanwhile, Destinations International’s 2023 Social Inclusion Study on Destination Organizations found that while 73% of over 450 employees want to see more diversity in their organizations, the reality is from it.  

It’s no surprise then, that eight sessions at Destinations International’s 2024 Annual Convention addressed challenges and insights surrounding workforce development and diversification. These conversations served as a springboard to educate and inspire the nearly 2,000 industry leaders in attendance. From talent development to upward mobility, to pay equity and beyond, opportunities are abundant. And while much of this work will be long-term, creative solutions may be closer to home – and easier to implement - than we think. 

Community Partnerships Build Career Paths

Destinations International’s Social Inclusion framework encourages destinations to engage with their communities. By fostering trust and working together to eliminate barriers to inclusion, destination organizations and their stakeholders can create thriving and welcoming environments that lead to economic growth. Through this lens, talent attraction and retention can be addressed by engaging with our communities. When destinations establish a trusted presence, they can highlight the importance of this industry and create career pathways for residents of all backgrounds and abilities.  

The 2024 Annual Convention served as a tangible and inspiring opportunity for Visit Tampa Bay (VTB) and the NAACP Hillsborough County Chapter. Through an existing strong relationship, VTB’s Chief Operating Officer, JoLynn Lokey and Hillsborough County Chapter President, Yvette Lewis connected with DI’s Sophia Hyder Hock to explore arrangements during the July event. Lewis welcomed the idea of bringing three high school students onsite, providing them with the opportunity to gain exposure to the industry.  

She appointed three rising seniors, Malachi Brown, Kaejah Evans, and Taleah Scott, to attend the Annual Convention. Each student was given a curated schedule based on their interests to shadow industry leaders, attend educational sessions, and expand their professional network. In two jam-packed days, Malachi, Kaejah, and Taleah explored the breadth of our industry, through marketing and creative lenses, event management, and technology. Their experiences were overwhelmingly positive: the students realized that tourism offers promising, professional career paths and above all is a welcoming, inclusive sector.  

In Their Own Words

Malachi Brown, Middleton High School 

"To start I just wanted to say thank you for even thinking about exposing high school students to this industry, it was not on my radar at all but now I can seriously see a future in this space. My first thought about the travel and tourism industry was a whole bunch of timeshares and hotel managers. Being at Destinations International showed me that there is an entire ecosystem of business that is behind the scenes. Whatever internship, schooling, or even career I will pursue can be translated to the travel and tourism industry, from sales, marketing, data analytics, and more can all be done here and that has truly inspired me. The main highlights were interacting with so many people that were genuinely interested in making sure I was welcomed and comfortable. Connecting with all these amazing professionals not only expanded my network but expanded my horizons by learning and listening to everyone’s insights. Special shout out to the team at Soliman Productions and Paradise Advertising & Marketing for letting a brother tag along for a couple of days.”  - Malachi Brown

Kaejah Evans, Blake High School 

"Destinations International’s Annual Convention was one of the best experiences I could’ve been a part of. I’m truly grateful to have been a part of the convention and met such amazing people from such diverse backgrounds. Before attending the convention, I had a very small amount of information and interest in the world of travel and tourism. After meeting so many people that are a part of this company showed me an even bigger and more in-depth understanding of how great working in this level of hospitality can benefit someone. I’ve learned about some programs and have been introduced to several internships that I’d enjoy taking part in once I graduate.” - Kaejah Evans

Taleah Scott, Sumner High School 

"I truly enjoyed my time interacting with people who are passionate about their careers. The main highlight of my time at Destination International's Convention was attending the breakout sessions of my interest. Not only did it make me feel in control of the steps I'm taking toward my future, but it also exposed me to different aspects of the travel and tourism industry. I originally had no connection to the field, so I wasn't sure what to expect. To my surprise, the travel and tourism industry makes great efforts to follow sustainable practices and be mindful of the communities they're affecting. They also created a space to discuss products that improve accessibility for some users. This made me feel more connected to the experience because it showcased purpose in the work being done here. Another highlight was getting to see people in their element. The travel and tourism industry has so many wonderful facets and the people exude a passion for their positions I haven't seen in most places of work. This experience taught me you can work hard and enjoy life. Not a single person I encountered seemed unhappy to be there. This inspired me to take charge and work hard now so I can set myself up for my future. I plan to get more acquainted with networking (as was suggested by one of the amazing women I was shadowing) so I can pursue a career in cybersecurity. I also now have an interest in taking part in internships to improve my academic and experiential arsenal.” - Taleah Scott

