Hospitality & Tourism Sector: A Quantitative Research On The

A QUANTITATIVE RESEARCH
ON THE
HOSPITALITY
&
TOURISM SECTOR
| TABLE OF CONTENTS
| TABLE OF CONTENTS
1 EXECUTIVE SUMMARY
4
2 INTRODUCTION
6
2.1 Governments Commitment
7
2.2 International Perspective
7
3 THE TOURISM PRODUCT OF TRINIDAD
8
3.1 Economic Review
9
3.2 Source Markets 10
3.3 International Air Arrivals 10
3.4 Tourism Accommodation 11
3.5 Tourism Labour Market 12
4 METHODOLOGY 14
5 RESULTS 16
5.1 Organization Characteristics 17
5.1.1 Sub Sector Type 17
5.1.2 Type of Business 17
5.1.3 Years in Operation 18
5.2 Employment Profile 19
5.2.1 Current Employees 19
5.2.2 Work Permits 20
5.2.3 Job Vacancies 20
5.3 Organizational Changes 21
5.3.1 Job Opportunities/Job Dislocations 22
5.3.2 Differently Abled Persons 23
5.4 Staff Training 23
5.4.1 Cost of Training 26
5.4.2 Apprenticeship, Internship or Mentorship Programmes 27
5.4.3 Sourcing of Staff 28
5.4.4 Best Suited to the Industry Staff 28
5.4.5 Customer Service Certification 29
5.5 Organizational Traits
30
5.6 General Information
31

5.6.1 Government Policies 31
5.6.2 Government and the Development of the Sector 31
6 ANALYSIS 37
7 CONCLUSION 41
8 REFERENCE LIST 43
A QUANTITATIVE RESEARCH ON THE HOSPITALITY & TOURISM SECTOR
| TABLES & CHARTS
| TABLES
Table 1 The Key Products of Trinidad........................................................................................................................... 9
Table 2 Economic Impact of Trinidad and Tobago....................................................................................................... 9
Table 3 Total Air Arrivals to Trinidad 2005 - 2010....................................................................................................... 11
Table 4 Cruise Ship Arrivals to Trinidad and Tobago 2007 - 2011................................................................................ 11
Table 5 Total Number of Room Stock......................................................................................................................... 11
Table 6 Hospitality and Tourism Programmes........................................................................................................... 12
Table 7 Monthly Wages in the Tourism Sector............................................................................................................ 13
Table 8 Number of Respondents per Sub Sector......................................................................................................... 17
Table 9 Number of Respondents per Business Type................................................................................................... 18
Table 10 Job Titles of Employees in Accommodation Facilities and Tourism Services............................................... 19
Table 11 Number of Vacancies and Personnel Required by Skill Level........................................................................ 20
Table 12 Respondents Reasons for Difficulty in Sourcing Labour............................................................................... 21
Table 13 Total Job Opportunities and Job Dislocations................................................................................................ 23
Table 14 Problems Stakeholders Encountered and the Recommendation................................................................. 24
Table 15 Institutions where Staff is Sourced for Entry, Supervisory and Management Positions............................. 28
Table 16 Institutions which Furnished Properly Trained and Qualified Graduates..................................................... 29
| CHARTS
Figure 1 Tourism Arrivals to Trinidad and Tobago by Source Market, 2009................................................................ 10

Figure 2 Sub Sector Type................................................................................................................................................ 17
Figure 3 Percentage of Respondents per Business Type............................................................................................... 18
Figure 4 Number of Years in Operation......................................................................................................................... 18
Figure 5 Organizational Changes Expected.................................................................................................................. 22
Figure 6 Problems Stakeholders Encountered and the Recommendations................................................................ 24
Figure 7 How Stakeholders will deal with Current Local Training Providers not Meeting their Needs.................... 25
Figure 8 Type of Training................................................................................................................................................. 26
Figure 9 Can Respondents Afford the Cost of Training Staff....................................................................................... 26
Figure 10 How Staff is Trained......................................................................................................................................... 27
Figure 11 Apprenticeship, Internship or a Mentorship Programme.............................................................................. 27
Figure 12 Recruitment of Best Suited to the Industry Staff......................................................................................... 28
Figure 13 Customer Service Certification Mandatory for Staff...................................................................................... 29
Figure 14 Traits Lacking in Staff........................................................................................................................................ 30
Figure 15 Government Policies Over the Years have been Geared Towards Hospitality and Tourism Development......... 31

1 | EXECUTIVE SUMMARY
A QUANTITATIVE RESEARCH ON THE HOSPITALITY & TOURISM SECTOR 4

1 | EXECUTIVE SUMMARY
The National Training Agency (NTA), in keeping with its mandate to co-ordinate Technical,
Vocational Education and Training in Trinidad and Tobago, has conducted several surveys of the
labour market, using a sectoral approach, in order to ascertain the labour needs of the country.
The Government earmarked the Hospitality and Tourism sector as a key sector for development.
Guided by this, and the Governments plans for economic diversification and development of the
sector, the Agency embarked on a study of the Hospitality and Tourism sector.
The main focus of this study was to ascertain the nature and scope of the demand side factors
affecting the labour market conditions of the Hospitality and Tourism sector in Trinidad. In an
effort to achieve this research, a number of literatures in the field of hospitality and tourism
management were reviewed. A survey instrument was used to collect data on vacancies, job
opportunities/job dislocations and training needs within the sector.
Quantitative data were collected over a three month period. A questionnaire was developed
and administered to tourism providers. The study comprised of a sample size of sixty seven (67)
registered and certified tourism providers including tour operators, tour guides, tourist land
transport service providers and accommodation facilities. The data collected were then analyzed
and presented.
The main findings of the study included evidence of limited vacancies and no new emerging
jobs within the sector. More so, stakeholders were willing to employ new hires with no formal
hospitality and tourism training with the intent of providing training for these individuals. It was
also evident that greater Government support is needed through marketing and promotion if
tourism operations are to be profitable and successful; presently, tourism businesses are struggling.
Despite the problems being faced by stakeholders, the Hospitality and Tourism industry continues
to contribute significantly to the economy of Trinidad and Tobago. However, in order to create
sustainability in terms of jobs, it is recommended that Government implement measures to curb
these issues, introduce proper industry standards and provide greater incentives to stakeholders.

2 | INTRODUCTION

2 | INTRODUCTION
2.1 | GOVERNMENTS COMMITMENT

The Government of the Republic of Trinidad and Tobago (GORTT) is seeking to move the country
away from its heavy reliance on the energy sector. The aim is to expand other productive sectors
in the economy through the continued development of existing sectors and the establishment of
new areas that span the creative, technological and manufacturing sectors. The Government is
also concerned with increasing the skills of its labour force by ensuring that Trinidad and Tobago
is positioned on the path to sustainable development, diversifying the economy and making the
country globally competitive. A large part of this effort involves improving and expanding the
skills and training of the labour force to meet current and projected job market demands.
Tourism is one of the eight (8) sectors viewed as being strategically important to Trinidad and Tobago
in terms of performance and employment. Tourism was also deemed to be a significant enabler
within the wider economy, for example, in creating green jobs and moving towards a low-carbon
economy. The Government sees tourism as an important platform through which sustainable
employment opportunities for locals and international relationships can be created. The goal
will be to increase the contribution of tourism to the GDP and critically examine the recently
developed National Tourism Policy of Trinidad and Tobago, with a view to its implementation after
modification to achieve sustainable expansion of the sector. The Government further commits to
developing the industry in consultation with all major stakeholders.
2.2 | INTERNATIONAL PERSPECTIVE

According to the World Tourism Organization (WTO), tourism can make a significant contribution
by addressing economic, climate and poverty imperatives. Tourism represents up to forty five
percent (45%) of the exports of services of developing countries and is often one of the few entry
possibilities into the job market. It is also one of the viable and sustainable economic development
options given its significant impact on related areas of economic activity. Tourism activities have
long lasting socio-economic impacts on the host economy and community. It also generates over
260 million jobs 1 in 11 of the worlds total jobs (World Travel and Tourism Council, 2013).

