EU Tourism Skills and Employment with Coronavirus

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While Covid-19 has caused much unemployment with lock downs and related economic issues, tourism and hospitality vocational skills are key in developing and driving short term to long term employment for youth and women especially, for broad economic recovery in Europe, Asia and elsewhere.

 

From CEDEFOP The European Centre for Development of Vocational Training:

 

Tourism at a crossroads: skills and jobs demand in the coronavirus era

 

As EU Member States struggle to revive their tourism sectors in the wake of the coronavirus crisis, skills are emerging as the deciding factor for successful economic recovery.

 

Tourism is a key employer of the EU economy. Employing some 13 million people, it contributes to substantial spill-over employment effects in other sectors, especially in construction, retail and healthcare. From 2000 to 2017, more than 1.8 million new jobs were created in the sector.

 

People working in tourism are vulnerable to coronavirus-related challenges and skills development implications. Almost one quarter of them are seasonal and temporary workers. The sector also attracts young workers, acting as a first entry point to the labour market for recent graduates, as well as a response to youth unemployment. It also offers easy employment access to vulnerable groups, such as women (almost two thirds of the workers in the sector), and migrants….

 

EU - tourism - economy - skills

Economic Impact of Tourism (Source: CEDEFOP)

 

….The sector also suffers from negative perceptions regarding working conditions and career prospects. Offering targeted and high-quality training opportunities could be a way to attract more and better-prepared candidates. Reskilling and upskilling of existing employees is necessary to respond to the emerging and persisting new trends in the sector, such as provision of services to targeted groups of visitors (for example, elderly or with disabilities).

 

Understanding the business and societal challenges and opportunities that affect employment levels, occupation tasks and, consequently, skill profiles in tourism is paramount for designing and offering relevant high-quality vocational education and training.

 

Read the full Skills developments and trends in the tourism sector analysis for in-depth information.’

 

For more articles and blogs about adult learning, career guidance, COVID-19, digital marketing, economics, EU European Union, industry based training, small business, soft skills, tourism marketing, training delivery, VET vocational education & training, work skills and younger generations click through.

 

Impact of EU Regulations and Standards on Global Markets

The Brussels Effect – The EU’s Impact upon Global Markets

In her important new book, Columbia Law professor Anu Bradford argues the EU remains an influential superpower that shapes the world in its image. By promulgating regulations that shape the international business environment, elevating standards worldwide, and leading to a notable Europeanization of many important aspects of global commerce, the EU has managed to shape policy in areas such as data privacy, consumer health and safety, environmental protection, antitrust, and online hate speech.

 

The Brussels Effect shows how the EU has acquired such power, why multinational companies use EU standards as global standards, and why the EU’s role as the world’s regulator is likely to outlive its gradual economic decline, extending the EU’s influence long into the future.

 

From Politico EU on The Brussels Effect:
THE BRUSSELS EFFECT: Anu Bradford, a professor at Columbia Law School, wrote the book on EU influence — literally. In early 2020, she published “The Brussels Effect: How the European Union Rules the World.” It details how the European Union manages to unilaterally regulate the global market.

 

“All the EU needs to do is to regulate [its internal] single market, and it is then the global companies that globalize those EU rules,” she told me during a pre-coronavirus trip to Brussels in early March. The most obvious example of this phenomenon, she said, is the EU’s General Data Protection Regulation.

 

Global influence: As international awareness of the EU’s regulatory power has grown, there’s been “a massive increase in the presence of foreign companies in Brussels” and their efforts to lobby institutions, said Bradford. “Because when you think about it, if you manage to influence the regulatory process in the EU, you can influence the regulations across the world.”

 

Despite the increased international lobbying effort, “we don’t see that lobbying [has] led to weak regulations,” according to Bradford. She contrasts this with the U.S. where corporate influence often undermines U.S. regulations. She chalks up this difference to the comparatively stronger influence of civil society in the legislative and rule-making process in the EU.

 

Bradford said this leads to “a more balanced outcome in the end, but certainly there is an awareness and attempt on behalf of the corporations to influence the outcomes.”

 

Civil society strength: Alberto Alemanno, founder of civil society NGO The Good Lobby, offers a slightly different view. He says that corporate influence in the EU, as well as the U.S., “is on average more successful in bureaucratic arenas” compared to NGOs and citizen groups. But, he added, “the different role EU civil society plays in shaping policymaking may have more to do with institutional features (EU technocratic apparatus’ incentives to engage with civil society, European Parliament’s increased power, lesser role of money in politics) than with NGOs’ inherent strength.”