A Promising Path Forward

The experiences of Malachi, Kaejah, and Taleah underscore a crucial truth: our industry shines when we invest in the next generation and pursue a sense of belonging. By engaging local students and providing them with hands-on industry exposure, we can inspire and cultivate future tourism professionals. In turn, we can make strides in overcoming talent attraction and retention obstacles.

The 2024 DI Annual Convention shadow experience is just the beginning for Visit Tampa Bay and the NAACP Hillsborough County Chapter. Together, these organizations will continue to collaborate and provide students with education and mentorship. Their partnership reinforces the importance of building strong relationships between destination organizations and their communities.  

This shadowing initiative sets a powerful example for other destination organizations to follow. We encourage all industry leaders to consider how they can implement similar programs in their own communities. Start by reaching out to local schools, organizations, or industry partners to explore collaborative opportunities. Share your successes and learn from others. Together, we can break down barriers, enhance educational opportunities, and mentor young talent. Together, we can build a resilient, innovative, and inclusive industry that thrives on the collective strength of its people.

As we reflect on the success of this first shadow program, let us be reminded of the words that echoed throughout the 2024 DI Annual Convention: “I love this industry.” It is through our passion and commitment to inclusion that we will shape a bright future for the tourism industry and the communities we serve. 

Destination Marketing might be the biggest humblebrag in the Hospitality Industry. DMOs are doing amazing things to connect our communities, expand the benefits of tourism, drive the economy, and create authentic experiences in the humblest way possible. That sense of selflessness and passion for creating better destinations is what makes this industry so incredible. Anyone who has even caught a glimpse of the recent Annual Convention would see how incredibly cool it is to be part of a DMO. The stories of the impact that we are making in our communities should be shouted from the mountaintops!

Interestingly, though, Tourism and Hospitality Management – where the power of a DMO is taught at the college level - is currently ranked as the 61st most popular major for students in the United States. Enrollment in collegiate hospitality management programs has seen a significant decline in the past ten years due to a lack of knowledge about our industry and the ability to tell our story about the impact we make every day. Recently, HSMAI surveyed hospitality school deans and program directors and found that potential students perceive the field to be centered on hotels and F&B outlets with unstable career paths and positions that require long hours, low pay, and limited work-life balance. Further compounding the issue, the study revealed a lack of qualified faculty, limited connections to industry practitioners, and a lack of program support from ancillary departments like admissions and marketing. In other words, we need to do a better job telling the story of DMOs' impact on attracting new talent into the industry.

I have the opportunity to regularly participate in student recruitment efforts at my institution, where I meet with college-bound families or visit high school programs, and the most common question I get is, “What are the jobs in tourism?” While I have become quite adept at pitching non-linear career paths, I try to counter this question by asking the students what they want in a job. Aside from making money, I hear students seek meaning in their work. Our industry can provide exactly that and help to reshape the narrative around Tourism and Hospitality Management as a field of study. While thoroughly pitching the pillars of sustainable tourism to a high school student in 30 seconds might be a stretch, students gravitate towards concepts like community development, place branding, cultural preservation, and supporting locals. Sustainability is already on their minds, and we have an amazing opportunity to show students how they can translate their way of thinking into a remarkable career path. I’m hopeful that the incredible advocacy case studies discussed at the Annual Convention are only the tip of the iceberg and will inspire more students to find the meaning, satisfaction, and enjoyment that our industry offers.