3 | THE TOURISM PRODUCT
OF TRINIDAD

3 | THE TOURISM PRODUCT OF TRINIDAD
By way of constructing a backdrop for this report, the following sections provide a brief summary
and description of the dimensions of the Hospitality and Tourism Sector in Trinidad. According to
the National Tourism Policy of Trinidad and Tobago (2010), the unique selling point of Trinidad is
its cultural diversity and thriving business environment (pg. 11).
Table 1 - The Key Products of Trinidad
TRINIDAD
UNIQUE SELLING PROPOSITION (USP) Cultural diversity (religious and racial mix)
MAIN TYPES OF VISITORS Business travelers
Returning residents
Independent travelers
(not on pre-paid packaged holidays)
MAIN SOURCE OF MARKETS USA and the Caribbean
ACCOMMODATION TYPES Some large branded hotels
Small independent hotels, Bed and Breakfast
Apartments
MAIN MARKETS Business Tourism
MARKET NICHES TARGETED Business
Events and cultural attractions
Eco-tourism
Diving
Yachting
Shopping
Nightlife
Historical sites
Health
Sports
Source: National Tourism Policy of Trinidad and Tobago, 2010
3.1 | ECONOMIC REVIEW

According to the World Travel and Tourism Councils (WTTC), Travel and Tourism Economic
Impact Update, Trinidad and Tobago 2013, the direct contribution of Travel and Tourism to GDP
was TTD6,817.7 million (4.4% of total GDP) in 2012. The total contribution of Travel and Tourism to
GDP was TTD12,886.2 million (8.4% of GDP) in 2012.
Table 2 - Economic Impact of Trinidad and Tobago

CONTRIBUTION TO GDP CONTRIBUTION TO INVESTMENT
EMPLOYMENT
Direct Total Direct Total TTD 1,440.9mn (10.3%)
TTD 6,817.7mn TTD 12,886.2mn 38,000 jobs 68,000 jobs
(4.4%) (8.4%) (6.2%) (11.2%)
Source: WTTCs Travel and Tourism Economic Impact Update, Trinidad and Tobago, 2013

In 2012, Travel and Tourism directly supported thirty eight thousand (38,000) jobs (6.2% of
total employment) and the total contribution of Travel and Tourism to employment, including
jobs indirectly supported by the industry was sixty eight thousand (68,000) jobs (11.2% of total
employment).
3.2 | SOURCE MARKETS

The data from the Central Statistical Office of Trinidad and Tobago (CSO) in 2009 showed that the
United States was the largest source market for arrival to Trinidad and Tobago combined, making
up forty seven percent (47%) of all arrivals in 2009 or 202,499 visitors. Following behind the USA
was the Caribbean region which accounted for thirteen percent (13%) of arrivals or 58,129 visitors.
Canada accounted for twelve percent (12%) of arrivals to Trinidad and Tobago in 2009. Central and
South America contributed eleven percent (11%) or 46,934 tourist arrivals. The United Kingdom
recorded ten percent (10%) of arrivals or 41,706 visitors. Other European countries recorded five
percent (5%) or 20,218 visitors, and the rest of the world recorded two percent (2%) of all arrivals
or 10,965 visitors.
Figure 1 - Tourism Arrivals to Trinidad and Tobago by Source Market, 2009

Other 2%
Central And South
America 11%
Caribbean
13%
United States Of
America 47%
Other Europe 5%
United Kingdom
10%
Canada 12%
Source: Central Statistical Office, 2009
3.3 | INTERNATIONAL AIR ARRIVALS

The data from the Statistical Overview of Tourism Performance in Trinidad and Tobago 2012
showed a steady decline in arrivals for the period 2006-2009. In 2010, visitor arrivals totaled
384,699 (estimate for the year), an increase of 3.3% when compared to 2009.

Table 3 - Total Air Arrivals to Trinidad, 2005 - 2010

YEAR TOTAL ARRIVALS TRINIDAD ARRIVALS
2004 442,555 363,826
2005 463,190 376,723
2006 461,051 377,591
2007 449,452 386,452
2008 437,279 399,498
2009 371,889 343,489
2010 384,699 360,661

Source: Central Statistical Office, 2010
According to the Trinidad and Tobago Investment Guide, cruise ship arrivals in Trinidad and Tobago
decreased by 41.3% for the period 20102011. Table 4 illustrates cruise ship arrivals for both Trinidad
and Tobago for the period 20072011.
Table 4 - Cruise Ship Arrivals to Trinidad and Tobago, 2007 - 2011

2007 Change 2008 Change 2009 Change 2010 Change 2011 Change
2006-2007 2007-2008 2008-2009 2009-2010 2010-2011
1st Quarter 51,572 1.4% 21,852 -57.6% 72,483 231% 63,462 -12.2% 34,287 -45.9%
2nd Quarter 7,112 -32.7% 1,769 75.1% 8,597% 385% 9,229 7.4% 9,194 0%
3rd Quarter - - - - - - - - - -
4th Quarter 19,090 -16.9% 20,884 9.4% 33,683 61.2% 29,695 -11.8% 16,628 -44%
Total Cruise 77,773 -9.4% 44,505 -42.8% 114,763 677.2% 102,386 -16.6% 60,109 -41.3%
Arrivals
Source: Trinidad and Tobago Tourism Investment Guide
3.4 | TOURISM ACCOMMODATION

The accommodation sector in Trinidad and Tobago is characterized by small and medium-sized
establishments, the majority of which are locally owned. In Trinidad, the accommodation stock has
a number of international brands. The Tourism Development Company (TDC) Tourism Investment
Guide shows the total number of room stock as at 2012 as 2,791.
Table 5 - Total Number of Room Stock

ROOM STOCK OF TRINIDAD - 2012
Property Type No. Of Rooms
Hotels & Guesthouses 2,697
Bed & Breakfast and Self Catering Facilities 94
TOTAL 2,791
Source: Tourism Development Company Limited, 2012

3.5 | TOURISM LABOUR MARKET

According to InvesTT, there is a rich pool of professional and skilled labour in Trinidad and Tobago.
Based on the training programmes offered by various training providers/ institutions in Trinidad,
tourism industry jobseekers do have access to higher education.
Trinidad and Tobago is well-equipped with training facilities for the Hospitality and Tourism
industry. In Trinidad, there is the Trinidad and Tobago Hospitality and Tourism Training Institute
(TTHTI), The Multi-Sector Skills Training Programme (MuST), Service Volunteered For All (SERVOL)
and the University of the West Indies (UWI) that provide training for the ever-growing tourism
industry. The Tourism Development Company (TDC) also provides various types of training to
stakeholders within the sector. The data collected at InvesTT, showed that one thousand (1000)
candidates with degrees graduate annually from the UWI and the TTHTI Tourism and Hospitality
Management programmes.
Table 6 - Hospitality and Tourism Programmes