 

And what about the coronavirus? Of course, Bradford’s “Brussels effect” will be tested by the pandemic. She believes that “unless globalization comes to a drastic halt (which it likely will not), the Brussels Effect will continue,” she wrote to me more recently via email.

 

But she is monitoring a few developments. This includes whether the crisis leads to more or less regulation, depending on whether there is an appetite for more or less EU after things settle down.

 

She also believes the technocratic nature of EU rule-making “insulates it to some degree from the crises.” But the uncertainty and disruption “will likely slow down the regulatory process in the immediate future.” This includes the EU’s new digital strategy, where the crisis may force officials to rethink its regulation of data and technology more broadly.

 

For more related blogs and articles on the EU European Union, economics, environment,  digital marketing and the EU GDPR click through.

University Education – Student Teacher Tutors or Professors?

Interesting article from The Conversation regarding university tutorial teaching or tutoring quality, students or academics?  The glib answer would be neither form of pedagogy, in fact ‘andragogy’ for adult learners shows that many should be learning together as students, not through teacher centred direction.

Can students teach as well as professors?

Student Tutorial Teachers or Professors? (Copyright image Pexels)

Research shows students are as good as professors in tutorial teaching

February 19, 2019 5.23pm AEDT

Professors and graduate students are at opposite ends of the university hierarchy in terms of experience, qualifications and pay. But at many universities, both do the same job: they teach tutorials offered in parallel with lectures.

Our research explores whether it makes sense for professors to teach tutorials – and we found it doesn’t. They are no more effective as tutorial instructors than students.

This finding implies that universities can reduce costs or free up professors’ time by asking students to teach more tutorials.

Measuring instructors’ effectiveness

We conducted a survey about tutorial instruction in OECD universities. Our results show that tutorials are used in 63% of OECD universities. At 25% of these institutions, tutorials are taught by students, 29% by professors and 46% by a mixture of the two.

Using professors to teach small groups is expensive, and reducing costs is a central concern given the increases in tuition fees and student debt.

We have studied the costs and benefits of using tutorial instructors with different academic ranks, using data from a Dutch business school that offers four key features. First, tutorials are taught by a wide range of instructors, ranging from bachelor’s students to full professors. Second, the school’s dataset is large enough (we observe more than 12,000 students) to give us enough statistical power to detect even small differences between instructors.

Third, at this business school students are randomly assigned to instructors of different academic ranks, creating a perfect experiment for seeing whether academic rank matters. Finally, we were able to supplement these already excellent data with measures of students’ satisfaction with the course, and students’ earnings and job satisfaction after graduation, for some of these students. This is important since instructors might matter in many ways and we need to cast a wide net to capture a range of student outcomes.

Students just as effective

Overall, our results show that lower-ranked instructors teach tutorials as effectively as higher-ranked ones. The most effective instructors – postdoctoral researchers – increase students grades by less than 0.02 points on a 10-point grade scale compared with student instructors. The differences between all other instructor types, from student instructor and full professor, is smaller than that.

Full professors are also no better than student instructors in improving students’ grades in the next related course or job satisfaction and earnings after graduation. We do, however, find that higher-ranked instructors achieve somewhat better course evaluations, but these differences are small.

These findings are counter-intuitive. Yet they are consistent with the general findings in primary and secondary education that formal education does a poor job at predicting who teaches well.

What could be the reason why all the extra qualification and experience of professors does not translate into better results for their students? The content of tutorials might be adjusted in a way that students can easily teach them. Further, lower-ranked instructors may compensate for their lack of experience by being better able to relate to students and being more motivated.

Key implication

The implications of our findings are obvious. Universities can free up resources by not asking their most expensive staff to do a job that students can do equally well. We show that the business school we study can reduce the overall wages they pay to tutorial instructors by 50% if they only employ student instructors.

There are, of course, reasons why universities might not want to exclusively rely on student instructors. Students might not be able to teach some more technically advanced master’s courses. There might be some research-inactive but tenured professors whose most valuable use of time is tutorial teaching. And, as with other research that rely on data from one institution, future studies need to show whether our results hold in other universities as well.

