future workforce


don’t mandate being in the office, but it’s actively encouraged’.” He suggested: “We see a difference


between those who joined during Covid, those who were in the workplace already and those who joined after the pandemic.” Graves argued “it’s still a positive time”


to work in travel or hospitality, saying: “Employers understand they need to keep hold of talent because of the cost of recruiting. Organisations have done a lot to reset what they do, especially in customer service [recognising] it’s important to have a happy workforce because that disseminates through to the customer.” Cooper added: “This links to diversity,


equity and inclusion (DEI). When thinking about transformation or growth, businesses are also talking about the employee experience and wellbeing, and that comes back to diversity, equity and inclusion. Employers should have a diverse workforce, but diversity is one point, inclusion is the next. Until diverse groups feel equal across the workforce, they’re not going to have a positive employee experience.” She insisted: “It’s good that people are


talking about this. The challenge with inclusion comes because a workforce can be so diverse. We think about it in terms of gender, sex, ethnic background, disability, etc. But there are many elements to it that employers don’t necessarily consider until they’re confronted with something. Most employers are working towards inclusion. But there is a difference between being reactive and proactive. A lot of organisations are reactive, not many are proactive across all aspects of diversity.” Graves noted: “There has also been


movement around diversity at senior levels, but it’s slow progress. There has not necessarily been a massive rise in women at senior levels. There is more to be done.” There is also a backlash against


DEI requirements, not least in the US. Graves noted: “Some organisations have taken the opportunity to move away from these things. But if an


THE UK job vacancy rate has fallen significantly since 2022 (Figure 52)


FIGURE 52:


Employers should have a diverse workforce, but diversity is one point, inclusion is the next. Until diverse groups feel equal across the workforce, they’re not going to have a positive experience


UK JOB VACANCY RATE, 2019-24


300 600 900 1200 1500


1.286 1.233 1.122 845 817 1,120 983 919 796 628 488 Q1 Q3 Q1 Q3 Q1 Q3 Q1 Q3 Q1 Q3 Q1 Q3


2019 2020 2021 2022 2023 2024 2024 Sept-Nov*


Source: ONS, December 2024 837 818


organisation becomes known for being anti-diversity, anti-inclusion, anti-equity, some people may vote with their feet.” However, Cooper pointed out: “The


challenge around this is transparency. There is an obligation on organisations to disclose certain elements, but a lot of organisations won’t disclose everything, and the same with supply chains. Things aren’t transparent. So, customers might not always know. It goes back to customer and employee experiences being at the heart of an organisation.”


‘HARD TO SET BOUNDARIES’ A Deloitte survey last year, ‘Mental Health and Employers’, identified deteriorating rates of mental wellbeing among young people adding to pressure on working parents, with one-in- five children potentially having a mental health disorder. It also noted signs of a reversal in progress on improving mental health at work. Graves said: “The diagnosis of mental


health issues has obviously increased. Mental health issues haven’t always been visible and there is more understanding now. People are taking their children to be diagnosed and hopefully getting the right support. A lot of effort and


Travel Weekly Insight Report 2025 33


Vacancies (000s)


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