HOSPITALITY & TOURISM PROGRAMMES
Training Provider/Institution Skill Training Areas/ Programmes
TTHTI - Trinidad Craft, Culinary, Bar tending, Hotel Operations, Tour
Guiding, Management and Related Tourism Training
MuST Hospitality and Tourism Technology Training Level 1
(Caribbean Vocational Qualification)
SERVOL Hospitality, Food Preparation and Catering
UWI Undergraduate in Hospitality and Tour Management,
Hospitality and Tourism Management, Hotel Management
and Tourism Management
Postgraduate Diploma in Tourism Development and
Management
M.Sc. Tourism Development and Management
In an effort to gain a comprehensive understanding of the sectors labour market, the job titles
with wages and salaries are presented. Table 7 gives a snapshot of the average monthly wages of
a hotel worker in the Tourism Sector.

Table 7 - Monthly Wages in the Tourism Sector

SELECTED MONTHLY WAGES
Selected Average* Monthly Wages in the Tourism Sector - 2010/2011
Position TT$ US$
Commis 3,550.00 550.39
Chef De Partie 6,500.00 1,007.75
Sous Chef 9,500.00 1,472.87
Executive Sous Chef 17,500.00 2,713.18
Housekeeping Supervisor 4,840.00 750.39
Laundry Attendant 2,700.00 418.60
Driver 4,150.00 643.41
Maintenance Supervisor 6,500.00 1,007.75
Administrative Manager 4,010.00 621.71
Assistant Manager 8,269.00 1,282.00
General Manager 19,600.00 3,038.76
Operations Manager 6,500.00 1,007.75
Operations Manager - Food and Beverage 11,000.00 1,705.43
Front Desk Receptionist 3,534.00 547.91
Accountant 10,250.00 1,589.15
Accounts Clerk 3,303.50 512.17
Human Resource Manager 14,500.00 2,248.06
Source: Handbook of Wages and Salaries in Trinidad and Tobago, 2010/2011

*Average of Basic Salary Range Maximum
Exchange Rate: US$1.00 - TT$6.45

4 | METHODOLOGY

4 | METHODOLOGY
This research exercise aimed at gathering information on the Hospitality and Tourism sector in
order to provide information on the training needs of the sector. The study sought to collect
quantitative data. A twenty (20) minute, semi-structured questionnaire was designed to capture
information mainly on job vacancies, job opportunities and training needs within the sector. The
questionnaire was voluntary and anonymous. The research utilized a questionnaire because large
amounts of information can be collected from a large number of people in a short time and is
relatively cost effective. The excercise can also be carried out by the researcher with limited affect
to its validity and reliability.
The questionnaire contained twenty eight (28) questions comprising of open and closed-ended
questions. The Likert Scale was also used to evaluate respondents experiences. The questionnaire
was divided into six (6) main sections; Organizational Characteristics, Employment Profile,
Organization Changes, Differently Able Persons, Staff Training and Organizational Traits.
Random sampling was used. The study attempted to gather data from stakeholders within the
Hospitality and Tourism sector in Trinidad only. The sampling frame consisted of certified small
and larger hotels, tour operators, tour guides, travel agents and tourist land transport service
providers. The development of the sampling frame was mainly guided by certification; tourism
providers who were audited by the Trinidad and Tobago Bureau of Standards (TTBS) and were
found to be in compliance with the minimum requirements established under the Trinidad and
Tobago Tourism Industry Certification (TTTIC) programme.
The questions in the questionnaire were chosen according to the output points of the Agency
and discussions with tourism practitioners from the Trinidad Hotels, Restaurants and Tourism
Association.
A total of sixty seven (67) stakeholders were approached over a period of four weeks. Official
letters were sent to these stakeholders, followed by calls to arrange visits for the administration
of the survey instrument. Some stakeholders opted to have the questionnaire emailed to them
for completion due to the nature of the industry. Questionnaires were also completed over the
telephone. Completed questionnaires were collected by an officer or sent via email.
Along with being bombarded with other survey instruments, many of the stakeholders who were
approached expressed their hectic work schedules (e.g. large groups visiting). This proved to be
a limitation to the research. Many of the stakeholders did not have the time to complete the
questionnaire.

5 | RESULTS

5 | RESULTS
There was a sixty one percent (61%) response rate. Forty one (41) persons completed the survey.
5.1 | ORGANIZATION CHARACTERISTICS
5.1.1-Sub Sector Type

Participants were asked to indicate the characteristics that best described their organization in
terms of sub sector. The two (2) main sub sectors indicated were Accommodation (64%) and
Travel, Trade and Tourism Services (32%). Twenty seven percent (27%) of the Accommodation sub
sector indicated their involvement in Food and Beverage Operations, Sites and Attractions, Events
and Conferences, and Entertainment. Thirty eight percent (38%) of the Travel, Trade and Tourism
Services sub sector indicated their involvement in Sites and Attractions, Events and Conferences
and even Accommodation.
Table 8 - Number of Respondents per Sub Sector Figure 2 - Sub Sector Type
SUB SECTOR NO. OF
ORGANIZATION(S)
Accomodation
Accommodation 26 63%
Travel, Trade and 13

Tourism Services
Food And
Food and Beverage 1 Beverage
Operations Operation
2%
Sites and Attractions 1
Total 41 Sites And
Attractions
3%
Travel And Tourism

Services 32%
5.1.2-Type Of Business
Respondents indicated their business type. The majority of participants (29%) registered their
organizations as a Private Limited Liability (Local). Sole Trader/Individual Proprietorship followed
closely behind with 27%.

5 | RESULTS
Table 9 - Number of Respondents per Business Type Figure 3 - Percentage of Respondents per Business Type
Other Sole Trader/

BUSINESS TYPE NO. OF 17% Individual
COMPANIES Proprietorship
27%
Sole Trader/ Individual 11
Proprietorship
Partnership 3
Public Limited Liability 8
Partnership 7%
Private Limited Liability 12
(Local) Private Limited
Liability (Local)
Other 7
29%
Total 41 Public Limited
Liability 20%
5.1.3-Years In Operation
In terms of the number of years in operation, the majority of respondents (17) fell within the range
of 2-10 years. Fifteen (15) respondents fell within the 11-20 years range.
Figure 4 - Number of Years in Operation

5 | RESULTS
5.2 | EMPLOYMENT PROFILE
5.2.1-Current Employees
Based on the data collected, there were a total of six hundred and fifty six (656) employees;
comprising both full time and part time employees. Table 10 below highlights some of the various
job positions which exist within the sector.
Table 10 - Job Titles of Employees in Accommodation Facilities and Tourism Services