But even if these studies uncover some benefits to students of being taught by a professor, we would be surprised if these are worth the extra costs.’

 

Unclear what is quality teaching and learning? Higher education or universities put great importance upon narrow and high-level specialised knowledge exemplified by a doctorate, i.e. content or subject matter expert. Further, the vocational Certificate IV of Training & Assessment TAE40116 is included on many job descriptions as a desirable teaching qualification and meanwhile ‘real world’ experience can be ignored by institutions and/or embellished by the beholder (unlike the ID points system, all factors are not taken into account).

Related issues here, theory of teaching and learning, pedagogy (for children) is cited but for adults we should be speaking about andragogy.  Andragogy of adult education focuses upon adults’ need for knowledge, motivation, willingness, experience, self-direction and task-based learning.

Good instructional or learning design for adult centred learning:

  • broad and deep needs analysis based on learners’ knowledge, expertise and real skill gaps
  • motivated when they have input and some control over learning, activities and outcomes
  • participate in learner centred activities, interaction and social learning
  • opportunities to contribute knowledge, expertise and reflect on their business practice
  • contribution to and management of learning activities through tasks and problem solving; post course too.

A more complete qualification is the UK Cambridge RSA CELTA or TEFLA, especially behavioural theories fitting ‘andragogy’, including teaching skills, and dealing with significant numbers of adult students for whom English is not their first language.

Another issue to emerge has been that of ‘ID Instructional Design’ on behalf of university teachers, but not based upon subject matter or teach/learning skills (when ID is implicit for any competent teacher).

Finally, explaining in terms of cost (cutting or savings) may seem mercenary when high fees are now the norm for most students.

 

Impact of Digital on Marketing Industry Employee Skills

Digital and any new technology can be disruptive and requires changes in thinking, working, learning, education and training; includes marketing and IT.  However, like computer science, education and even job descriptions do not keep pace with technological change while many working successfully in IT or marketing do not possess related university degree, if at all.  Many are educated in other or similar disciplines e.g. engineering, or self-taught through personal or business need, and industry training or certification is more important than the degree (like CPA in accounting), supported by outcomes.

Following is paid content (marketing) from Digital Essentials on Mumbrella explaining how digital has impacted the marketing industry:

Marketing jobs are radically different in 2019 – but some employees can’t keep up

A revolution in how we consume media has turned advertising on its head, but recruits of all levels aren’t being trained in essential new skills.

February 4, 2019 7:30

Keeley Pope understands better than most how jobs in Australia’s media and marketing have changed over the last decade. A recruiter with 25 years experience, she deals first-hand with exasperated employers who require new starters to have mastered a breathless list of digital skills. “Today, you’ve got to be able to go from editing a video one minute to analysing data the next and then briefing into a post-production house afterwards,” she says.

In fact, that’s just the start of it. Marketing roles in 2019, she explains, can also encompass social media strategy, paid content, e-commerce, app building, project management as well as skills in Photoshop, CMS and copywriting. “Even the mid-level roles are very much hands-on,” she adds. “Now, marketers are publishers in their own right, too.”

These changes are, of course, a result of how marketers and agencies have reacted to the differing ways we consume media – the decline of printed newspapers, say, or the rise of social media and TV-on-demand. The problem is many current employees have been caught cold: either forced to suddenly acquire skills they’ve never been trained for or rejected for new positions outright. “The onus is on the individual to upscale themselves….

….And all that change is affecting how businesses are marketing and growing. New research by PWC and Facebook, for instance, reveals more than a third of Australian small businesses are exporting to foreign markets, and more than a third of companies now earn international revenue within just two years of establishment.

And so brands have reacted. Digital marketing spend has grown by 13% in the last year, up to $2.24bn, with video showing the biggest leap, along with increases to display, classified and search (Google ads, basically). Meanwhile, programmatic spend in Australia has leapt to $1.7bn – a staggering increase from just $84m in 2012.

“The reality is modern market is diversifying,” says Easther. “So employees now need to know a little bit about a lot – whatever side of the fence you’re working on. So, to do marketing well, particularly in digital, you need to be able to hold a conversation, and you need to know the strategy of how all the channels work together.”….

