Report Implementing Sub-Sector-Wise DemandSkillGapStudyInTourismHospitality 26032024

Table of Contents
List of Tables 1
List of Figures 2
List of Abbreviations 4
Acknowledgment 5
Executive Summary 6
1. Introduction 20
1.1. Tourism and Hospitality Sector’s Background 20
1.2. Skill Gap Study’s Rationale 20
1.3. Scope of the Study 20
1.4. Research Design 21
2. Tourism and Hospitality Sector Overview 25
2.1. Economic Overview 25
2.2. Growth Drivers of Tourism and Hospitality Industry 29
2.3. Future of Tourism and Hospitality 31
2.4. Skilling in Tourism Sector 33
3. Voice of Youth 35
3.1. Profiling of the Surveyed Youth 35
3.2. Career Aspirations of the Youth 46
3.3. Awareness About Career Counselling Services 48
3.4. Awareness About Technological Advancements 49
3.5. Awareness About Skilling Requirements 51
3.6. Migration Preferences 54
4. Industry’s Perspective 55
4.1. Profiling of the Surveyed Employers 55
4.2. Recruitment Patterns and Challenges 59
4.3. Required Educational Qualifications 62
4.4. Awareness About Recruit-Train-Deploy (RTD) 64
4.5. Job Roles for Entry-Level Workers 65
4.6. Wages and Wage Premium 67
4.7. Skills and Training Requirements 70
4.8. Technology and Future of India’s Tourism and Hospitality Sector 74
5. Future Manpower Requirement in the Tourism and Hospitality Sector 85
6. Potential Trainable Pool in the Tourism and Hospitality Sector 89
7. Conclusion and Policy Recommendations 93
8. References 106
9. Annexures 109
Annexure A: Sampling Methodology 109
Annexure B: List of Stakeholders Interviewed for In-Depth Discussions 112
Annexure C: Quantitative and Qualitative Surveys Coverage 114
Annexure D: List of Employers Covered 115
Annexure E: Survey Tools 131
Annexure F: List of Qualification Packs Offered by Tourism and Hospitality Skill Council 200
List of Tables
Table 1: Tourism sector indicators for India 27
Table 2: Category wise youth coverage (in %) 35
Table 3: Share (in percentage) of NEET youth, actively looking for a job since the given time period, gender wise 46
Table 4: Share (in percentage) and number of employers across sub-sectors categorized across the type of
employer's firm 56
Table 5: Categories of firms (in numbers and percentage) covered under various sub-sectors of tourism and
hospitality 56
Table 6: Top 5 States/UTs with the highest number of migrant workers recruited as cited by share (in percentage) of
employers 58
Table 7: Share (in percentage) of employers preferred mode of recruitment, sub-sector level analysis 60
Table 8: Share (in percentage) of employers willing to adopt the RTD – Recruit Train Deploy method for hiring
employees in your organization. 64
Table 9: Share (in percentage) of employers citing top 5 job roles in which majority of entry level workers were
recruited in the FY 2022-23 65
Table 10: Share (in percentage) of employers citing top 5 hard-to-fill job roles 66
Table 11: Range of wage premium provided by share (in percentage) of employers, across different firm sizes 69
Table 12: Output efficiency of formal trained employee versus untrained employee, as cited by share (in
percentage) of employers 72
Table 13: Current extent of technology adoption across sub-sectors as expressed by share (in percentage) of
employers 75
Table 14: Top 5 job roles to be in demand in the next five years, due to advancement in technology, sub-sector 83
Table 15: Projected labour demand (aged 15+ years) in millions (2024-2028) 85
Table 16: Incremental manpower demand divided across states (2024-2028) 87
Table 17: Estimation of trainable manpower pool over the next 5 years 89
Table 18: Potential trainable pool in tourism and hospitality across states 90
Table 19: Number of individuals trained in tourism and hospitality sector across various government initiatives 91
Table 20: Key issues and recommendations for India's tourism and hospitality industry 95
Table 21: List of states and districts covered for quantitative surveys with employers and youth 110
Table 22: List of government departments/non-private organizations interviewed 112
Table 23: List of industry associations interviewed 112
Table 24: List of educational institutions interviewed 112
Table 25: List of training service providers interviewed 113
Table 26: List of interviewed senior representatives of THSC board and sub-committee 114
Table 27: State wise coverage (in percentage) for quantitative surveys (employer and youth) 114
Table 28: State wise coverage for qualitative surveys (in numbers) 115
Table 29: List of employers covered for quantitative surveys (including state wise coverage) 115
Table 30: Subsector wise list of NSQF aligned qualification packs 200
Sector-Wise Demand and Skill Gap Study in India’s Tourism and Hospitality 1
List of Figures
Figure 1: Overall approach of the study 22
Figure 2: Contribution of tourism and hospitality industry to India’s GDP, by value (US$ billion) 25
Figure 3: Foreign exchange earnings (FEE) from tourism in India (US$ in millions) (2016-2022) 26
Figure 4: Top 10 states with highest share (in percentage) of international tourist visits in 2022 27
Figure 5: Top 10 states with highest share (in percentage) of domestic tourist visits in 2022 27
Figure 6: Duration of training received by youth (%) in the tourism and hospitality sector 34
Figure 7: Source of funding of training received by youth (%) in tourism and hospitality sector 34
Figure 8: Distribution of youth across their education or employment status 35
Figure 9: Share (in percentage) of youth pursuing education across various sub-sectors of tourism and hospitality 36
Figure 10: Share (in percentage) of youth in education pursuing type of education/skill training, gender wise 36
Figure 11: Share of youth (in percentage) who plan to work after completing their current level of training/education,
gender wise 37
Figure 12: Share of youth (in percentage) willing to work across various sectors after completing their education 37
Figure 13: Share (in percentage) of youth willing to work across various sub-sectors of tourism and hospitality 38
Figure 14: Share (in percentage) of waged and/or salaried youth employed across various sub-sectors of tourism
and hospitality 39
Figure 15: Share of wage and salaried workers earning within monthly wage bracket, as per their skill level 40
Figure 16: Share of wage and salaried workers earning within monthly wage bracket, as per the sub-sector 41
Figure 17: Share (in percentage) of Waged/Salaried expressing their satisfaction (or dissatisfaction) with their job 41
Figure 18: Share (in percentage) of waged and/or salaried youth covered by contracts, as per their skill level 42
Figure 19: Share (in percentage) of waged and/or salaried youth covered by contracts, as per their sub sectors 42
Figure 20: Share (in percentage) of self-employed youth employed across sub-sectors of tourism and hospitality 43