JOB TITLES
Accomodation Facilities Tourism Services
Manager/ Hotel Manager/ Director Education Assistant Manager
General Manager Conservation Officer Travel Agent
Assistant Manager Chief Executive Officer (CEO) Tour Coordinator (Reservation,
Receptionist Project Manager Documentation, Marketing and
Housekeeper Lodge Manager Management)
Steward Front Desk Supervisor Reservation Trainee
Security Officer Front Desk Official/ Front Desk Reservation Agent
Supervisor Agent/ Front Desk Clerk Travel Consultant
Houseman Maintenance Supervisor Marketing Director
Courier Driver IT/ Graphics Personnel
Bartender Sales Agent Administrator
Store Room Attendant IT Officer Administrative Assistant
Night Auditor Cashier Tour Guide
Accounts Clerk/ Accountant/ Billing Clerk Director
Accounting Officer Administrative Assistant Driver
Sous Chef/ Chef de Partie/ Cook/ Night Man Accountant
Head Chef/ Assistant/ Helper/ Sales and Functions Coordinator Cashier
Griller Rooms Division Manager Operations Manager
Dish washer/ Labourer Facilities Manager Service Manager
Maintenance Personnel Food and Beverage Manager Protocol Manager
Event Executive Gym Personnel Driver Guide
Human Resource Officer Security Supervisor Marketing Director
Night Security Housekeeping Supervisor Managing Director
Administration Manager Handyman Tourist Transport Driver
Gardener/ Grounds man Executive Assistant Tourist Transport Driver Guide
Field Worker Events Manager
Sales and Marketing Officer
Note: Job Titles Vary Across Organizations

5 | RESULTS
5.2.2-Work Permits
With reference to applications for work permits, ninety five percent (95%) of participants did not
apply for work permits within the last twelve (12) months but five percent (5%) did apply.
5.2.3-Job Vacancies
The data collected showed that only thirteen respondents (13) had vacancies at their organizations.
On the other hand, twenty eight participants (28) had no vacancies. Out of the thirteen
organizations (13) with vacancies, approximately twenty eight (28) vacant positions existed. The
majority of vacant positions fell within the Skill Level 2 (Skilled Workers).
Table 11 - Number of Vacancies and Personnel Required by Skill Level

NUMBER OF PERSONS REQUIRED
LEVEL - Job Title
Full Time Part Time
Level 1 - Semi-Skilled Workers
Courier 1 0
Bartender 0 1
Food And Beverage Server 0 4
Level 2 - Skilled Workers
House Keeper 1 5
Front Office Personnel 4 0
Gardener 0 1
Marketing Representative 1 0
Level 3 - Technical/Supervisory Workers
Security Officer 5 0
Chef 2 0
Food And Beverage Supervisor 0 1
Level 5 - Managerial Workers
Food And Beverage Manager 1 0
Front Office Manager 1 0
TOTAL 16 12

5 | RESULTS
Even though twenty two of the respondents (22) did not have difficulty sourcing labour, the
remaining participants did indicate the reasons for their difficulty.
Table 12 - Respondents Reasons for Difficulty in Sourcing Labour

RESPONDENTS REASONS FOR DIFFICULTY IN SOURCING LABOURt
Applicants lacked knowledge and experience in the tourism industry.

Individuals were not interested in working in a small organization, they preferred the larger
organizations.
The location of the properties deterred individuals from applying.
Applicants were incompetent and requested high salaries.
Shift work was a deterrent for potential employees. A lot of workers were unable to work
nights (due to crime etc.), certain shifts (babysitting problems) or weekends (church).
Difficult to find skilled/ qualified people especially in the field of management, tour
guiding, ecology and birding.
Many people were not service and customer oriented.
Applicants were unable to provide a certificate of character as a requirement for the
position.
Vacant positions sometimes seemed unimportant to personnel and therefore created no
interest.
The proposed rate of pay was too low.
5.3 | ORGANIZATIONAL CHANGES

The majority of respondents (76%), envisaged organizational changes in the next twelve (12)
months, while twenty four percent (24%) of the respondents did not. Of the thirty one respondents
(31) who envisaged changes, Training and Retraining was selected 22 times. This was followed by
Policy/Strategic Planning and Capital or Physical Infrastructure which was both selected
16 times.

5 | RESULTS
Figure 5 - Organisational Changes Expected
Six respondents (6) indicated other organizational changes which included reduced occupancy,
leasing of a department, entrepreneurship, marketing, introduction of charter services and the
purchase of a bus.
5.3.1-Job Opportunities/Job Dislocations

Thirty respondents (30) stated there would be no job opportunities or job dislocations due to
future changes in the next twelve (12) months. Of the remaining eleven respondents (11), ten
(10) indicated job opportunities and one (1) participant indicated job dislocations. Table 13 gives a
breakdown of the possible job opportunities and job dislocations. A total of twenty one individuals
(21) were required to satisfy the job opportunities indicated by respondents, however, eight (8)
employees were expected to be dislocated.

5 | RESULTS
Table 13 - Total Job Opportunities and Job Dislocations

JOB OPPORTUNITIES JOB DISLOCATIONS
POSITIONS Number Of Persons Number Of Persons

Required Required
Full Time Part Time Full Time Part Time
Housekeeper - 1 - -
Food and Beverage Server - 4 - -
Maintenance Personnel 1 - - -
Front Office Agent 2 - - -
Cook and Waiter - - 4 3
Head Chef - - 1 -
Admin/Tour Guide 2 - - -
Travel Consultant and Reservation Agent 3 2 - -
Clerical Assistant - 1 - -
Driver Guide 2 - - -
Customer Service Representative 1 - - -
Property Upkeep Personnel - 1 - -
Security Personnel - 1 - -
11 10 5 3
TOTAL 21 8
5.3.2-Differently Abled Persons

Forty respondents (40) did not employ differently abled persons in their organizations. However,
one participant did.
5.4 | STAFF TRAINING

Twenty respondents (20) stated that current training providers/institutions were meeting their
needs. On the contrary, sixteen respondents (16) expressed their dissatisfaction with local training
providers/institutions.

5 | RESULTS
Figure 6 - Current Training Providers/Institutions Meeting Stakeholders Needs

Not Applicable
12%
Yes 49%
No 39%
Thirty nine percent (39%) of the respondents expressed their dissatisfaction with current training
providers/ institutions and stated recommendations to remedy them.
Table 14 - Problems Stakeholders Encountered and the Recommendations

PROBLEM RECOMMENDATION
Late payment of MuST stipend causes absenteeism. Pay students on a timely basis.
There is a lack of interest in different areas of learning. Better knowledge of the industry should be provided.
Customs and Immigration Officers are still untrained. Retraining should be provided.
Employers are not aware of the training providers. Programme.
Training institutions should introduce a Job Placement
Students are too robotic; students are graduating More internships and externships are required and
students must be assessed by the relevant training
without real knowledge of the industry.
provider.
Courses are too expensive. Assistance should be provided. Offer subsidized

programmes for hotels.
Little to no training in eco tourism for guides

(birding, hiking, kayaking, biking etc).
There is need for training and certification in birding,
hiking, kayaking, biking etc. especially in rural areas.
Although students achieve degrees in Tourism Students should be trained in the micro economic
level of tourism, specifically businesses like tour
Management, they are only equipped with a
operators, small service providers etc. who need
macroeconomic view and understanding of the sector.
administrative support and a broader approach.

5 | RESULTS
Table 14 - Problems Stakeholders Encountered and the Recommendations (Cont.)

