MGM Springfield launches online job portal

MGM Springfield's online job portal

by Dan Glaun,

MGM Springfield has launched an online job portal, allowing jobseekers to check how their skills match up with the thousands of positions that will be filled as the casino nears its Fall 2018 opening date.

The portal, viewable here, features listings ranging from card dealers to chefs to financial analysts. About 80 of the more than 100 anticipated job classifications are currently online, said MGM Springfield Director of Training and Workforce Development Marikate Murren.

And while applications are not yet open, jobseekers can create profiles that will match their skills and experience to available positions, and link them to courses at local colleges that can make them stronger candidates. The goal, Murren said, is to allow workers to increase their job readiness for when MGM begins hiring an anticipated 3,000 employees in early 2018.

“This will tell people what the positions will be when we ramp up,” Murren said. “We’re letting people know, hey, this is what you’re going to need from a prerequisite perspective.”

The system, which is currently being used to actively fill positions at MGM’s National Harbor casino in Maryland, assigns a score for open jobs based on workers’ education, skills and life experience, Murren said. The company has partnered with local institutions like Holyoke Community College and Springfield Technical Community College to connect potential applicants with job training programs.

“Our hope is to raise the job readiness in general in Springfield,” Murren said.

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Transitioning from School to the Workplace


Unemployment among young college graduates

Navigating The Transition From School To The Workplace


Freshly minted graduates will soon take their degrees and set out into the workplace. But the path from college to career is not as obvious as it once was. Over the last few decades, unemployment among young college graduates has gone up while wages have gone down. Today, nearly half are underemployed. Add the burden of student debt and life post-graduation can seem pretty scary. A longtime chronicler of higher education says it doesn’t need to be that way. In a new book, he lays out a blue print for navigating the transition. A panel of experts joins him – and us – to discuss life after college.

The Diane Rehm Show invites four guests to discuss the transition and how recent graduates can navigate successfully in the workplace.

Guests Include:
Jeffrey Selingo regular contributor on higher education, the Washington Post; author, “There is Life After College: What Parents And Students Should Know About Navigating School To Prepare For The Jobs Of Tomorrow”
Anthony Carnevale director and research professor, Center on Education and the Workforce at Georgetown University
Kristen Hamilton CEO and co-founder, Koru
Andy Chan vice president for innovation and career development, Wake Forest University

MS. KRISTEN HAMILTON: But, for example, I think what sits in the chasm between college and career really boils down to three things. It’s that they are missing relevant skills that are specific to jobs. But it’s, as Jeff said, it’s not just about those hard skills. It’s also about a set of experiences and a set of networks. And just even knowing that they need to network, right? Which is just this sort of idea that there’s this whole set of other impact skills and soft skills which really tend to be the most important things that they are lacking that helps them to make that transition. And so what we’re really done at Koru is we’ve taken the employer view. We really tried to understand what is it that employers need for our early-career hires? And we try to communicate that to college graduates. We try to help employers select people based on those right things. And then we also try to help those college graduates to really gain those things to land in jobs that they will love.

Listen to the discussion

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FOR IMMEDIATE RELEASE: SkillSmart and Saylor Academy Announce Skills-Based Training Partnership


Joint effort to reduce the skills gap by equipping job seekers with 
skills matched to in-demand jobs

Germantown, MD – April 20, 2016 – SkillSmart and Saylor Academy announced today that they are partnering to accelerate skills-based learning and employment opportunities. Together, SkillSmart’s skills matching algorithm and Saylor Academy’s cost-effective training platform will streamline the pathway from education to employment for job seekers.

Ninety percent of employers believe that graduates lack the skills they need, while nearly 50 percent of recent college graduates are unemployed or underemployed and saddled with significant debt, according to recent reports from the Hay Group and the New York Federal Reserve. Recognizing that matching skills to employment opportunities yields the most successful workforce outcomes, SkillSmart will direct job seekers to Saylor Academy for courses and training opportunities that build the skillsets needed for specific job opportunities. The students of Saylor Academy will use the SkillSmart platform to identify and apply to employment opportunities relevant to the skills and credentials they’ve earned.