Figure 21: Share (in percentage) of self-employed youth pursuing various types of self-employed work 44
Figure 22: Share of self-employed workers earning within certain monthly wage bracket, as per the sub-sector 44
Figure 23: Share (in percentage) of self-employed expressing their satisfaction (or dissatisfaction) with their job 44
Figure 24: Share (in percentage) of NEET youth citing reasons to be in NEET 45
Figure 25: Share (in percentage) of students citing their top 3 career aspirations in 6 months 46
Figure 26: Share (in percentage) of NEET youth citing their top 3 career aspirations in next 6 months 47
Figure 27: Share (in percentage) of Waged/Salaried youth citing their top 3 career aspirations in the next 6
months 47
Figure 28: Share of youth interested in pursuing opportunities as a gig worker 48
Figure 29: Share (in percentage) of youth aware about career counselling services 48
Figure 30: Share of youth (in percentage) anticipate change either in skilling or employment due to technological
advancement 49
Figure 31: Share of youth (in percentage) anticipate any change in skilling development and teaching in response to
technological advancements 50
Figure 32: Share (in percentage) of youth being aware of major skill development schemes in India 51
Figure 33: Share (in percentage) of youth citing top 5 relevant skills for a job 52
Figure 34: Share of youth (in percentage) interested in skill development training in tourism and hospitality sector 52
Figure 35: Share (in percentage) of youth citing for part-time or full-time training 53
Figure 36: Share of youth (in percentage) citing their challenges that may stop them from undergoing training
programme in tourism and hospitality sector 53
Figure 37: Share (in percentage) of youth willing to migrate outside of native place, by gender 54
Figure 38: Share (in Percentage) of employers surveyed from various sub-sectors 55
Figure 39: Share (in percentage) of employers surveyed on the basis of their firm-size 57
Figure 40: Share (in percentage) of employers citing various reasons for attrition among workers 58
Figure 41: Average attrition rate (in percentage) in last year FY 2022-23, category wise and firm-size wise 59
Figure 42: Share (in percentage) of employers using various recruitment modes to recruit entry-level workers 59
Figure 43: Share (in percentage) of employers facing recruitment challenges in hiring entry-level workers 61
Figure 44: Share (in percentage) of employers facing recruitment challenges in hiring entry-level female workers 61
Figure 45: Share (in percentage) of employers facing recruitment challenges in hiring entry-level female workers, as
per firm size 62
Figure 46: Share (in percentage) of employers reporting the minimum education qualification required in entry-level
workers 62
Figure 47: Share (in percentage) of employers on minimum education degree course required 63
Figure 48: Share (in percentage) of employers categorized among organized and unorganized firm type, preferred
assessment for the competency of workers 63
Figure 49: Employers (in percentage) across sub-sectors knowing of RTD 64
Figure 50: Share (in percentage) of employers citing awareness of RTD 64
Figure 51: Median monthly wages (in INR) offered to entry level workers 67
Figure 52: Median monthly wages (in INR) offered to entry level workers across different categories of firms in
subsector wise 68
Figure 53: Reasons for providing wage premium by share (in percentage) of employers 68
Figure 54: Share (in percentage) of employers providing wage premiums, across firm sizes 69
Figure 55: Top 5 most relevant skills, sub-sector wise, as cited by share (in percentage) of employers 70
Figure 56: Top 5 skills workers are least proficient in, as cited by share (in percentage) of employers 71
Figure 57: Share (in percentage) of employers having training facility 72
Figure 58: Share (in percentage) of employers on requirement for skill training for their workers 73
Figure 59: Share (in percentage) of employers citing reasons for not providing training to workers 74
Figure 60: Share (in percentage) of employers citing extent of technology adoption in the business activity 75
Figure 61: Extent of technology adoption as expressed by share (in percentage) of employers 76
Figure 62: Share (in percentage) of employers citing expected extent of automation in the organization’s business
activity for next three years 77
Figure 63: Share (in percentage) of employers citing expected extent of technology adoption currently in the
organization’s business activity 77
Figure 64: Overall expected extent of automation sub-sector wise in the organization’s business activity 78
Figure 65: Share (in percentage) of employers citing major reasons to increase the use of technology by the
organization in present times 79
Figure 66: Top reasons for not using technology in the next 12 months as expressed by share (in percentage) of
employers 79
Figure 67: Share (in percentage) of employers being aware about technologies and share (in percentage) of
employers using technologies in tourism and hospitality Industry 80
Figure 68: Share (in percentage) of employers aware about specific technologies in the industry 81
Figure 69: Share (in percentage) of employers using specific technologies in tourism and hospitality industry 81
Figure 70: Share (in percentage) of employers believing in impacts of technology in tourism and hospitality sector 82
Figure 71: Share (in percentage) of employers being aware and being impacted by technology in tourism and
hospitality sector 82
List of Abbreviations
List of Abbreviation Details
AI Artificial Intelligence
AISHE All India Survey on Higher Education
AICTE All India Council for Technical Education
CAGR Compounded Annual Growth Rate
FDI Foreign Direct Investment
FEE Foreign Exchange Earnings
FM Facility Management
GDP Gross Domestic Product
GER Gross Enrollment Ratio
GSVA Gross State Value Added
IHM Institute of Hotel Management
ITI Industrial Training Institute
LFPR Labour Force Participation Rate
MoT Ministry of Tourism
MSDE Ministry of Skill Development and Entrepreneurship
NEET Neither in Education, Employment, or Training
NSDC National Skill Development Corporation
PLFS Periodic Labour Force Surveys
PwC PricewaterhouseCoopers Services LLP
RPL Recognition of Prior Learning
RTD Recruit-Train-Deploy
THSC Tourism and Hospitality Sector Council
UNFPA The United Nations Population Fund
WPR Worker Population Ratio
Acknowledgment
Tourism and Hospitality Skill Council (THSC) would like to extend its sincere gratitude to all those who have
contributed to the successful completion of the ‘Sub-Sector-Wise Demand and Skill Gap Study in India’s Tourism and
Hospitality Industry’. This comprehensive study aimed to establish the existing skill gaps and align the workforce
requirements in the immediate future with the effectual needs of the industry.