With DMOs focusing more on community engagement and higher education and looking for more robust connection opportunities, there is the potential for incredible collaborations between organizations. With all the themes of this year’s Annual Convention in mind, here are four ways that I’ll be leveling up my curriculum this fall and how you can collaborate:

Embracing AI

Jason Swick, VP of Strategy & Insights from Simpleview, led off his presentation with a statistic that 66% of employers in our industry are now looking for AI skills on resumes. A common refrain throughout the week is that AI won’t replace jobs, but people who know how to use it will. By folding some AI basics into our tourism marketing courses, like prompt engineering, personalization of GPTs, and AI organization strategies, we can introduce the next generation of leaders to this technology so they can take it and run with it. This realm provides a variety of case study-based projects where DMO’s could partner with students to begin their AI journeys together.

Igniting Community Pride

We offer several modules in our program that explore the concepts of community-shared values and place branding frameworks, and, in theory, they work great. This fall, I’ll be pushing students to move these concepts further to develop strategies that engage the community and showcase the benefits of tourism. The Little Adventures program from Destin Fort Walton Beach, Florida, along with St. Peterburg’s “From Visitors with Love” campaign, are just two of many examples from the convention that make for impactful case studies connecting theory to practice. Leveraging local colleges to develop and deploy similar projects is a great way to support these valuable efforts that may not directly drive revenue.

Long-Term Strategic Planning

Inspired by the planning process discussed by Minneapolis, Japan, and Richmond, Canada, there is a need to better prepare students for thinking in the long term. Looking at the DNEXT trend data along with the pillars of community engagement, visitor engagement, partner support, and destination development, students can develop mock strategic plans that span 5-10 years for a destination. This type of exercise is a great way to develop a strategic mindset and raise the level of education students are receiving. Looking to higher education institutions as hubs of innovation could create alignment with strategic plans while engaging the student population.

Data-Driven Decision-making

As in all industries, understanding how to collect and interpret data is critical to decision-making. By connecting students to industry-developed survey instruments and data collection and analysis technologies, they can bridge the gap in understanding how DMOs drive community alignment, economic development, and brand strategies. Use college programs to help fuel research. Academics love qualitative and quantitative studies – there is excellent potential for collaboration on community perception studies to advance advocacy efforts.

Our industry is incredibly cool. As we think about workforce development and building a strong pipeline of talent to carry the torch of progress in the DMO space, collaboration with Colleges and Universities is a prime opportunity to explore. These institutions are full of eager students looking to make a difference in their careers, and DMO’s are a perfect place to do it. What better way to learn by doing than collaborating with a DMO to make the destination a better place for all. I encourage you all to reach out to your local institutions to find ways to engage students in your mission. By inspiring students with the tremendous work being done at DMOs across the world, we can redefine what earning a degree in Tourism and Hospitality Management means and inspire the next generation to make a difference in their communities through the power of tourism.

Industry Events Spark Career Vision for Students

Attending Destinations International’s Annual Convention for the first time in Tampa, Florida earlier this summer was both exciting and, to be honest, a bit intimidating. As a student stepping into a room filled with industry leaders and professionals, I couldn’t help but feel a sense of awe, and nerves. These were individuals who had already solidified their careers, shaping the future of destinations and tourism, while I was just beginning to imagine where my path might lead.

Despite the initial butterflies, the more I interacted with these professionals, the more I realized they weren’t just leaders in the industry - they were also mentors and advocates for the next generation. They were eager to share insights, listen to fresh perspectives, and offer advice. Days after the convention ended, I found myself reflecting on those conversations, replaying sessions in my mind, and seeing my future more clearly than ever.

As the days passed, I felt a bittersweet sense of closure because while the convention was over, I had a newfound excitement for what was to come. I kept thinking about my potential career, revisiting the ideas and discussions I’d experienced. These interactions shifted my mindset - I no longer felt like just a student. Watching the next class of 30 under 30, I could imagine myself on that stage one day, contributing to the industry. This realization boosted my confidence and solidified my commitment to pursuing a meaningful role in tourism.