“We’re happy to introduce this new partnership with Saylor Academy; it enables job seekers using SkillSmart to more easily find valuable courses at virtually no cost,” said Mike Knapp, CEO of SkillSmart. “Together we will continue to address the workforce skills gap and create a more talented workforce.”

SkillSmart is committed to empowering individuals and employers to maximize their potential by identifying and matching the skills necessary for success. Saylor Academy is dedicated to maintaining open access to learning opportunities while reducing the cost of training and education that provide requisite credentials for the workforce.

The SkillSmart/Saylor Academy partnership has begun benefiting both employers and job seekers in the greater National Harbor, MD region. Currently, several job openings at MGM Resorts National Harbor, hosted on the SkillSmart platform, require skills that can be obtained via Saylor Academy’s courses in business, finance, accounting and human resources.

“Through this partnership, job seekers will be able to develop the skills that are in demand through Saylor Academy, and our students will be able to match to viable employment opportunities,” said Jeff Davidson, Director of Strategic Relationships for Saylor Academy. “Open Education Resources like our courses can be deployed to address skills gaps in many sectors, we just need employers and funders to come together to make it happen,” he added.

Users can log on or create a SkillSmart profile at to review open opportunities and available training.


For more information,, (240) 498-4492.

About SkillSmart
SkillSmart addresses the skills gap by transforming the talent development pipeline. By using skills to connect employers, job seekers, and educators, SkillSmart creates the transparency to match qualified applicants to employment opportunities and create a qualified talent pipeline. SkillSmart helps job seekers become better qualified through the understanding of the skills they have and the skills they need for certain positions. For employers, SkillSmart helps them identify new talent, and nurture and grow existing talent. For educators, SkillSmart helps them develop curriculum that meets the in-demand skills needs of regional industries. For more information about SkillSmart, visit the company’s website at
About Saylor Academy
The Saylor Academy is a nonprofit academy that provides tuition-free courses fully online. Individuals can start whenever they want, work at their own pace and earn free certificates for all courses and tuition-free college credit for select courses. Saylor Academy’s mission is to provide educational resources, learning technologies, and open access to credentials and other learning opportunities. For more information about Saylor Academy, visit the website at


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Middle Skills for the Middle Class

middle class workers

For generations, the middle class has played a central role in the American economy – promoting the development of human capital through skilled workers and creating stability within political and economic institutions. However, despite its significance, the middle class has been shrinking steadily since 1971; it is at its lowest point in history. While the middle class shrank, the opposite held true of the lower and upper classes. Now, for the first time, the upper and lower economic tiers combined are now equal in size to the middle class.


A growing upper class without a continued strong middle class will lead to inequality on many levels outside of income alone, including family structure and education. The middle class is the foundation for the majority of jobs that comprise the domestic workforce.

There are tens of millions of middle-skill jobs in the United States today making up the largest segment of our labor market. Despite the presence of 5.4 million open positions nationwide, we are experiencing the highest unemployment or underemployment rate among our young people in history, including those with a college degree.

Read more about how the decline of the middle class can be reversed.

Download the White Paper

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A New Year of Empowering Employers and Job Seekers

Positive attitude to empower employers and job seekers

As we kick off a new year, we want to wish everyone a fulfilling and prosperous 2016. We’re excited by both the challenges and opportunities we’ll face this year, and we’re encouraged by your continued interest and support of our mission to empower employers and job seekers to maximize their potential.

The Community Impact

At the start of 2016, we have over 5,000 people using SkillSmart, actively building their profiles, understanding how their skills match a myriad of hospitality jobs, and enhancing their skills to become more competitive for the opportunities they like. We have more than 70 courses listed from institutions like Prince Georges Community College, Montgomery College, the College of Southern Maryland and more.

2016 will be a big year for the National Capital Region as MGM Resorts International opens its new $1.2 billion facility in National Harbor. MGM Resorts National Harbor will hire more than 3,500 employees to create an experience to remember for their guests. This hiring process will kick off on January 21st with a career showcase at Martin’s Crosswinds in Greenbelt, MD.