We extend our heartfelt thanks to the Ministry of Skill Development & Entrepreneurship (MSDE) and the Line Ministry
- Ministry of Tourism (MoT), Government of India, for their unwavering support. Their vision and endeavors have
provided the necessary framework for this study, fostering collaboration between academia, industry, and the
ecosystem.
We are thankful to our industry partners who played a determinative role in providing invaluable insights and expertise.
Their invaluable time and willingness to share knowledge have greatly enriched the quality and relevance of this
study. We are grateful for their commitment to building a skilled and competitive workforce within the sector.
Additionally, we extend our thanks to the various stakeholders, including THSC’s Governing board members,
educational institutions, training centers, and individuals who generously contributed their time, expertise, and
resources to conclude this study successfully.
We would also like to thank PricewaterhouseCoopers Services LLP (PwC) for their efforts for systemically conducting
this extensive study.
In conclusion, we acknowledge the amalgamative efforts of all involved stakeholders and bodies, because of which
this study serves as a foundation for informed and strategic interventions aimed at addressing the skill gaps in India's
tourism and hospitality sector.
Executive Summary
The Context
Economic Outlook and Employment Scenario

In 2023, India, became the world's most populous and fifth-largest growing economy with 1.4 billion population and a
7.5 percent share in global Gross Domestic Product (GDP)1. International Monetary Fund data projections estimate
that India's GDP is expected to rise from US$ 3.4 trillion in 2022 to US$ 5 trillion by 2028, positioning it as the third
largest (in nominal terms) global economy2. The services sector within the country has grown by 8 percent at a Year-
over-Year (YoY) basis, and it has been contributing 66 percent to GDP along with creating 28 percent of all jobs3.
With a GDP contribution of US$ 191 billion (6.7 percent of GDP) in 2019, tourism and hospitality sector was the
second-largest contributor to India’s services sector4. Despite a pandemic-induced decline in 2020, the industry
rebounded with a 45 percent YoY growth in 2021 and 21 percent YoY growth in 2022, contributing US$ 215 billion in
20225. Forecasts predict the industry's impressive trajectory, reaching a substantial GDP of US$ 512 billion by 20296.
India's tourism sector has also witnessed notable growth in foreign exchange earnings (FEE). Averaging around US$
17,000 million from 2011 to 2015, FEE peaked at US$ 30,000 million in 2019 before the pandemic. In 2020, FEE
plummeted by 78 percent to US$ 6,958 million. However, there was a remarkable 143 percent increment in FEE in
2022 compared to the pandemic-hit year of 20207.
The tourism and hospitality sector’s growth is primarily fueled by its five core sub-sectors: travel and tourism, hotels,
food services, facility management, and cruise liners. In 2021, India's travel and tourism sub-sector contributed 5.8
percent to GDP, a rise from 4.3 percent in 2020. India secured the sixth position globally in the contribution of the
tourism sector to GDP, according to the World Travel and Tourism Council8. The hotel industry witnessed a 47 percent
contraction in the April-June 2020 period due to the COVID-19 pandemic, however, the sector rebounded in 2023,
achieving an improved occupancy rate of 59-61 percent, up by 15-17 percentage points from 20229. The food services
sub-sector, which is valued at approximately US$ 77.5 billion in 2024, is set to increase to around US$ 125 billion by
2029, with an anticipated Compound Annual Growth Rate (CAGR) of about 10 percent10. Similarly, India’s facility
management market is estimated to be US$ 148 billion in 2024 and is further projected to grow to US$ 212 billion by
2029, at an expected CAGR of 7.4 percent during this time period11. The cruise tourism constitutes about 1 percent
of the global travel industry, and has exhibited steady growth, especially in contemporary and premium cruises12.
India, acknowledging the economic impact and job creation potential, intensified its focus on the cruise sector. India
experienced rapid growth of overall 35 percent in its cruise market over the last three years since 2021 with strategic
initiatives like constructing new terminals, regulatory enhancements, marketing engagements, and relaxing cabotage
rules13.