Experience Enables Students to Shape and Commit to the Industry's Future

My experience at the Annual Convention was just one chapter in my broader journey with Destinations International. As a Professional Development intern, I’ve been involved in developing certificate programs, attending meetings with industry leaders, and contributing to event planning and content creation. These hands-on experiences have connected my course work to the real world, making my learning more authentic and relevant.

As I partake in this work, I am gaining confidence, not just in my current role, but also in how my skills align with the future of the industry. As more students like me combine work with academic study, we begin to understand how our contributions can drive industry trends, innovations, and solutions. This balanced approach of connecting practical experience with academics produces well-rounded professionals who are ready to enter the field and also to shape its future.

The travel and tourism industry thrives on adaptability and fresh ideas. Engaging students early ensures the next generation is prepared to embrace changes and push the industry forward. Internships and immersive learning are essential in developing professionals who are confident in their ability to lead in a rapidly evolving industry.

A Student’s Insights on Building the Next-Generation Workforce

From my perspective, building the future workforce is more than just filling roles - it’s about creating opportunities that allow students to fully involve themselves in the industry. DMOs and other industry leaders should focus on establishing personal connections through internships, shadowing, and professional development programs. These experiences create a sense of belonging and purpose, showing students how our work is actually valued. Workforce development isn’t just a marketing campaign - it’s about creating genuine, lasting relationships that inspire growth and passion.

Mentorship is a crucial element in building a successful workforce. Passing on knowledge is important, but sharing enthusiasm for the industry is just as impactful. When mentors invest in students, they don’t just develop our skills - they also create a sense of pride and purpose in our work. Simple engagements, like inviting students to industry events or allowing them to shadow professionals, can make a significant impact. These moments of inclusion provide insight into the industry and help us build connections with professionals who can guide and inspire us.

All in all, creating an environment where students feel valued and invested in is key to shaping the workforce of the future. Both students and industry professionals must be committed to this process. When students feel respected as contributors, we become more confident and motivated to shape our paths within the industry. The more engaged we are, the more we envision ourselves as future leaders, driving the travel and tourism landscape for years to come.

As we work toward building the next generation of tourism professionals, I encourage destination leaders to consider how they can actively support their growth. One impactful way is by sponsoring local students to take part in Destinations International’s upcoming Business Intelligence Certificate program. With courses in Sales, Services, and Marketing and Communications, this program will provide emerging professionals with key skills in business events, such as decision-making, risk mitigation, and strategic planning. By investing in future leaders now with opportunities in professional development, such as the Business Intelligence Certificate, you’re ensuring they have the necessary tools to contribute to this growing and thriving industry.

Tourism is, at its core, about people. It’s powered by the connections we make, the stories we share, and the experiences we create together. From the dedicated hospitality workers who welcome travellers with warmth, to the local artisans and guides who bring our culture to life, it’s the people behind the scenes who truly make tourism thrive. Every journey is enriched by the unique contributions of individuals who are passionate about showcasing their communities and welcoming visitors from around the world.

Employment in the tourism sector remains lower than it was before the pandemic. According to the most recent annual data, employment levels for several advanced career positions in tourism and hospitality are dramatically lower than in 2019. Air traffic controllers are down 33 per cent, executive housekeepers and hospitality workers are down 31 per cent, and for conference and event planners, employment is down 19 per cent.

At a time when Canadian youth, newcomers, and members of underrepresented communities face record levels of unemployment, our sector is presented with a unique opportunity. We have a chance to transform our workforce, improve the quality of life of every Canadian, and make a positive impact that goes beyond an economic contribution. We must promote the rewarding and long-term career paths the tourism sector provides to attract and retain the next generation of Canada’s talented workforce.

As an industry, we must plug the gaps that hamper productivity and threaten to damage Canada’s reputation as a tourism destination. Strategic public investment is required to promote tourism as a vocation and enhance its labour force with talent. This is best achieved through meaningful partnerships—not only within our sector but with the federal government. These partnerships will be the cornerstone of our industry’s success.