We are pleased to support MGM Resorts National Harbor in this process by helping them identify job seekers with the right skills to make the new resort and casino as successful as possible.

If you or someone you know is interested in a career with MGM Resorts National Harbor, start your profile today!

Beyond the Capital

This year also means expansion beyond the Washington, DC region. SkillSmart will work in the Springfield, MA community to fill a number of job openings across employers. We’ll also build a workforce pipeline for future economic growth in the region.

Soon, we will announce a new partnership that brings SkillSmart to employers in other communities across the US. Our partnerships will improve hiring processes and build a stronger workforce that enhances our economic potential and performance.

Enhancing the Fit

We’ve been working hard to have our platform integrate dynamic features to enhance the fit between employers and job seekers. Early this year, we’ll launch new features and product offerings expand our offerings to employers and making it easier for our users to connect. Stay tuned for additional releases and updates!

We’re excited about the opportunities before us and are looking to accelerate our ability to meet the needs of our customers. We’ve started our first round of fundraising to develop new features and functionality more quickly to help our current and future customers find the right talent sooner.

More and more employers, job seekers and educators are recognizing the importance of skills to be successful. We have the platform that connects all the assets needed to make this happen.

We look forward to working with you in 2016, here’s to a great year ahead!

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Honoring our Veterans and Service Members

Veterans Day

Veterans Day was established in 1919 by President Woodrow Wilson to lift up those individuals who have donned the uniform and made countless sacrifices to protect and serve our country – and to ensure they receive the recognition, love and respect they so rightly deserve.

On this day, and every day, we can think of no better way to honor our service members than to provide them with a straightforward transition to civilian life with effective, comprehensive tools to make this process smooth and dignified.

Unfortunately, this isn’t always the case.

Over the last 15 years, service members have transitioned to civilian status at an exponential rate. More than 2.4 million Veterans have re-entered civilian life since 2000, and an additional 1 million are expected in the next 5 years. Astonishingly, over 500,000 Veterans are unemployed and 31% of employed Veterans report being underemployed or in low-wage jobs.

Unfortunately, there are countless anecdotes of Veterans who managed the equivalent of small cities during their service, yet when they transitioned to civilian life were only able to find employment in a low-wage, low-skilled job. This highlights a real and growing problem: the underutilization of our service members’ skillsets and the direct – and significant – economic loss it causes for the Veteran community and broader society.

While this reality isn’t due to any malicious intent, it has detrimental consequences nonetheless. Military duties don’t always translate directly, or clearly, into civilian life. The military has purposefully codified each branch, duty, and rank of service to ensure order, hierarchy and efficiency are maintained consistently throughout all divisions of our armed forces. Consequentially, our service members are well-versed in “military speak” but struggle to articulate the skills acquired during their service in a way that conveys to civilian terms.

Similarly, the vast majority of HR specialists are unfamiliar with military functions, practice and language. They struggle to identify how prior military service meets their business needs. It’s easy to understand why an HR specialist without military training may have difficulty knowing what duties an infantryman, for example, would have performed or how those experiences might help their business.

In response to this language challenge there have been significant efforts over the last few years to adopt something called a Military Occupational Specialty (MOS) Translator, a tool designed to translate military skills and experience into civilian terms and covert military positions to civilian occupations. Service members enter their military branches and occupational codes into the Translator, which returns civilian job opportunities that match their military codes.

In theory, this is precisely what we want and what’s needed. Unfortunately, it’s quite rare for an MOS Translator to accurately capture a service member’s skill set, because they are generally built upon an aggregated data model like O*NET, which matches a military position to a particular occupational code. This way of matching a military position to a civilian job can fundamentally ignore the individual skills developed by an individual service member while serving our country – it looks to words and codes instead of people and skills.

Just as no two civilian jobs are performed exactly the same, no two military jobs are exactly the same despite their uniform codification. In the same way that a teacher in a rural school district might develop different skills than one in an urban setting, even though they’re both teachers, service members with the same position title but different assignments will develop different skills.