1 Ministry of Finance, Government of India. (2023). Economic Survey 2022-23. Government of India, Department of Economic Affairs, Economic Division, New Delhi. Retrieved from:
https://www.indiabudget.gov.in/economicsurvey/doc/echapter.pdf ; The World Bank. (2023). The World Bank in India. Retrieved from
https://www.worldbank.org/en/country/india/overview; Statista (2023). India: Share of global gross domestic product (GDP) adjusted for Purchasing Power Parity (PPP) from 2018 to
2028. Retrieved from: https://www.statista.com/statistics/271328/indias-share-of-global-gross-domestic-product-gdp/
2 International Monetary Fund. (2024). GDP, Current Prices. Retrieved from: https://www.imf.org/external/datamapper/NGDPD@WEO/OEMDC/ADVEC/WEOWORLD/IND
3
Department of Economic Affairs, Government of India. (2023). Half Yearly Economic Review 2023-24. Retrieved from: https://dea.gov.in/sites/default/files/Half-
Yearly%20Economic%20Review%20FY24_November%202023_0.pdf ; IBEF. (2023). Services sector in India. Retrieved from https://www.ibef.org/industry/services
4
In India's 2022-23 Budget, it was reported that Trade, hotels, transport, communication, and broadcasting services contributed 17 percent to the country's services sector. India Brand
Equity Foundation Report 2023. Tourism and Hospitality Industry in India 2023. Retrieved from https://www.ibef.org/download/1707292245_Tourism-and-Hospitality-December-
2023.pdf; This was the second-largest contribution after the 21 percent from Financial, real estate, and professional services, which also includes the information technology sub-
sector. Retrieved from: https://www.indiabudget.gov.in/budget2022-23/economicsurvey/doc/eschapter/echap09.pdf
5
India Brand Equity Foundation Report 2023. Tourism and Hospitality Industry in India 2023. Retrieved from https://www.ibef.org/download/1707292245_Tourism-and-Hospitality-
December-2023.pdf
6
December-2023.pdf
7
Ministry of Tourism. (2023). Tourism Statistics at a Glance. Retrieved from: https://tourism.gov.in/sites/default/files/2023-
07/India%20Tourism%20Statistics%20at%20a%20glance%202023%20-%20English%20version_0.pdf
8
World Travel and Tourism Council. (2020). Travel and Tourism Economic Impact. Retrieved from https://wttc.org/Portals/0/Documents/Reports/2022/EIR2022-Global
percent20Trends.pdf
9
Modor intelligence. (n.d.). Hospitality Industry in India Size and Share Analysis - Growth Trends and Forecasts (2024 - 2029). Retrieved from
https://www.mordorintelligence.com/industry-reports/hospitality-industry-in-india
10
Modor intelligence. (n.d.). India foodservice market size and share analysis - Growth trends and forecasts up to 2029. Retrieved from https://www.mordorintelligence.com/industry-
reports/india-foodservice-market
11
Modor intelligence. (n.d.). Facility Management Industry in India Size and Share Analysis - Growth Trends and Forecasts (2024 - 2029). Retrieved from:
https://www.mordorintelligence.com/industry-reports/india-facility-management-market
12 Ministry of Ports, Shipping and Waterways. (2023). Maritime India Vision. Retrieved from:
https://shipmin.gov.in/sites/default/files/Maritime%20Amrit%20Kaal%20Vision%202047%20%28MAKV%202047%29_compressed_0.pdf
13 Ministry of Ports, Shipping and Waterways. (2023). Maritime India Vision. Retrieved from:
With tourism and hospitality industry's profound impact on GDP, it is important to note its consequential role in
employment generation. The tourism and hospitality sector employed 39 million workers in 2019-20 and is further
expected to employ 53 million people by 202914.
Growth Drivers of Tourism and Hospitality Industry

India's tourism and hospitality sector's growth is propelled by a significant surge in Foreign Direct Investment (FDI)
over the past two decades. Between 2014 and 2022, FDI inflows in the hotel and tourism sub-sectors exceeded US$
9 billion, surpassing the FDI received from 2000 to 2014, which totaled over US$ 7 billion15. The government's
allowance for up to 100 percent FDI has attracted substantial investments in the industry16. Further, the Ministry of
Tourism actively promotes and diversifies niche tourism products, aiming to position India as a year-round destination,
through strategies such as the ‘Incredible India’ campaign, development of landmark destinations, and initiatives like
Dekho Apna Desh and Vibrant Village Programme. Various other strategies, including National Strategies on
Sustainable Tourism, Eco Tourism, Medical and Wellness Tourism, Adventure Tourism, and Rural Tourism, aim to
enhance different facets of tourism. A facilitative visa regime, including the extension of e-visa facilities to 165
countries, contributes to inbound tourism.
Future of Tourism and Hospitality

In response to increased government investment and strategic growth drivers, a wave of new tourism paradigms is
emerging. Given India’s diverse landscapes, adventure tourism is one of the strategic focus areas. A national strategy
on adventure tourism aims to boost India's ranking in the Adventure Tourism Development Index 17. The Ministry of
Tourism also actively collaborates with institutions to offer training, fostering job creation and entrepreneurship
opportunities in this sector. Further, India being home to the sixth-largest number of UNESCO Natural Heritage sites
globally, prioritizes eco-tourism. Eco circuits identified under the Swadesh Darshan Scheme and the Amrit Dharohar
scheme showcase the commitment to enhancing eco-tourism opportunities18. India also ranks 10th globally on the
Medical Tourism Index. The government's budget allocation for health and well-being, along with initiatives like the
'Heal in India' campaign, underlines the government’s commitment to promoting these sectors. Despite challenges
during the pandemic, the wellness and medical tourism sector is poised for substantial growth, with a projected CAGR
of 21.1 percent from 2019-20 to 2026-2719.
Technological advancements are changing the way the tourism and hospitality industry operates. For instance, social
media, QR codes, and contactless payments make it easier for customers and businesses to initiate and complete
transactions. Biometric systems, such as fingerprint or face scanning make hotel stays more convenient for guests.
Facial recognition also helps restaurants by automatically transferring bills to guest rooms. Tourism and hospitality
firms are also increasingly using data to understand customer preferences, reduce costs, and improve their efficiency.
These changes point towards how the industry is adapting to meet evolving customer needs.
Skilling Scenario in Tourism and Hospitality Industry

As the tourism and hospitality industry undergoes transformative changes, skill development becomes essential to
equip the workforce to navigate and adapt to evolving technological dynamics. However, according to the Periodic
Labour Force Survey (PLFS) 2022, the existing training situation in the tourism and hospitality sector indicates a
notable gap, with only 1 percent of the workforce in the sector having received any form of training in 2022. Further,
83 percent of those trained were in full-time programs, while the remaining 17 percent were in part-time programs. Of
the trained workforce, 22 percent had undergone training for 6 months or more but less than 12 months.
Recognizing the evolving skilling requirements, the Tourism and Hospitality Sector Skill Council (THSC)
commissioned a study to make available credible and fresh data about the actual skill gap in this industry; top job
roles within the sub-sectors of tourism and hospitality; expected incremental manpower requirement in tourism and
hospitality sector; ascertain the industry’s willingness to pay higher salaries to the formally skilled manpower in relation
to the untrained workforce, and understand the skill gap in the industry in light of the evolving sector.
14 India Brand Equity Foundation Report 2023. Tourism and Hospitality Industry in India 2023. Retrieved from https://www.ibef.org/download/1707292245_Tourism-and-Hospitality-
December-2023.pdf.