To this end, TIAC is working with Restaurants Canada, the Hotel Association of Canada, and Tourism HR Canada to call on the federal government to fund a national marketing campaign through a three-year, $5-million investment. This campaign promotes tourism as a career among young Canadians. It builds on the work that THRC has initiated with its Discover Tourism program, which provides valuable career planning, curriculum, and HR tools to job seekers, employers, and educators. The logic underpinning this program presupposes that today’s youth are unaware of the career possibilities the tourism industry presents and the satisfaction that comes from showcasing Canada to its visitors. Nascent workers, read about the Discover Tourism program and take advantage of the resources available to you. Careers in tourism are varied and fulfilling; your perusal of these programs could lead you to your dream job.  

While we build our future workforce, we must leverage existing industry supports and government programs such as THRC’s Ready to Work program, which helps businesses recruit job seekers and integrate newcomers into a career in tourism. Its internships—a composite of in-class education and workplace training—facilitate job-readiness and career planning. Over the years, it has provided under-represented communities with career options and growth opportunities in the tourism sector by providing them access to certification programs (e.g., WHMIS, CPR, responsible alcohol service) that will open up new pathways in their pursuit of employment.

The Economic Mobility Pathways Pilot is an express-entry program that pairs employers with skilled newcomers, asylum seekers, and refugees to Canada. Such opportunities enable these individuals to flourish and ensure their new lives an auspicious start. It also makes available to employers qualified candidates whose background and education could provide unique skillsets and perspectives. Even without a firm job offer, talented refugees may nevertheless gain entry into Canada and begin their new life, with employment opportunities coming as they settle into the country. Tourism operators suffering from the labour gap are encouraged to take advantage of this program that is mutually beneficial for themselves and those skilled workers who hope to call Canada home.

As global demand for tourism rises, Canada must remain a top-tier destination. To do so, the fundamental needs of the sector must be met for it to thrive in the years ahead. By investing in our people and forging strong and reliable partnerships, we can ensure that Canada’s tourism industry does not just survive, but truly flourishes. Together, we can build a future that benefits our economy, our communities, and everyone involved in this wonderful sector.

Attending events and conferences as a young professional or emerging leader is a transformative experience that offers invaluable opportunities to network, learn, and enhance your contributions to your organization. Recently, my colleague Kelsey Hayes and I attended the Texas Association of Convention and Visitors Bureau (TACVB) conference, which underscored how impactful these events can be for personal and workforce development. This guide aims to provide young professionals with actionable tips for maximizing their experience at industry events while highlighting the importance of encouraging leaders to invest in developing their emerging talent. 

Why Conferences Are Crucial for Workforce Development

In industries like tourism and destination promotion, staying up to date with evolving trends, technologies, and best practices is essential. Conferences are more than just learning opportunities—they are investments in the growth of both employees and organizations. By attending these events, emerging leaders gain fresh insights, acquire new skills, and build connections that can ultimately improve their team’s performance and contribute to the organization’s success.

Workforce development flourishes when employees—particularly younger team members—are given the tools and opportunities to grow. By sending them to conferences, leaders empower these professionals to bring back innovative ideas and actionable knowledge, strengthening the organization. Investing in young talent is the cornerstone of building a resilient and forward-thinking workforce as we prepare for the future. 

Building Connections: The Power of Networking

One of the most rewarding aspects of attending the TACVB conference was connecting with other young professionals at the Young Professionals Reception. Meeting peers navigating similar challenges offered an immediate sense of community, which is crucial for those new to the industry.

Networking is an essential component of workforce development. Building relationships with peers, mentors, and potential collaborators can significantly impact your career trajectory. These connections often open doors to new opportunities and create a support network you can rely on throughout your professional journey. Events like TACVB provide the perfect platform to establish these relationships early, laying the foundation for long-term success. 