To prove this point, the SkillSmart team used a translator to search for a job in Ft. Meade, Maryland where a US Army Intelligence Analyst, better known as a 35M, might find a job. The search returned several entry-level security positions and a few code-based cyber positions, but unfortunately no positions were returned that were directly linked to this MOS. However, a quick search of the National Security Agency’s online career site returned open positions for Intelligence Analyst Development Program (IADP) – Entry Level at Ft Meade – which would be much more aligned with the skills developed by the analyst while in the Army.

This translator process often either underassumes the breadth of a service member’s skills or sometimes overassumes their skill development. Either instance can be a disservice to the service member leaving them frustrated and saying “that’s not what I did.”

This begs the question: What do our service members do and which skills do they develop? We think there are no better people to answer that question than the service members themselves.

Instead of trying to match a military code to a job title, it is more important to better understand what skills our individual service members have developed and identify where those skills may qualify them for existing civilian opportunities. To accomplish this, the SkillSmart platform starts with the skills that an employer is looking to hire. We work diligently with employers to break down their positions into the individual skills that comprise each position.

Once the process of working with employers to create a clearly defined list of “desired skills” is complete, these skills are presented to Veterans and prompt them to identify where they may have acquired and demonstrated a skill during their service. This process empowers service members to identify a specific skill and display how they’ve used it. For example, they may recall being responsible for inventory during a 12 month assignment during their time as an E-5 when seeing “inventory management” as a desired skill in a position of interest.

This process allows the HR specialist to identify the positions and skills needed, and allows the service member to provide valuable qualification information about their service.

In addition, this skills-based approach helps identify any skill gaps that service members might have for the opportunity they are seeking. Resources exist for transitioning service members to develop and advance their skills and training, whether during the 180 days allotted under the Transition Assistance Program (TAP), the GI bill or otherwise. At SkillSmart, we arm them with information about the skills employers want and the skills they need to acquire or improve, so they can be most efficient with these resources and reach their potential.

It is both a moral and economic imperative to ensure that the individuals who have served our nation are well served with the right tools to accelerate their transition to civilian life.

We need Veterans to be contributing members of the economic workforce. While national unemployment rates have declined, more than half (53%) of our Veterans enter a period of unemployment upon transitioning to civilian life with an average of almost 6 months without employment. Our economic outlook is brightest when this population is able to meaningful contribute.

Further, the American military is one of the most elite training institutions in the world spending billions of dollars on training its active service members annually. In the same way we think of our post-secondary education system as providing training to benefit the individual and society over a longer period of time, so too must we view the training provided to our elite military. Accordingly, it’s double the economic loss when a well-trained service member is unable to fully put their skills to work.

Lastly, there is a serious and immediate workforce demand that our service members could fill. There are currently six million open IT positions and a growing focus on cybersecurity, which is, arguably, the greatest economic threat to our country.

Veterans are uniquely situated to transfer their skills into these and other open civilian positions or engage in additional skills development to pursue these positions. They are an untapped resource that once tapped will have great benefit to them individually, our economy and our national security.

To all the Veterans, we thank you for your tremendous service. It is now our duty to honor your efforts with more than words, we must give you the tools to be as successful as civilians as you were as soldiers.


Symantec Cyber Career Connection (SC3) and its Commitment to Veteran Hiring

Cybersecurity giant Symantec has added Per Scholas to its Cyber Career Connection (SC3) effort. The Symantec Cyber Career Connection (SC3) is a collaborative effort to address the global workforce gap in cybersecurity that was launched in 2014 at the Clinton Global Initiative America summer meeting. The program provides underserved young adults and military veterans with targeted education, training and certifications that position them to fill in-demand cybersecurity jobs and enter long-term careers.

Through the SC3 cybersecurity program, Per Scholas will provide military veterans its tuition-free training in IT support and cybersecurity. The offering is four months and leads participants to complete the CompTIA A+, Network+, and Security+ certifications along with entry-level employment assistance into cybersecurity with Per Scholas corporate partners. Launching in 2016, this course offering will be available in the National Capital Region.