15
Invest India. (2023). FDI and Tourism: A Sustainable Alliance. Retrieved from https://www.investindia.gov.in/team-india-blogs/fdi-and-tourism-sustainable-alliance
16
Invest India. (n.d.). Tourism and Hospitality. Retrieved from https://www.investindia.gov.in/sector/tourism-hospitality
17
Ministry of Tourism. (2022). Strategy for Adventure Tourism. Retrieved from: https://tourism.gov.in/sites/default/files/2022-
09/National%20Strategy%20for%20Adventure%20Tourism%202022.pdf
18
Ministry of Tourism. (2022). National Strategy for Ecotourism. Retrieved from: https://tourism.gov.in/sites/default/files/2022-
09/National%20Strategy%20for%20Ecotourism%202022.pdf
19
IBEF. (2023). Indian Tourism and Hospitality Industry Analysis. Retrieved from https://www.ibef.org/industry/indian-tourism-and-hospitality-industry-analysis-presentation
PricewaterhouseCoopers Services LLP (PwC) had therefore been engaged by THSC to undertake this study,
covering 20 states and 6 Union Territories (UTs) across India.
Scope and Methodology
The main objective of this skill gap study was to explore the labour market and skilling landscape and undertake a
workforce requirement and skill gap assessment study in the Indian tourism and hospitality sectors. This would lay
the groundwork for developing the assessment and an action plan to address workforce requirements for relevant
and emerging job roles and address potential employment opportunities in the future.
To address the above-mentioned objectives, this study followed a four-step approach: (a) a review of existing literature
on economic trends, sector-specific indicators (GDP contribution, growth patterns, COVID-19 impact, employment),
enabling government policies and the skilling ecosystem, and evolving nature of the tourism and hospitality industry;
(b) quantitative primary surveys with 10,158 youth from four categories namely, students in tourism and hospitality or
related sectors, youth engaged in waged and/or salaried jobs or self-employment or entrepreneurial ventures within
the industry, or youth engaged in neither education, employment, or training, and 553 employers (across 5 sub-
sectors identified as Hotels, Food Services, Tourism And Travels, Facility Management, And Cruise Liners – Cruise
Ships) and; 72 qualitative in-depth interactions with a diverse range of stakeholders, including 7 government
ministries, 29 educational institutions, 26 training service providers, and 10 industry associations ; (c) analysis of
periodic labour force survey (2017-2022) to estimate workforce needs within the industry, and (d) synthesis of findings
by collating all the above-mentioned information.
The study attempted to gather and analyze evidence to inform and respond to the following broad questions:
i. What are the present and projected trends for the tourism and hospitality industry in India, particularly concerning
its various subsectors, occupations, functions, and patterns of hiring? How is current employment distributed in
tourism and hospitality’s sub-sectors within India?
ii. What are the primary job roles within each sub-sector, and which roles are considered in high demand, based on
the surveys conducted?
iii. What is the expected incremental manpower requirement in the tourism and hospitality sector? What is the
volume of labourforce that can be potentially trained to work in the tourism and hospitality sector?
iv. How willing is the tourism and hospitality industry to pay higher salaries to formally skilled workforce compared to
their current practice of employing and subsequently training the unskilled workforce?
v. What are the skilling requirements of the workforce in response to technological and other changes, and how do
existing sources of skilling and training through employers align with these needs? Furthermore, what is the
youth’s perception of these changes in the industry?
Key Findings
This report provides a thorough understanding of India’s tourism and hospitality sector, examining the perspectives
of youth on career aspirations, training needs, and their understanding of the impact of technological advancements
on their skilling and employment prospects. Additionally, the report offers insights into employers views on recruitment
practices, skill requirements, training facilities, and the impact of technology on employment and skill development
within the industry.
Youth Survey Findings
Profile
The youth surveys involved interviews with 10,158 young individuals, spanning 121 districts across 20 states and 6
Union Territories of India. The survey covered four distinct groups of youth: students actively pursuing education in
tourism, hospitality, or related fields (or the ‘students in education/training’), young individuals with 0-3 years of
industry work experience and working as waged/or salaried workers (or the ‘Waged/Salaried youth’); youth engaged
in self-employed/entrepreneurial work within the industry (or the ‘self-employed youth’), and youth not currently
engaged in education, employment, or training (or ‘NEET’). Gender-wise, 56 percent of the respondents were males,
and 44 percent were females. The average age of the respondent youth was 25 years, with 57 percent of the youth
falling in the 15 to 25 years age range. In terms of geographical distribution, 55 percent of surveyed youth was from
urban areas, 30 percent from rural regions, and 15 percent from semi-urban locales.
Students in education and training formed 25 percent (2,708 individuals) of the youth sample. When inquired about
the educational background of the students, we found that 35 percent were pursuing their course of study related to
in tourism and hospitality, 6 percent in electricity and water utility, 6 percent in financial services, and 5 percent in
information, communication, and technology (ICT). Of those pursuing education in the tourism and hospitality
segment, 45 percent youth was enrolled in courses related to the hotel sub-sectors, while others reported pursuing
their education in other sub-sectors such as food services, facility management, tourism and travel, and cruise liners.
Regarding the training engagement of those studying in the tourism and hospitality sector, 44 percent were enrolled
in university, 35 percent in long-term training, and 21 percent in short-term training. Gender-wise, 37 percent of males
were engaged in long-term training; 45 percent females were enrolled in university. Of those undertaking short-term
training, 36 percent were pursuing a short-term course for a course related to the hotel sub-sector, 34 percent for
facility management, 13 percent for food services, and 17 percent for tourism and travel. In terms of their work
preferences, we found that around 61 percent of the students expressed readiness to enter the workforce (68 percent
males, 53 percent females). A majority of these youth (77 percent) preferred waged or salaried jobs, while 23 percent
expressed an interest in self-employment. When asked about their sectoral career preferences, 36 percent aspired
to work in tourism and hospitality, 20 percent in education, and 10 percent in the electricity and water utility sectors.
Among those aspiring to join the tourism and hospitality industry, 51 percent aspire to work in hotels, 31 percent in
tourism and travel, and 25 percent in facility management. The most appealing roles within these sectors included
assistant chef and duty manager in hotels, adventure travel guide and customer service executive in tourism and
travel, and billing executive and facility manager in facility management.
