A small percentage of the 65,000 workers who make a career in the state's hospitality industry arrive prepared to perform a specific job. Like in so many other sectors of the economy, entry-level folks need training. But that is not an obstacle for this business.
In fact, we on-the-job train nearly every employee who takes a job at one of our more than 650 member enterprises. And with that training comes a true career path. Many of the folks in top industry positions, including myself, have had their first jobs in hospitality as a server, busboy, cook, hostess or front-desk clerk. With a lot of hard work, we all have been able to succeed and grow. The ladder of success in this business has many rungs.
One of the reasons this model works is that we have a culture of mentoring that is more prevalent than in any other industry. Our saying is, "Before you reach the next rung on that ladder, reach back and pull someone up behind you."
One key aspect of the association's success in supporting that approach is my staff's agility and responsiveness. I am fortunate to have the right people in place. But their performance is not an accident.
We make sure they have the necessary tools to do their jobs. We meet their needs.
As a result, when we strive to earn the trust and respect of every one of our members, we get it. This positive-feedback loop is an important reason the industry is a great home. •