The National Capital Region (NCR) had more than 23,000 job postings for cybersecurity in 2013, and 2015 projections show this number grew to 33,000, the most nationally. Per Scholas will expedite the transition of our military veterans into this in-demand industry and help address these job needs.

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Partner Spotlight featuring Metropolitan Hospitality Group

SkillSmart and Metropolitan Hospitality Group partnership

As we launch SkillSmart with our first hospitality client, MGM National Harbor, we wanted to explore the industry further, specifically how its workforce gets its start and the potential for job growth and career advancement.

As part of our Spotlight Series, we talked with Matthew Carlin, President of the Metropolitan Hospitality Group (MHG) to get his take on the opportunities within the broad industry of hospitality. MHG is the parent company to many popular dining establishments in the Washington, DC area including Circa, Open Road, Trio Grill and Merrifield Beer & Wine.


SkillSmart (SS): How did you get your start in the hospitality industry?

Matthew Carlin (MC): One of my first jobs in high school was at a small, local pizzeria and I loved it. I worked there for years during my summer breaks in college and eventually started managing the restaurant.

(SS): What opportunities do you see for young people in the hospitality industry today?

(MC): The hospitality space has really evolved in the last five years. Today, we see a much more educated consumer who is focused on local, sustainable and quality products. The popularity of the cooking and restaurant shows has created a greater awareness about the talent and creativity required to be great in this industry. The opportunities are endless. You can transition your work with much more flexibility today – someone can go from becoming a brew master to running an entire distillery or from becoming a chef or bartender to managing and leading a restaurant.

(SS): What are the biggest misconceptions about the hospitality industry?

(MC): Years ago the industry wasn’t deemed as desirable as it is today and wasn’t viewed as a field that could become a career growth potential. Today, it’s the opposite. The industry is especially desirable in this area (Metro DC) with the explosion of every phase of hospitality from restaurants to brewing to distilleries to vineyards to hotels. With hospitality, there’s really no one, singular career path – it is open ended, with someone entering the industry having more control over their own career path than ever before just by working hard, being reliable and expanding their skill sets.

(SS): What are the biggest challenges to ensuring students are career-ready for the hospitality industry?

(MC): Many of the younger managers we hire are challenged with the skills it takes to lead a team and understanding the financial metrics required to help run a small business. When they enter formal studies for hospitality, they may not get the training for the soft skills needed to manage and lead, or the hard skills such as accounting basics. With management, especially, we rely on a slew of skills to ensure our consumers are getting the best service possible. That includes hospitality, of course, but it also includes knowing how to motivate your team, the financial understanding to make decisions on behalf of the restaurant, bar, etc.

(SS): Do you have any advice for hospitality organizations that are looking to grow or strengthen their workforce?

(MC): Hire the smartest people who have the flexibility to grow and adapt their skill sets, and to understand what skills are needed in which areas or positions. If you know that, you can be more targeted in your recruiting or training.

(SS): What are the skills you look for most?

(MC): Intelligent and purpose-driven people. Of all the successful hires we’ve had, we’ve identified that these two traits translate into someone who can learn on the job, increase their knowledge base and skill set, and who are motivated to want to climb the ladder, so to speak. We’re able to help them advance by outlining a clear plan of where we see their skill sets taking them within our group and talking with them about how they think they can get there. Again, it comes back to flexibility of our workers being able to grow and adapt their skill sets.

(SS): What challenges do you experience in hiring workforce?

(MC): Finding great people is a challenge. The market can seem flooded with people looking for jobs, it can be a challenge to identify which of those people actually have the skills we need.

(SS): What challenges do you experience in retaining your workforce?

(MC): Like every industry, growing and challenging the best and brightest workers in order to keep them engaged.

(SS): What role do you see educators/trainers playing in producing the ideal workforce?

(MC): Ultimately, we all become educators, trainers and coaches at work, teaching and mentoring our staff. The ideal workforce would be made up of great leaders with integrated leadership training between all levels of the workforce. As I mentioned, some of our managers struggle with financial metrics. Educators should play a role in all industries – not just hospitality – by incorporating ways to create a more financially astute student base. Those students, no matter high school or college educated, may very well end up working in hospitality. Having tactical applications of financial metrics could help them immensely. That’s just one example.