Waged or salaried youth working in tourism and hospitality industry formed 24 percent (2,458 individuals) of the youth
sample. In terms of youth’s sectoral engagement, we find that 31 percent of the workers were employed in facility
management, 26 percent in hotels, and 24 percent in food services. While enquiring about monthly earnings of wage
and salaried workers, we found that 89 percent of youth was willing to disclose their earnings. Out of these young
individuals, 43 percent earned between INR 5,000 and INR 20,000, 46 percent earned between INR 20,001 and INR
35,000, and only 12 percent earned above INR 35,000 on a monthly basis. When inquired about workers about their
working hours, we found that on average, 62 percent of workers worked 6 days per week. Although 80 percent stated
that the designated working hours per day were 8 hours, only 39 percent adhered to this, with 61 percent working
more than 8 hours per day, which often extended up to 15 hours per day. The average working hours stood between
10-11 hours per day. Only 41 percent of those working overtime accounted for receiving additional pay. In terms of
contract coverage, the overall coverage was low, with 47 percent of workers lacking any contract and only 53 percent
having either written or verbal contracts. However, contract coverage varied significantly based on skill levels.
Specifically, 65 percent of unskilled workers lacked any form of contract, compared to 46 percent of semi-skilled
workers and 34 percent of skilled workers.
Self-employed youth working in tourism and hospitality industry formed 25 percent (2,586 individuals) of the youth
sample. Of these 25 percent, 39 percent were working in food services, followed by 28 percent in hotels, 21 percent
in tourism and travels. For those in food services, 45 percent were running a business in fast food and quick service
restaurants. Within the hotels sector, 42 percent of the youth was running budget hotels. In the tourism and travel
sector, 48 percent of the surveyed youth was running business as tour and transport operators. Overall, of the 25
percent youth engaged in self-employed or entrepreneurial ventures, 73 percent were self-employed while only 27
percent were entrepreneurs. Among self-employed individuals and entrepreneurs, 89 percent youth willingly disclosed
their monthly earnings. Within this group, overall close to half (i.e. 48 percent) reported earning between INR 5,000
and INR 20,000 monthly, while nearly one-third (i.e. 31 percent) reported earning between INR 20,001 and INR 35,000
monthly.
Youth categorized as Neither in Education, Employment, or Training (i.e. NEET) formed 25 percent (2,506 individuals)
of the youth sample. Over 36 percent of youth under the NEET category were awaiting results or applying for further
education, and 35 percent of them identified scarcity in local jobs as reasons for continuing in NEET category. When
analyzing the reasons behind the NEET status of youth across gender categories, we found no significant differences.
The study further inquired whether these youth was willing to work and we found that overall, 61 percent of the NEET
youth expressed willingness to work. A gender-wise analysis suggested that 67 percent of male were willing to work,
whereas female were 55 percent. Among the 61 percent of NEET youth willing to work, 91 percent had a clear
preference for working in either a waged or salaried job or as an entrepreneur. Within this group of 91 percent
individuals, 76 percent were seeking a wage-salaried job, while the remaining 24 percent were interested in self-
employment or entrepreneurial work. The findings additionally indicated that a significant 87 percent of youth was
actively searching for a job, with no notable gender-based differences observed. Within this actively job-seeking
group, 42 percent had been engaged in the job search for the past 6 months preceding the survey, while 38 percent
had been actively looking for a year.
Regarding the industry preferences of NEET youth who expressed willingness to work, they were asked to choose
among the sectors directly related to tourism and hospitality (electricity/utility, wholesale and retail, financial services,
IT and communication (ICT), education, real estate, administrative services, food and beverage). It was observed that
tourism and hospitality sector was highly preferred by the NEET youth, with 47 percent expressing a preference to
work in this sector, followed by wholesale and retail (9 percent) and electricity and water utility (8 percent) sectors.
Within tourism and hospitality, hotels emerged as the predominant choice, with 61 percent selecting this segment,
followed by 36 percent for food services, 18 percent for facility management, 19 percent for tourism and travels, and
only 6 percent for cruise liners. Youth willing to work in hotels preferred roles like assistant chef and bartender, while
those in food services leaned towards positions such as assistant chef, barista executive, and food and beverage
service associate. In facility management, billing executive, facility management executive and facility manager were
the most preferred roles. In the tourism and travel segment, adventure travel guide and customer service executive
(meet and greet) job roles were the top choices, and in cruise liners, assistant chef and chef de partie job roles stood
out as the most attractive job roles.
Career aspirations of the youth
We further inquired about youth’s career aspirations in 6 months succeeding the survey. Consequently, we report the
type of career aspirations across each category of surveyed youth. Results indicate that out of the youth in education
surveyed, 49 percent aspired for a salaried job in the 6 months succeeding their current education/course, 18 percent
plan for entrepreneurship or self-employment, and only 16 percent aim for higher education in the next six months.
Key determinants for their career choices included job security (34 percent), growth prospects (34 percent), and
decent pay (30 percent). Similar trends are observed among NEET youth, emphasizing the importance of stability,
professional advancement and remuneration. Wage and salaried youth exhibit diverse career aspirations, with 24
percent wanting to continue in their current jobs, 24 percent wanting to venture into entrepreneurship, and 5 percent
wanting to prepare for government exams. Their career decisions were influenced by factors such as job security (33
percent), growth prospects (32 percent) and decent pay (30 percent). Of the self-employed youth, 55 percent aimed
to continue their businesses, 36 percent desired a waged or salaried job and 5 percent preferred to stay at home in
the next six months succeeding the survey. The primary influences of their choices included growth prospects,
emphasized by 36 percent of self-employed individuals. Location proximity (31 percent) and opportunities for
continuous learning and upskilling (27 percent) also play significant roles in shaping their career decisions.
We further try to understand youth’s willingness to join the tourism and hospitality sector. We find that among the
youth not currently employed in tourism and hospitality (i.e. students and NEET constituting 49 percent), 53 percent
expressed willingness to work in the sector. In contrast, among the 51 percent already employed (waged or salaried
youth or self-employed/entrepreneurship youth) in the industry, 59 percent intended to continue working in the same
sector. Reasons for choosing or not choosing to join the sector vary, with those willing to join motivated by personal
interest (67 percent), alignment with educational qualifications (48 percent), and a desire for a diverse and dynamic
environment (32 percent On the contrary, those unwilling to join the sector cited a preference for a different career
path (49 percent), lack of alignment with educational qualifications (44 percent), a preference for more office-based
work (23 percent), and concerns about the seasonal nature of jobs in the sector (23 percent) as deterrents.