….On Easther’s course, he finds his students range from those starting out in creative agencies to senior marketing directors working client side and even those in media sales. “Some have learned digital from a few different sources and they come to formalise their learning,” he says. “While others have deep knowledge in one area but want to be more versatile. They might be a social specialist, say, but when they have a meeting to discuss programmatic, they wish they could contribute more.”’

For more articles and blogs about digital marketing, digital marketing lecturer and digital or e-consumer behaviour click through.

 

Understanding Digital Marketing – Student Course Book and Management Guide – Damian Ryan

Understanding DIGITAL Marketing – Marketing strategies for engaging the digital generation.

Course Book from Damian Ryan and Calvin Jones, 2009, Kogan Page.

Following is a university or higher education course book for digital marketing including preface from the author Damian Ryan and table of contents including key features or components of digital marketing culture and practice.

Marketing strategy and management of in the digital era requires new approaches and understanding in both teaching and management.

Understanding Digital Marketing – Damian Ryan (Image copyright LinkedIn/Kogan Page)

Top down traditional marketing precludes synchronous feedback with horizontal and bottom-up communication as central to digital marketing strategy of systems via social media carrying WOM word of mouth of authentic messages that cannot be controlled by marketing ‘commissioners’.

First some quotes:

We look at the present through a rear-view mirror. We march backwards into the future. (Marshall McLuhan)

The press, the machine, the railway, the telegraph are premises whose thousand-year conclusion no one has yet dared to draw. (Friedrich Nietzsche)

Whoever, or whatever, wins the battle for people’s minds will rule, because mighty, rigid apparatuses will not be a match, in any reasonable timespan, for the minds mobilized around the power of flexible, alternative networks. (Manuel Castells, author of The Network Society)

 

Preface: Welcome to a brave new world

The world of digital media is changing at a phenomenal pace. Its constantly evolving technologies, and the way people are using them, are transforming not just how we access our information, but how we interact and communicate with one another on a global scale. It’s also changing the way we choose and buy our products and services.

People are embracing digital technology to communicate in ways that would have been inconceivable just a few short years ago. Digital technologies are no longer the preserve of tech-savvy early adopters, and today ordinary people are integrating them seamlessly into their everyday lives. From SMS updates on their favourite sports teams, to a free video call with relatives on the other side of the globe, to collaborative online gaming and much, much more: ordinary people – your customers – are starting to use digital media without giving it a second thought.

The global online population was around 1.3 billion at the end of 2007. Projections suggest that figure will hit 1.8 billion by 2010. In the developed world internet access is becoming practically ubiquitous, and the widespread availability of always-on broadband connections means that people are now going online daily to do everything from checking their bank statement, to shopping for their groceries, to playing games.

What makes this digital revolution so exciting is that it’s happening right now. We’re living through it, and we have a unique opportunity to jump in and be part of this historical transition.

In the pages that follow we’ll take you on a journey into the world of digital marketing. We’ll show you how it all started, how it got to where it is today, and where thought leaders in the industry believe it’s heading in the future. Most importantly of all we’ll show you – in a practical, no nonsense way – how you can harness the burgeoning power of digital media to drive your business to the crest of this digital marketing wave, and how to keep it there.

This digital marketing book will:

  • help you and your business to choose online advertising and marketing channels that will get your ideas, products and services to a massive and ever-expanding market;
  • give you that elusive competitive edge that will keep you ahead of the pack;
  • future-proof your business by helping you to understand the origins of digital marketing and the trends that are shaping its future;
  • give you a concept of the scale of the online marketplace, the unfolding opportunities and the digital service providers who will help your business to capitalise on them;
  • provide practical, real-world examples of digital marketing successes – including leading brands that have become household names in a relatively short space of time;
  • offer insight through interviews, analysis and contributions from digital marketing experts;
  • ultimately, give you the tools you need to harness the power of the internet to take your business wherever you want it to go.

 

We set out to unravel the mysteries of digital marketing by taking you on a journey. As we travel into this digital world we’ll reveal how leading marketers in sectors as diverse as travel, retail, gambling and adult entertainment have stumbled on incredibly effective techniques to turn people on to doing business online, reaping literally millions as a result. We’ll show you how to apply their experience to transform your own digital enterprise.