(SS): One challenge we hear is that there aren’t career promotion opportunities in hospitality, do you agree?

(MC): The hospitality space is growing exponentially as the world moves faster and people get busier. Great and growing companies will always have career promotion opportunities. Hospitality makes up a large percentage of the American workforce, and as it continues to grow, it will need more managers, leaders, etc. My own story is a great example – I went from working at that little pizza restaurant while on breaks from school and transitioned to managing it.

(SS): Hospitality is experiencing growth in the DC area, why do you think that is?

(MC): DC has always been fertile ground for hospitality growth as the nation’s capital. Not only do we have a growing population, especially with more private sectors coming to the region, we have a steady stream of tourism from year to year. To me, the growth of hospitality took a little longer than expected, but DC is mentioned with the likes of New York and San Francisco. That’s pretty incredible.

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FOR IMMEDIATE RELEASE: SkillSmart to help MGM National Harbor Hire Nearly 4,000 Positions in the DC Metro Region

SkillSmart launches its skills matching website to identify and develop talent for the international gaming company’s newest destination resort.

Germantown, MD – Aug 19, 2015 – SkillSmart announced today the launch of, a skills matching website that identifies and develops talent for MGM Resorts International (NYSE: MGM) at its newest resort and casino scheduled to open in the second half of 2016 in National Harbor, MD.

MGM expects to bring nearly 4,000 new positions to the Washington, DC Metro Region with its 24-story resort featuring a 308-room hotel and 3,000-seat entertainment theater, as well as an array of retail and dining venues. Job opportunities at the resort range from casino and hotel staff to managerial and technical positions.

SkillSmart will display high-volume opportunities related to the resort and casino at, including full position details for consideration such as prerequisites and required skills. Individuals interested in starting a career with MGM National Harbor should create a SkillSmart profile to view and identify opportunities of interest.

“We’re excited that MGM National Harbor will use our skills matching technology to demonstrate how skills gained from previous work, school or all their life experiences can lead to potential opportunities with MGM,” Mike Knapp, CEO of SkillSmart continued. “We’re committed to providing information so individuals can be successful in a hospitality career while broadening the regional talent pool for MGM,” said Knapp

The website will match users to positions based on the skills and abilities gained from their previous work, education and other life experiences. Using a proprietary skills algorithm, users are matched to positions based on the skill needs of specific opportunities, highlighting where they are a good job fit or where their skills might need improving. Additionally, the site highlights training courses offered by regional education providers, including course details, timing, and more to help users become more competitive for specific opportunities.

While individuals learn how their current skills match to future opportunities for MGM National Harbor, the company gains insight into the available skill sets of the regional workforce in advance of its recruiting and hiring process. With this data, SkillSmart, on behalf of MGM National Harbor, can work closely with education providers to promote existing curricula and develop new content to train the regional workforce.

“MGM Resorts is committed to hiring locally and have partnered with SkillSmart to help us identify a pipeline of qualified, skilled workers within the region,” said Logan Gaskill, Vice President of Human Resources, MGM National Harbor. “We know the talent we need exists within Prince George’s County, and the entire DC Region. SkillSmart enables us to find it – and build pathways to success for those that are interested– in order to staff our newest resort and casino with the best talent possible,” he added.

MGM National Harbor expects to start its recruiting and hiring process in spring 2016. Between now and then, individuals can create their skills profile at to identify job opportunities of interest, and learn or improve skills to become better qualified to pursue various positions.