We further tried to understand youth’s willingness to join gig work and deduced that overall, 22 percent of the surveyed
youth expressed interest in pursuing gig work, with students displaying the highest interest at 27 percent, followed by
wage and salaried workers at 22 percent. Rural youth showed a slightly higher interest at 24 percent, while urban and
semi-urban youth exhibit slightly lower interest at 22 percent and 19 percent, respectively. For those willing to join gig
work, 53 percent highlighted the appeal of low entry barriers, 47 percent cite a lack of alternative employment
opportunities, and 36 percent are motivated by the prospect of earning a higher supplemental income. Among the 55
percent expressing disinterested in gig work, key reasons included a perceived lack of structure in the work (42
percent), concerns about the absence of clear career progression opportunities (41 percent) and apprehensions about
variable salary structures (40 percent).
Awareness about career counselling services
Overall, less than half of the surveyed youth (43 percent) were aware of the career counseling services available in
their neighborhoods. 47 percent of the students demonstrated awareness compared to only 36 percent of NEET
youth. The lack of awareness among NEET youth may contribute to their inactive status, as they might not be seeking
guidance for potential career paths or opportunities. No significant differences were observed across gender and rural
or urban categories.
Among the 43 percent of youth aware of career counseling services, 65 percent utilized these services, with no
significant differences across different youth categories. Key services utilized by these respondent youth included
information on relevant vacancies (57 percent), advice on starting one's own business (48 percent), and guidance in
job applications, including resume building and cover letter writing (47 percent). Among the 35 percent aware but not
utilizing these services, only 20 percent expressed a desire to do so, citing reasons such as seeking information on
relevant vacancies (54 percent), advice on starting their own business (47 percent), and guidance in job applications,
including resume building and cover letter writing (46 percent).
Awareness about technological advancements
Over half of the surveyed youth (58 percent) were aware of expected changes in employment or skilling within the
sector due to technological advancements. No significant differences were observed across various youth subsectors.
Of those anticipating changes, 37 percent believed there would be a change in their skilling, 26 percent believed
changes would be in employment, and 37 percent believed there would be changes in both skilling and employment.
Within those anticipating changes in skilling or both skilling and employment due to technological advancement, 67
percent expect a heightened focus on workforce readiness skills like digital literacy and resume writing in the teaching
delivery. Additionally, 55 percent anticipate an emphasis on soft skills, 41 percent foresee increased attention to
technical skills, and 28 percent expect a focus on entrepreneurial skills. 25 percent of respondents anticipate there
will be an increased focus on computer programming and software skills, 19 percent expect practical teaching
methods and 17 percent anticipate new study programs in digital technologies.
Among those anticipating changes in employment or both skilling and employment due to technological advancement,
34 percent believed there would be more job opportunities across sectors, 31 percent anticipated the elimination of
some job opportunities, and 30 percent expected both the elimination/redefinition of existing jobs and the creation of
new jobs at the general level. Regarding their own job prospects, 57 percent foresaw more and better methods of
exchange and connectivity with colleagues, 54 percent anticipated more job opportunities to work remotely, and 39
percent expected fewer job opportunities due to displacement by machines/robots.
Awareness about skilling schemes and requirements
We further tried to understand the share of youth who were aware of skilling initiatives in the country. We found that
over 50 percent of the youth was familiar with schemes like Recognition of Prior Learning (RPL), Deen Dayal
Upadhyaya Grameen Kaushalya Yojana (DDU GKY), Sagarmala and Pradhan Mantri Kaushal Vikas Yojana
(PMKVY), while slightly less than half were aware of Craftsmen Training Schemes (CTS), National Apprenticeship
Promotion Scheme (NAPS), and Rural Self-Employment Training Institute (RSETI).
We further asked the youth if they were willing to undergo training for skill development in the tourism and hospitality
industry. The findings indicated that nearly half of the surveyed youth (44 percent) expressed a willingness to undergo
training in the tourism and hospitality sector, with students exhibiting a slightly higher inclination (48 percent). Among
these, 44 percent of youth was willing to undergo training in the tourism and hospitality industry, 49 percent preferred
short-term courses, 41 percent were interested in entrepreneurship-related courses, and 31 percent leaned towards
long-term training programs. Within the group of 44 percent, 55 percent preferred part-time training, and 60 percent
favored residential training. However, only 38 percent were willing to pay for the training with a median amount of INR
5,000. Further, in trying to understand the challenges the youth may face in undergoing training in the tourism and
hospitality sector, we found that financial constraints were a significant concern for 55 percent of the youth.
Migration preferences
In terms of migration preferences, it was found that only 21 percent of the surveyed youth was willing to migrate from
their native area for employment or other reasons. A higher percentage of males (24 percent) expressed willingness
to migrate compared to females (17 percent). Among those willing to migrate, 56 percent preferred moving within their
native state, 44 percent within India but outside their state and only 10 percent expressed a desire to migrate
internationally. Within India, Karnataka (12 percent) is the most favored destination, followed by Uttarakhand (9
percent), Himachal Pradesh (8 percent), Assam (6 percent) and Bihar (6 percent). The primary drivers for youth
migration were improved job and business opportunities (24 percent) and strong connections to family and the native
community (23 percent).
Employer Survey Findings
Profile
Our primary survey with employers involved interviewing 553 employers, from the five sub-sectors identified – Hotels,
comprising of 52 percent of the employers, Food Services (28 percent), Tourism – Tours and Travels (11 percent),
Facilities Management (8 percent), and Cruise Liners – Cruise Ships (1 percent). Of the surveyed employers, 41
percent were working in the organized sector, while 59 percent in the unorganized sector. Further, the study
encompassed employers from various industries and sizes, with micro-scale enterprises forming the majority at 44
percent, followed by small-scale (23 percent), medium-scale (21 percent), and large-sized enterprises (12 percent).