PROBLEM RECOMMENDATION
The MuST programme provides housekeeping and Internship programmes should be extended for
9 months to include a probationary period of
property upkeep. Most trainees do not stay in industry
3 months, so that property owners can have the
after completion of training.
option of hiring trainees.
Most applicants are unable to provide a certificate

of character.
substitute.
Request two (2) non-relative referrals as a
Little to no short courses offered in marketing of Training manuals and standard operating
procedures should be provided to small tourism
smaller businesses
businesses.
Real shortage of crafted skilled workers e.g.

housekeepers, wait staff etc.
More institutions that train crafted skilled workers .
Poor customer service More skilled staff needed.
Product delivery Need for better equipment, services, costs etc.
In an effort to deal with current training providers not meeting the needs of stakeholders, fourteen
respondents (14) stated that they would have their employees trained in-house by the Manager.
Figure 7 - How Stakeholders will deal with Current Local Training Providers not Meeting their Needs

5 | RESULTS
The majority of participants (80%) provided training for staff. Thirteen respondents (13) provided
informal training only. This was closely followed by eleven participants (11) who provided both
formal and informal training to staff.
Figure 8 - Type of Training
5.4.1-Cost of Training
Forty nine percent (49%) of the respondents indicated their inability to afford the cost of training
staff. However, forty one percent (41%) of respondents indicated that they could afford to train
their staff. Participants also stated sometimes and depends on the cost.
Figure 9 - Can Respondents Afford the Cost of Training Staff

Not Applicable
10%
No
49%
Yes
41%
Respondents indicated the following responses when asked how often training was provided for
staff: once or twice a year, annually, when TDC provided training, on entry and every three
(3) years. Training was ongoing in one (1) organization. However, the majority of respondents (12)
stated that training was provided as required. This question proved to be Not Applicable to
eight participants (8).

5 | RESULTS
A large percentage of respondents (61%) trained staff both in-house and externally. The minority
of respondents (6%) trained staff externally only.
Figure 10 - How Staff is Trained
5.4.2-Apprenticeship, Internship or Mentorship Programmes

Twenty three respondents (23) did not have an apprenticeship, internship or a mentorship
programme while eighteen participants (18) did. Details of these programmes were provided.
Figure 11 - Apprenticeship, Internship or a Mentorship Programme
Yes 44%
No 56%

5 | RESULTS
5.4.3-Sourcing of Staff
Participants were asked to indicate the institution(s) from which they sourced staff for entry level,
supervisory and management positions. Table 15 shows the institutions.
Table 15 - Institutions where Staff is Sourced for Entry, Supervisory and Management Positions
INSTITUTION(S)
Entry Level Supervisory Management
MuST TTHTI UWI

TTHTI - Trinidad UWI From The Industry
SERVOL From The Industry Other Agencies
OJT Other Agencies
Ministry Of Labour OJT
YTEPP Ministry Of Tourism
Besides the institutions listed above; respondents also indicated the use of newspapers, referrals
and other institutions, such as School of Accounting and Management (SAMS) and School of
Business and Computer Science (SBCS).
5.4.4-Best Suited to the Industry Staff

No Formal Hospitality and Tourism Training was selected twenty three (23) times, when asked to
indicate where they recruited best suited to the industry staff. TTHTI Trinidad received the second
highest selection of eleven (11) times.
Figure 12 - Recruitment of Best Suited to the Industry Staff

5 | RESULTS
Participants were then asked to indicate using a Likert Scale whether the institutions provided
furnished graduates who were properly trained and qualified to work in the industry. Based on
the highest number of responses (21), No Formal Hospitality and Tourism Training was selected
in agreement with the statement. Ten (10) responses stated Strongly Agree to No Formal
Hospitality and Tourism Training. Ten respondents (10) did not answer the question.
Table 16 - Institutions which Furnished Properly Trained and Qualified Graduates

These Institutions have furnished graduates which are properly trained and qualified to work in
the industry.
Strongly Agree Neutral Disagree Strongly Number Of
Agree Disagree Responses
TTHTI Trinidad 3 6 5 1 0 15
TTHTI Tobago - - - - - -
MuST 1 5 3 2 1 12
SERVOL - 2 3 - - 5
Corpus Christi - - 1 1 - 2
UWI 2 4 2 2 - 10
Other Tertiary 3 - 3 - - 6
No Formal Hospitality 10 6 3 2 - 21
and Tourism Training
Not Applicable - - - - - 10
5.4.5-Customer Service Certification

Customer service certification for staff was not mandatory for sixty three percent of the
respondents (63%), while thirty seven percent (37%) indicated it was mandatory for staff.
Figure 13 - Customer Service Certification Mandatory for Staff
Yes 37%
No 63%

5 | RESULTS
5.5 | ORGANIZATIONAL TRAITS

Ninety five percent (95%) of the respondents indicated that all organisational traits stated in
the survey were Very Important and were required in their employees. The traits presented in
the survey were as follows; punctuality, communication skills, willingness to learn, respectful,
flexibility, self-motivated, honesty, hard-working, teamwork, self-discipline, problem solving
skills and ambition.
In addition, respondents indicated traits that were deficient in staff. Ten (10) respondents
indicated that No traits were deficient. However, punctuality (15) and problem solving skills (16)
were selected the most times by participants. This was followed by communication skills (10) and
self-motivation (10).
Figure 14 - Traits Lacking in Staff

5 | RESULTS
5.6 | GENERAL INFORMATION
5.6.1-Government Policies
Sixty eight percent (68%) of participants indicated that Government policies over the years were
NOT geared towards hospitality and tourism development. On the contrary, twenty seven percent
(27%) indicated they were unsure, while five percent (5%) responded positively.
Figure 15 - Government Policies Over the Years have been Geared Towards Hospitality and Tourism Development
Yes 5%
Unsure
27%
No 68%
5.6.2-Government and the Development of the Sector

Respondents indicated what more can be done to develop the hospitality and tourism industry by
the Government. The responses are expressed below under various sub-headings.
5.6.2.1-Marketing and Promotion

Respondents declared that Trinidad had great potential for attracting eco-heritage, culinary and
cultural tourism. However, it was stated that each area could be marketed and developed at the
world class level. The local industry must be trained to handle world class tourism. A suggestion
was made for the Government to designate a place/site for a day to enable an exposition so that
visitors could experience the real Trinidadian culture.