About MGM National Harbor
MGM National Harbor is a new world-class destination resort in Prince George’s County, Md. being developed by MGM Resorts International (NYSE: MGM), one of the world’s leading global hospitality companies. In December 2013, MGM was awarded a license to operate the sixth casino in the State of Maryland. Located just south of Washington, D.C., on the shores of the Potomac River, MGM National Harbor is a fully integrated resort that will include a luxury hotel with 308 guest rooms and suites, a dynamic casino with more than 125,000 square feet of space, a 3,000-seat entertainment theater, high-end branded retail, more than 25,000 square feet of meeting space, and a dozen restaurants from renowned local and national chefs. For more information about MGM National Harbor, please visit
About MGM Resorts International
MGM Resorts International (NYSE: MGM) is one of the world’s leading global hospitality companies, operating a portfolio of destination resort brands including Bellagio, MGM Grand, Mandalay Bay and The Mirage. The Company also owns 51% of MGM China Holdings Limited, which owns the MGM Macau resort and casino and is in the process of developing a gaming resort in Cotai, and 50% of CityCenter in Las Vegas, which features ARIA resort and casino. For more information about MGM Resorts International, visit the company’s website at
About SkillSmart
SkillSmart provides a single source of connectivity between employers, job seekers and educators, equipping users with a deeper understanding of their existing skills, market demand for those skills, and a clear pathway to gaining new skills. SkillSmart helps people become better qualified and more marketable by analyzing their skill sets to provide career development. For employers, SkillSmart helps them identify and recruit new talent, and nurture and grow existing talent. For educators, SkillSmart helps them develop curriculum that meets the in-demand skills needs of regional industries. For more information about SkillSmart, visit the company’s website at


For more information,, (301) 938-1784.

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The Real Opportunities of the Hospitality Industry

People working in a cafe in the hospitality industry

As the hospitality industry continues to grow at a rapid pace, so does the potential for economic impact across the US.

Hospitality employs over 15 million people in the US today. It represents almost 10% of all private employment, and is expected to add over 1 million new jobs to the economy in the next few years.

Despite its size and breadth, jobs in the hospitality industry are often overlooked. In our latest white paper we debunk the myths surrounding the fast-growing industry.

Myth 1: Hospitality isn’t a significant contributor to the economy

Fact: With more than 25 sub-sectors of the American hospitality industry – including, tourism, food services and hotels – it is a significant contributor to the economy. Read more >>

Myth 2: Hospitality isn’t for everyone

Fact: Few industries are as diverse in job opportunities as hospitality, in both the positions and the personnel who staff them. The industry successfully attracts, hires and retains a diverse talent pool. Read more >>

Myth 3: Hospitality jobs don’t pay a living wage

Like all industries, salaries in hospitality vary. There are jobs that require less experience and carry a lower salary. There are also jobs within the hospitality industry with annual salaries earning $75,000 or more. Read more >>

Myth 4: Hospitality jobs have no future

The transferrable skills that employees develop in the industry, such as customer service and a variety of other technical skills, can lead to advancement within the industry or jobs in other industries. Further, many managerial positions are available to individuals regardless of their educational background. Read more >>

Learn more about the industry’s economic value and its increasing contributions to employment.

Download the Whitepaper »

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A Labor Market that Works: Connecting Talent with Opportunity in the Digital Age

Recruiter connecting talent in the digital age

Published by McKinsey & Company

In advanced and emerging economies alike, individuals are struggling to find work and build careers that make use of their skills and capabilities. The strains in global labor markets have been worsening for decades, and the challenges have been magnified in the aftermath of the global recession. In many countries, concerns about employment have been exacerbated by long-term trends of stagnant wage growth and automation. But at the same time, there has been a constant refrain from employers about the difficulties of finding talent with the right skills. The growing use of online talent platforms may begin to address these problems—and even to swing the pendulum slightly in favor of workers by empowering them with broader choices, more mobility, and more flexibility. These tools are fundamentally altering the way individuals go about searching for work and the way many employers approach hiring.

The power of a digital platform is not always apparent until it reaches a certain critical mass. Online talent platforms appear to be approaching exactly that sort of tipping point. As these platforms rapidly expand the size of their user networks and the volume of data they can synthesize, the cumulative benefits are growing larger. We believe there is potential for online talent platforms to create real macroeconomic impact in the years ahead—and as these technologies continue to evolve, they may change the world of work in ways that we can only begin to imagine today. This research aims to build a deeper understanding of how these platforms can affect labor markets, although it does not attempt to address the many broader issues affecting employment prospects, including wage stagnation, automation, and aggregate demand.

Download the Report »

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