Tip: Be Intentional About Networking

To make the most of these opportunities, approach networking with intention. Find a buddy with someone at your level to explore the event with. Be proactive in introducing yourself to others, ask insightful questions, and genuinely engage in conversations. Make sure to bring the business cards and wear a name tag. Remember, it's not just about expanding your professional circle—it's also about building meaningful connections that can offer support, guidance, and collaboration in the future. Make these connections meaningful by connecting on LinkedIn or sending an email note.

Expanding Your Skills Through Professional Development Sessions

Professional development sessions are a goldmine for enhancing your skillset. At TACVB, I had the opportunity to attend several sessions that directly aligned with my role. From learning about cutting-edge marketing strategies to discovering the latest tools for stakeholder engagement, these sessions provided practical insights I could immediately apply at work.

These sessions are vital for workforce development and equipping young professionals with the skills and knowledge necessary to excel. By learning directly from industry leaders and experts, young employees can bring back innovative practices that enhance their organization’s operations. 

Tip: Select Sessions Wisely

Review the conference agenda beforehand to maximize your learning and choose sessions that align with your current role or areas where you want to grow. Divide and conquer with your colleagues at the conference to maximize the sessions attended. Don’t forget to bring your desired note-taking guide. Think critically about how you can apply what you’ve learned to your job or your team’s objectives. Review your notes within 24 hours. Don’t go on information overload; take the time to sit and reflect with your notes.  

A Pivotal Moment: The First-Timer Lunch

Another pivotal experience at the TACVB conference was attending the First-Timer Lunch. This gathering brought together professionals at different stages of their careers, from CEOs to coordinators, providing an open forum to exchange ideas and share experiences. It was an eye-opening opportunity to connect with industry veterans while building relationships with peers attending for the first time.

Interacting with experienced leaders offers invaluable mentorship opportunities and career insights for young professionals. Exposure to those further along in their careers allows you to learn from their experiences, gain advice, and explore potential career pathways. This type of engagement is crucial for workforce development, as it helps younger employees envision their future within the industry and fuels their drive to grow within their roles. 

Tip: Seize Opportunities to Engage

Don’t be intimidated by titles or experience levels—these events are designed to encourage conversation and knowledge-sharing across the board. Take advantage of casual moments, like lunches or receptions, to introduce yourself to seasoned professionals and ask thoughtful questions. These connections can help shape your career path. Prompt questions and an elevator pitch to yourself for who you are and what you do beforehand if socializing does not come as naturally to you. Bring fun merch to hand out; this can be a great way to not only promote your brand but also get your foot in the door, so to speak, for initiating a conversation.

Remember to take care of yourself. Rest and recharge your social battery to avoid burn-out throughout the conference.  

Bringing Value Back to Your Organization

The ultimate goal of attending any conference is to bring the insights and skills you’ve gained back to your organization. After attending TACVB, we returned to our roles with new ideas for improving marketing strategies and more effective approaches to stakeholder engagement. The knowledge I acquired enhanced my performance and allowed me to contribute more meaningfully to my team’s success. 

From a workforce development perspective, this is where the investment pays off. When young professionals return from conferences, they come equipped with a renewed sense of purpose and valuable insights to benefit the organization. Leaders who prioritize sending their younger team members to events foster a culture of continuous learning and innovation, ensuring that the organization remains agile and competitive.

Tip: Share What You’ve Learned

Don’t keep the knowledge you gain to yourself—host a debriefing session with your team to share key takeaways from the conference. This will position you as a proactive leader and help disseminate valuable information throughout your organization, enhancing overall performance.

Conclusion: Investing in the Next Generation

Workforce development is critical for any organization looking to stay competitive in the tourism and destination marketing industry. Conferences and events allow young professionals to expand their skills, form vital industry connections, and bring innovative insights back to their teams. Our experience at TACVB emphasized just how powerful these opportunities can be, both for personal growth and for an organization's long-term success.

By investing in young professionals, leaders are building a more skilled, motivated, and connected workforce—one that is ready to lead the industry into the future. Attending events is not just a steppingstone in personal career growth; it is an essential part of developing the leaders of tomorrow.