5 | RESULTS
Stakeholders indicated that all registered and/or certified accommodation facilities should be
marketed to the wider market and not just a few. Little to no individuals were sent to various
properties; therefore, tourism operators now have to struggle to keep their businesses operating
by marketing themselves. Respondents strongly suggested that Government increase the
budget for promoting Trinidad internationally, regionally and locally as a tourist destination.
Respondents suggested that TDCs printed destination material and website be upgraded and
geared towards more practical information. Respondents stressed the need for tourism offices
(TDC) to be transparent in the selection and recruitment of overseas marketing representatives.
It was suggested that Government assess and monitor the work of these representatives.
According to the stakeholders, the Convention and Visitor Bureau needs to be revamped and new
strategies implemented. The initial objective of the Bureau in driving meetings and conferences
to Trinidad had been placed on the back burner, hence there was no coordination of information
on meetings and conferences. The various organizations that were hosting conferences directed
all their participants to the big hotels, this created a scenario where the big fish was swallowing
the smaller fish in the industry. An open and fair market is needed, where participants attending
meetings and conferences are given the option to select from the list of certified hotels/
accomodation facilities.
5.6.2.2-Adequate Funding
Respondents declared the need for more direct and practical assistance in terms of dollars by
Government. It was proposed that Government offer services to stakeholders such as grants to
upkeep properties. Similarly, the Government could assist the small and medium sized hotels by
removing the ten percent (10%) hotel tax and providing sufficient funding. The Small and Medium
Establishments (SME) face many months of low occupancy as all business is directed to large
hotels; this puts pressure on the revenue and the ability of the small hotels to upgrade constantly
and improve their establishments. Furthermore, there is too much bureaucracy and red tape to
get plans or proposals approved; providing no encouragement for entry into the industry.
According to the stakeholders, Government needs to increase the tourism budget. More incentives
should be offered to local tourist based businesses. Apart from the hoteliers, tour operators also
need grants and financial support to further their businesses as banks (ALL) deny them loans as
they cannot show sustainable tours for 365 days.

5 | RESULTS
5.6.2.3-Customer Service
A proper determination needs to be made regarding hospitality and tourism for Trinidad and
Tobago. The sector needs to make an improvement and investment in customer service. Customer
service is permanent. Respondents recommended that Government implement policies for
customer service in the sector and provide training programmes aimed at raising the level of
customer service within the country.
5.6.2.4-Tourism Education, Training and Awareness

Stakeholders indicated that the cost of training was too high. It was recommended that
Government provide assistance to persons seeking to enter the industry. In addition, Government
should create a database/pool of trained and certified persons in the sector who employers can
tap into. It was also stated that training programmes such as MuST should be reviewed. Many
students were only attending training for the stipend.
Participants expressed that the whole training system was not geared for growth; it was geared
for a specific position, for example, housekeeper etc. There should be a system in place for job
placement whereby students can learn the steps from housekeeper, to manager then to owning
their own guest house. Participants suggested that Government develop a rational job placement
programme that allows recruits to gain experience throughout the sector; from the small host
homes, to guest houses then to the larger hotels.
A respondent particularly declared that current training programmes (theory and practical)
needed to be developed in order to produce top quality tour guides.
5.6.2.5-Education and Awareness of the Local Public Sector

Respondents declared Governments responsibility for educating the population on resources; in
order to heighten appreciation. Greater emphasis must be placed on tourism education, starting
at the primary school level.
It was suggested that Government advertise, utilizing the local newspaper thus encouraging the
population to be tourist friendly, patriotic and to be able to sell Trinidad. It is critical for Government
to raise awareness inside Trinidad and Tobago pertaining to positive attitudes towards visitors,
for example, awareness programmes in Tobago especially, where the locals now come across as
arrogant and unfriendly (due to the many reports from guests).

5 | RESULTS
Respondents advised Government to support more local tourism, for example, The Tourism Park.
Respondents indicated that they still get a lot of enquiries from locals who want to know if the
Tourism Park was planned for 2014. Many of the attendees were from rural areas and could not
usually afford those activities. Similarly, respondents indicated that programmes be implemented
to get youths involved in the industry; educate them on the opportunities in the industry.
5.6.2.6-Infrastructure
According to the stakeholders, there has been a lot of lip service over the years. Government
needs to develop the tourism product. The stakeholders indicated the need for the implementation
of proper washroom facilities at eco sites and better access roads. Government simply has to
develop the physical infrastructure that already exists (e.g. Blue Basin Waterfall and Fort George).
It is important for Government to capitalize on preserving and developing natural heritage sites.
The countrys sites and attractions need to be developed in order to encourage visitors to visit
(beach hotels, zip lines and the Caroni Bird Sanctuary).
5.6.2.7-Airlift
Stakeholders strongly suggested that Government encourage more airlift to Trinidad and Tobago.
In addition, the government can assist more, especially in terms of airfare. It is difficult for a poor
man to travel. Stakeholders indicated that Government needs to put measures or incentives in
place to encourage people to leave and enter the country.
5.6.2.8-Communication among Stakeholders

Respondents proposed that Government network with failed establishments in order to
understand the reasons for their demise. As a result, this information can be used to create a
forum for redress. The contributions made by small proprietors were often overlooked in the
bigger scheme of this sector. In addition, Government must take notice of the stakeholders and
tailor to suit all needs of tourists and operators. There is a lot of information that is underutilized.
Respondents requested an explanation for the concept of commissions from Government; as

restaurants, car rentals and hotel owners do not understand the concept of commission based
businesses.

5 | RESULTS
5.6.2.9-Tourism Labour Market

There is a brain drain for qualified hospitality workers; respondents indicated the loss of qualified
hospitality workers to more tourist oriented islands. Respondents found themselves interviewing
multiple candidates and found very few suitable candidates. Since respondents could not
compromise on standards they found themselves lookin outside Trinidad and Tobago - but it was
very difficult to secure a work permit.
It was suggested by respondents that the Government open up the hospitality labour market to
the Caricom region in order to allow easy access for skilled hospitality workers to work in Trinidad.
This would indeed drive standards upwards and raise the bar for good service. There was indeed
quite a shortage of hard working hospitality workers with the right attitude for the industry. This
resulted in poor quality service and bad work ethics from a high percentage of local employees in
the industry.
Supply in the hospitality industry in Trinidad is less than demand; to improve the standards,
respondents recommended importing labour in order to offset the shortfall. However, respondents
were committed to employing locals; it is easier and more desirable. It should be noted that the
quality of hospitality workers is poor in Trinidad; learning institutions can help to improve this
problem.
In addition, Government needs to recognize the importance of the industry and the amount of
indirect employment it generates. Participants proposed that Government seek to invest in the
industry in terms of skills training. Firstly, the Government needs to understand the market (H&T
sector), then inject money into the sector where it can contribute to the GDP of the country. It is
important for Government to reduce the stumbling blocks (red tape) in an effort to improve the
industry. Respondents advised the Government to encourage cruise ships to dock at our ports.
On the other hand, respondents indicated the need for Government to review programmes that
aid unemployment. No one wants to work for minimum wage in the Hospitality and Tourism
sector when there are social programmes such as CEPEP and URP. There is definite competition
for entry level labour.

5 | RESULTS
5.6.2.10-Tourist Accommodation Establishments

Stakeholders suggested that Government enforce and implement tourism based standards such
as TTTIC. In addition, Government should assist small associations to set standards and follow
proper procedures (e.g. Trinidad and Tobago Incoming Tour Operators Association, Tour Guide
Association and Bed & Breakfast Association).
Respondents stated that foreign operators got better accommodation fares. Stakeholders were
being exploited in terms of rates; TDC was selling rates under the rack rate. The respondents
requested Governments intervention; the Government should seek to standardize prices for
accommodation. Furthermore, actions by Government should be taken particularly when large
hotels reduce rates to the same as small hotels. This affects the smaller properties.
Respondents wished for the Government to know that businesses in the sector are not busy and
operating at full capacity; it is a struggle for stakeholders.
5.6.2.11-Security
Respondents pleaded for the Government to reduce crime in Trinidad and Tobago. Crime is a
deterrent to the industry. It is crucial that security be posted at areas frequented by tourists such
as beaches, hiking trails and the pitch lake.
5.6.2.12-Government Tourism Plans and Policies

According to the respondents, once Government changes the tourism plans change also. It
appears as though the industry is always starting over. Stakeholders presented their concerns
over the past years with no visible progress. Participants all stated that good plans should not
change when the Government changes. There is a need for mature politicians. It is important
for politicians to develop policies that transcend politics in office. It is important for the leader
to champion for tourism since the industry is always competing with the oil and gas industry.
Respondents indicated that tourism was suffering in the name of politics.
In addition, there needs to be a general shift of focus by Government towards the importance
of tourism to help create more employment and revenue for the country. Respondents declared
that not enough effort was being put forward by the Government for tourism. More so, it was
suggested that Government provide incentives to hospitality and tourism providers for hiring of
personnel within the industry.