Whether you are looking to start up your own home-based internet business, work for a large multinational or are anywhere in between, if you want to connect with your customers today and into the future, you’re going to need digital channels as part of your marketing mix. The internet has become the medium of choice for a generation of consumers: the first generation to have grown up taking instant access to digital information for granted. This generation integrates digital media into every facet of its daily lives, in ways we could never have conceived of in even the recent past. Today this generation of digital natives is entering the workplace and is spending like never before. This is the mass market of tomorrow, and for business people and marketers the challenge is to become fluent in this new digital language so that we can talk effectively to our target audience.

Television froze a generation of consumers to the couch for years; now digital media are engaging consumers and customers in ways that the early architects of the technology could never have dreamed of.

When the Apple Mac came along it opened up the art of publishing, and as a result print media boomed. Today, the same thing is happening online, through the phenomenon of user-generated content (UGC) and social networking: ordinary people are becoming the directors, producers, editors and distributors of their own media-rich content – the content they, their friends and the world want to see. But that’s only the start. Prime-time television audiences are falling, print media are coming under increasing pressure to address dropping circulation figures and – while the old school sits on the sidelines, bloated and slowly atrophying – digital media have transformed themselves into a finely tuned engine delivering more power, opportunity and control than any other form of media could dream of. In other words – it’s time to follow the smart money!

Over the last 15 years I’ve had the absolute pleasure and pain of working at the coalface of the burgeoning and insistent new media. I’ve met lots of smart people and spoken to literally hundreds of organisations with massively diverse and challenging agendas. The one common factor was a hunger for data and knowledge: anything that would give their particular brand that elusive competitive edge.

When putting this book together we wanted to make it as informative and practical as possible. Each chapter begins with a summary of its content, so you can easily browse through the chapters and select the one that addresses the topic you’re interested in. We’ve purposely left out the jargon – and where technical terms have been absolutely necessary we supply a clear definition in the text, backed up by a complete glossary at the back of the book that explains all of the terms we use in plain English. The result, we hope, is a book that is clear, informative and entertaining, even for the complete digital novice.

In your hands you hold what independent marketers around the world have been crying out for: a book that shows you how to use the internet successfully to sell your products or services. We begin with the origins of the medium and take you through the various disciplines of digital marketing campaigns. We travel around the world collecting facts, figures, comment and opinion from acknowledged experts, brands and organisations in different fields, getting them to spill the beans on how the net delivered the goods for them.

We’ll look in detail at areas like search marketing and affiliate marketing, we’ll delve into e-mail marketing and creative online executions and look at various digital marketing strategies, some moral, some less so.

In Amsterdam last year, I was granted a late-night audience with some of the best ‘Black Hat’ marketers in the world. These people, who will remain nameless, earn their living scuppering the efforts of competing brands in the digital marketplace. Black Hat marketing is real – and it can do real damage to your business. We explain what it is and, more importantly, give you some practical steps you can take to help protect your business against it.

It took television 22 years to reach 50 million households – it took the internet just five to achieve the same level of penetration. Things are progressing at an unbelievable rate, and we’re approaching a pivotal point in marketing history – a time when digital marketing will overtake traditional mass media as the medium of choice for reaching the consumer of tomorrow.

In the summer of 1993 I interviewed Jerry Reitman, head of direct marketing for Leo Burnett in Chicago, for my magazine goDirect. During our conversation Jerry pointed at the computer on his desk and said: ‘And that. . . that’s where it’s going.’ I wondered what he was talking about.

Fifteen years on and practically the entire population is online. Consumers have grown tired of mass media marketing and are turning instead to the internet. They want more engagement, more interaction. They’re starting to spend most of their leisure time in a digital world, and creative digital marketing is the way your business will reach them. Welcome to my world. . . Damian Ryan

Table of contents

  1. Going digital – the evolution of marketing
    2. Strategic thinking
    3. Your window to the digital world
    4. The search for success
    5. Website intelligence and return on investment
    6. E-mail marketing
    7. Social media and online consumer engagement
    8. Online PR and reputation management
    9. Affiliate marketing and strategic partnerships
    10. Digital media creative
    11. A lot to look forward to
  • The future’s bright: head towards the light
  • Word of mouth: savvy consumers control the future
  • Search: a constantly evolving marketing powerhouse
  • Mobile: marketing on the move
  • Tracking and measuring human behaviour In-game advertising
  • Holistic marketing: blurring lines and integrating media
  • Dynamic, unpredictable, exciting – and essential

 

For more articles about digital marketing lecturing and the teaching of the same, click through.