6 | ANALYSIS

6 | ANALYSIS
Based on the sample, over fifty percent (50%) of tourism operators in Trinidad have been in
operation for more than ten (10) years. Despite the global economic crises and changes in the
industry, these operations have continued to survive.
Approximately thirty seven percent (37%) of respondents had less than five (5) employees in their
organization. These respondents consisted of small accommodation facilities, travel agents, tour
operators and tour guides. Organizations, in which only one individual was employed full time,
meant that the manager/owner assumed all tasks required to run the operation efficiently.
The six hundred and fifty six (656) employees recorded in the sample gave only a snapshot of the
number of persons employed in the sector (full time and part time). The smaller accommodation
facilities employed the majority of part time employees. The level of occupancy, determined the
need for additional staff (part time). After examination of the results, the majority of housekeepers
were predominantly female.
Tourism employers were refraining from importing labour. This was evidenced by the high
percentage (95%) of respondents not applying for work permits within the last twelve (12) months.
However, this does not negate the fact that foreign individuals were still being employed without
work permits. It should be noted that imported work permit labour tends to fill all the upper
management positions while local labour is used to fill more numerous lower skill level positions.
Based on the results, tourism employers were choosing to hire local people thus indicating some
level of loyalty shown by Trinidadians. Respondents stated that, if current local training providers
were not meeting their needs, they would train their employees themselves even though the cost
of training was high. Stakeholders preferred to incur high costs to train themselves rather than
import foreign trainers or send staff abroad for training.
Respondents did indicate that the cost of training was too high and sometimes difficult to afford.
Based on the sample, almost fifty percent (50%) of the respondents cannot afford the cost of
training staff. While Government seeks to provide quality training for stakeholders, providing
affordable training is also necessary. Tourism policies and incentives should seek to address
this issue.

6 | ANALYSIS
The results indicated that entry level staff is in high demand. Respondents found it very difficult to
source staff for this level. Meanwhile, tourism operators were competing with employment relief
programmes such as CEPEP and URP. New hires within the hospitality and tourism industry were
not willing to work long hours for low wages when there were other employment options. More
so, it was a constant struggle for tourism operators to retain their entry level staff. As previously
proposed, Government seriously needs to review these programmes or implement measures to
boost the industry which will then lead to increased wages for entry level employees within the
Hospitality and Tourism industry.
Given the nature of the industry, job vacancies within the Hospitality and Tourism sector are few
and limited. It should be noted that many of jobs within the industry are seasonal and more jobs
become available at busier times of the year. Out of forty one respondents (41), only thirteen (13)
indicated existing vacancies. In addition to the difficulties in sourcing suitably, competent staff,
employers were not hiring. Respondents simply could not afford to hire and pay staff. The inability
to hire new staff can be attributed to the economic crisis. If the economy improves and tourism
businesses were functioning at high levels, tourism employers would be in a better position to hire
new staff. Currently, they are unable to hire the staff required. This also led to brain drain. Many
persons with hospitality and tourism qualifications remain unemployed.
In addition, job opportunities were low and similar to existing vacancies. Only twenty nine
(29) possible opportunities may exist in the next twelve (12) months. The results indicated the
need for Government intervention, especially if one of its aims is to reduce unemployment. The
respondents did not indicate any new and emerging jobs. This clearly contradicted Governments
plan of developing and diversifying the sector. Niche markets such as sports tourism had not yet
been developed thus not requiring these skills for this market. Tourism operators were simply
surviving and operating on the skills they needed and could afford. The implementation of
strategic measures by Government is needed to boost the industry, so that employment figures
could increase and linkages among sectors could be created thus reducing leakage. Marketing and
promotion of the destination is a key step toward the success of the industry.
Data collected highlighted a critical need for customer service training within the sector. Despite
the various training providers/institutions, customer service still posed a problem within the
sector and in the society as a whole. Graduates were leaving the institutions without learning the
soft skills of the industry, skills that drove the success of the industry.

6 | ANALYSIS
Respondents expressed their dissatisfaction with the level of training being provided by the
institutions. The majority of respondents preferred to hire new staff with no formal hospitality and
tourism training, due to dissatisfaction with the quality of graduates. These respondents found
it quite difficult to train persons who were already seasoned. Despite the previous indication of
the high training costs, respondents preferred to train a new hire with no formal hospitality and
tourism training. Here, respondents were investing in their new hires. However, an issue arose when
this investment was made, and the salaries/wages were not adequate to retain these employees.
Along with the issue of poor customer service, punctuality and problem solving skills were lacking
among employees. Apart from the sample, this seemed to be a critical problem facing the society.
Of the two organizational traits, problem solving skills seemed to be the most difficult trait
for employers to address. This is an area where training programmes could be developed and
introduced to assist employers in this sector.
Over sixty percent (60%) of the respondents stated that Government policies over the years
were not geared towards hospitality and tourism development. Respondents demanded greater
government support, specifically in the form of funding. Besides the tax benefits and customs and
excise duty exemptions, more is needed to develop the sector. This can be done by firstly revising
the National Tourism Policy of Trinidad and Tobago. The policy is generic and is not tailored towards
the product of Trinidad and Tobago and its culture. It is also dated and provides limited, relevant
data. There is also a disconnect between the two tourism offices in Trinidad especially in the form
of tourism data (for example, arrival figures). In an effort to develop the sector, the Government
needs to see the true importance of the sector and its benefits. Most importantly, Government
must listen to the concerns of the stakeholders. There is no need for foreign consultations; the
industry stakeholders believed they could provide most of the detailed and relevant information
needed to develop the Hospitality and Tourism sector.

7 | CONCLUSION

7 | CONCLUSION
Tourism, one of the worlds top job creators and a lead export sector, especially for developing
countries, can play a significant role in the achievement of poverty eradication, gender equality,
environmental sustainability and global partnerships for development.
The study revealed various constraints faced by the tourism industry in the Trinidad. Major
constraints were, the poor quality of infrastructure, unskilled or unqualified manpower resulting
in poor quality service, absence of a diversified value bundle as a product offer for the tourists,
proper marketing and promotion, airlift and concerns related to tourism funding.
The picture that emerged of tourism potential and related employment, coupled with the
identification of gaps in planning, provision, positioning and marketing of tourism, point towards
the requisite interventions at both the macro and micro level. Macro interventions are related
to the macroeconomic policy framework in which the tourism industry operates in the country.
On the other hand, micro interventions are related to spatial planning, efficient provision and
marketing of tourist destinations.
The above-mentioned observations, coupled with timely and efficient implementation of

programmes and plans outlined in the National Tourism Policy and the Tourism Action Plan,
can catalyze the growth of the tourism industry in the country resulting in the creation of more
tourism oriented jobs.

8 | REFERENCE LIST

8 | REFERENCE LIST
Ministry of Tourism. (2010). The National Tourism Policy of Trinidad and Tobago.
Ministry of Tourism. (2010). Statistical Overview of Tourism Performance in Trinidad & Tobago: Dated as at
December 2010.
The World Travel and Tourism Council. (2013). Trinidad and Tobago Economic Impact Report, 2013.
Tourism Development Company. (n.d). Trinidad and Tobago Tourism Invest Guide.
Images
Roger Leguen. n.d. [Photograph of Scarlet Ibis]. Retrieved from http://www.socialphy.com/posts/pets-

animals/18848/Gorgeous-Scarlet-Ibis.html
n.d. [Photograph of Hummingbird]. Retrieved from http://www.arts-stew.com/page/5/
Superb Wallpapers. n.d. [Photograph of Tobago beach]. Retrieved from http://www.taringa.net/posts/
imagenes/14781201/Fondos-Tropicales---Islas---Playas-Full-Post.html
n.d. [Photograph of Trinidad Hiltons pool]. Retrieved from http://www.frogcitycheese.com/anguilla-resorts-to-
make-your-memorable-honeymoon/anguilla-honeymoons/
2013. [Photograph of food at the 2013 Embassy Chef Challenge]. Retrieved from http://www.wtop.
com/864/3252025/2013-Embassy-Chef-Challenge#idx15
2013. [Photograph of Chef preparing food at the 2013 Embassy Chef Challenge]. Retrieved from http://www.
wtop.com/864/3252025/2013-Embassy-Chef-Challenge#idx14
n.d. [Photograph of Hyatt Regency, Trinidad]. Retrieved from http://nomaatlanta.org/?page_
id=1475#prettyPhoto
n.d. [Photograph of Wildfowl Trust, Trinidad]. Retrieved from http://www.tripomatic.com/Trinidad-and-Tobago/
Pointe--Pierre-Wild-Fowl-Trust/
Olli_B. 2006. [Photograph of Nylon Pool, Tobago]. Retrieved from http://www.panoramio.com/photo/1317658
National Training Agency

140-142 Mulchan Seuchan Road Chaguanas, Trinidad , West Indies
Zip Code-501345
Tel: 868-672-7107/8
Fax: 672-7109
Website 1:www.ntatt.org
Website 2:www.ntatvetcentre.org
Website 3:www.worldskillstt.com
Website 4:www.jobsandcareercoachtt.com

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A QUANTITATIVE RESEARCH

Table 1 The Key Products of Trinidad........................................................................................................................... 9

Table 2 Economic Impact of Trinidad and Tobago....................................................................................................... 9

Table 3 Total Air Arrivals to Trinidad 2005 - 2010....................................................................................................... 11

Table 4 Cruise Ship Arrivals to Trinidad and Tobago 2007 - 2011................................................................................ 11

Table 5 Total Number of Room Stock......................................................................................................................... 11

Table 6 Hospitality and Tourism Programmes........................................................................................................... 12

Table 7 Monthly Wages in the Tourism Sector............................................................................................................ 13

Table 8 Number of Respondents per Sub Sector......................................................................................................... 17

Table 9 Number of Respondents per Business Type................................................................................................... 18

Table 10 Job Titles of Employees in Accommodation Facilities and Tourism Services............................................... 19

Table 11 Number of Vacancies and Personnel Required by Skill Level........................................................................ 20

Table 12 Respondents Reasons for Difficulty in Sourcing Labour............................................................................... 21

Table 13 Total Job Opportunities and Job Dislocations................................................................................................ 23

Table 14 Problems Stakeholders Encountered and the Recommendation................................................................. 24

Table 16 Institutions which Furnished Properly Trained and Qualified Graduates..................................................... 29

Figure 1 Tourism Arrivals to Trinidad and Tobago by Source Market, 2009................................................................ 10

A QUANTITATIVE RESEARCH ON THE HOSPITALITY & TOURISM SECTOR

A QUANTITATIVE RESEARCH ON THE HOSPITALITY & TOURISM SECTOR 4

A QUANTITATIVE RESEARCH ON THE HOSPITALITY & TOURISM SECTOR

A QUANTITATIVE RESEARCH ON THE HOSPITALITY & TOURISM SECTOR 5

A QUANTITATIVE RESEARCH ON THE HOSPITALITY & TOURISM SECTOR 6

2.1 | GOVERNMENTS COMMITMENT

2.2 | INTERNATIONAL PERSPECTIVE

A QUANTITATIVE RESEARCH ON THE HOSPITALITY & TOURISM SECTOR 7

A QUANTITATIVE RESEARCH ON THE HOSPITALITY & TOURISM SECTOR 8

Table 1 - The Key Products of Trinidad

3.1 | ECONOMIC REVIEW

Table 2 - Economic Impact of Trinidad and Tobago

A QUANTITATIVE RESEARCH ON THE HOSPITALITY & TOURISM SECTOR 9

3.2 | SOURCE MARKETS

Figure 1 - Tourism Arrivals to Trinidad and Tobago by Source Market, 2009

3.3 | INTERNATIONAL AIR ARRIVALS

A QUANTITATIVE RESEARCH ON THE HOSPITALITY & TOURISM SECTOR 10

Table 3 - Total Air Arrivals to Trinidad, 2005 - 2010

2005 463,190 376,723

2006 461,051 377,591

2007 449,452 386,452

2008 437,279 399,498

2009 371,889 343,489

2010 384,699 360,661

Table 4 - Cruise Ship Arrivals to Trinidad and Tobago, 2007 - 2011

3.4 | TOURISM ACCOMMODATION

Table 5 - Total Number of Room Stock

A QUANTITATIVE RESEARCH ON THE HOSPITALITY & TOURISM SECTOR 11

3.5 | TOURISM LABOUR MARKET

Table 6 - Hospitality and Tourism Programmes

A QUANTITATIVE RESEARCH ON THE HOSPITALITY & TOURISM SECTOR 12

Table 7 - Monthly Wages in the Tourism Sector

Source: Handbook of Wages and Salaries in Trinidad and Tobago, 2010/2011

A QUANTITATIVE RESEARCH ON THE HOSPITALITY & TOURISM SECTOR 13

A QUANTITATIVE RESEARCH ON THE HOSPITALITY & TOURISM SECTOR 14

A QUANTITATIVE RESEARCH ON THE HOSPITALITY & TOURISM SECTOR 15

A QUANTITATIVE RESEARCH ON THE HOSPITALITY & TOURISM SECTOR 16

5.1 | ORGANIZATION CHARACTERISTICS

5.1.1-Sub Sector Type

Travel, Trade and 13

Travel And Tourism

A QUANTITATIVE RESEARCH ON THE HOSPITALITY & TOURISM SECTOR 17

Other Sole Trader/

Figure 4 - Number of Years in Operation

A QUANTITATIVE RESEARCH ON THE HOSPITALITY & TOURISM SECTOR 18

5.2 | EMPLOYMENT PROFILE