The study delved into various categories of firms within each sub-sector. Within the Hotels sub-sector, the majority
were budget hotels (57 percent), followed by luxury and star hotels (27 percent), homestays (12 percent), and guest
houses (5 percent). In the Food Services sub-sector, coverage included independent cafes (38 percent), fast food
and quick service restaurants (30 percent), restaurant chains (14 percent), canteens and dhabas (12 percent), and
outdoor catering (6 percent). Employers within the Facilities Management sub-sector belonged to various categories
of hospitality-related services in malls (17 percent), theaters (12 percent), guesthouses (10 percent), corporate towers
(48 percent), and hospitals (5 percent). In the Tourism- Tours and Travels sub-sector, three categories - tour operators
and agents (31 percent), tour transport (42 percent), and tour and travel - adventure transport (24 percent)- were
covered.
Workforce details
Within the firms surveyed, 36 percent of the workers were entry-level, 15 percent were mid-level workers, and the
remaining were top-level workers. In terms of gender decomposition, the total workforce of the employees constituted
69 percent male workers and 31 percent female workers. Upon inquiry with employers on their hiring of migrant
workers, 29 percent employers confirmed hiring the same. A firm-type level of analysis suggests that a larger share
of unorganized firms (32 percent) hired migrant workers than organized firms (27 percent). A firm size wise analysis
suggests that 43 percent of the medium-sized enterprises reported hiring migrant workers, followed by large-sized
(35 percent) and small-sized (35 percent) enterprises. A sub-sector wise analysis suggests that 38 percent of the
facilities management employers and 34 percent of hotel employers reported hiring migrant workers. A state-level
analysis suggested that 40 percent employers hired migrant workers from Bihar, 25 percent from Uttar Pradesh, 19
percent from Maharashtra, 13 percent from Delhi, and 11 percent each from Gujarat and Madhya Pradesh.
Upon enquiring with about the attrition rate of workers in the last fiscal year (2022-23), employers reported an average
attrition rate of 21 percent. There were no significant differences in attrition rates between organized (22 percent) and
unorganized firms (20 percent). A sub-sector wise and firm size wise analysis suggested that Tourism – Tours and
Travel employers and micro-sized enterprise employers reported an average attrition rate of 22 percent – highest
across their respective categories. According to employers, the high attrition rate in the sector is primarily attributed
to lower wages (cited by 49 percent of employers), anticipation of more lucrative job opportunities (cited by 49 percent
of employers) and shifts in personal interests after 1-2 years of employment (cited by 33 percent of employers).
Within the firms surveyed, 36 percent of the workers were entry-level, 15 percent were mid-level workers, while
remaining were top-level workers. In terms of the gender decomposition, the total workforce of the employes
constituted 69 percent male workers and 31 percent female workers. Upon inquiring with employers about hiring
migrant workers in their organizations, 29 percent confirmed that they hired migrant workers. A firm-type level of
analysis suggests that a larger share of unorganized firms (32 percent) hired migrant workers than from organized
firms (27 percent). A firm size wise analysis suggests that 43 percent of the medium-sized enterprises reported hiring
migrant workers, followed by large-sized (35 percent) and small-sized (35 percent) enterprises. A sub-sector wise
analysis suggests that 38 percent of the facilities management employers and 34 percent of hotel employers reported
hiring migrant workers. A state-level analysis suggested that 40 percent employers hired migrant workers from Bihar,
25 percent from Uttar Pradesh, 19 percent from Maharashtra, 13 percent from Delhi, and 11 percent each from Gujarat
and Madhya Pradesh.
Recruitment patterns and challenges
Our inquiry with employers regarding recruitment modes for entry-level workers revealed that 45 percent of the
employers recruited workers from tourism and hospitality colleges, 42 percent relied on local community networks,
28 percent utilized employee references/other referrals, 25 percent each recruited from other colleges/universities
which had a dedicated Tourism and Hospitality programs, and online portals. No notable variations were observed
based on firm size or the organized/unorganized nature of firms.
Employers remarked that the challenges within recruitment are multifaceted in this industry, with 52 percent of
employers identifying the limited availability of appropriately trained and technically skilled personnel as a key barrier.
About 37 percent of employers cited a lack of suitable educational institutions with relevant courses for campus
recruitment as a challenge. Concerns about the absence of required soft skills (mentioned by 31 percent employers),
mismatched wage demands with skills (reported by 29 percent employers), and challenges related to accommodation
demands from candidates (indicated by 18 percent employers) were also highlighted. For hiring female entry-level
workers, the biggest challenge shared by employers was limited job seekers among girls and women as reported by
39 percent of employers, followed by a lack of education and skills and a higher proportion of female candidates
declining after completion of the recruitment process, as cited by 38 percent and 37 percent of employers,
respectively.
Required educational qualifications
The preferred minimum educational qualification for entry-level workers is a graduation degree, as indicated by 26
percent of employers. This trend was consistent across each sub-sector, except for food services employers, where
37 percent of employers mentioned that they mainly recruit based on workers' ability to read and write. About 23
percent of employers prefer candidates who have completed higher secondary (class XII), while another 23 percent
of employers mentioned that they do not require any formal educational degree but only an ability to read and write.
Awareness about Recruit-Train-Deploy
Our enquiry with employers on their awareness of industry-funded trainings for hiring candidates through Recruit Train
Deploy (RTD) revealed that only 26 percent of the employers were aware about the method. A sub-sector level
analysis suggested that hotels were relatively more aware (31 percent), compared to 29 percent of employers from
facilities management and 26 percent in tourism tours and travels sectors. Among the 26 percent of employers aware
about RTD, 67 percent mentioned its role in training employees on specific industry skills, 47 percent saw it as a
solution to bridge industry skill gaps, 45 percent viewed it as a means to recruit fresh graduates or career changers,
and 39 percent believed it could overcome challenges in partnering with training service providers.
Assessing employers interest in adopting RTD, out of the 26 percent aware of RTD, 71 percent expressed interest in
adopting RTD within their organizations, 23 percent were unsure, and the rest were not willing to adopt RTD for
employing workers. When analyzed by the firms type, 77 percent of unorganized firm employers were interested,
while 64 percent of organized firm employers expressed an inclination to adopt RTD in the future. Those employers
who expressed hesitation or uncertainty about adopting RTD as a recruitment strategy cited reasons including
skepticism about the approach (56 percent), a lack of resources for training collaboration (22 percent), difficulty in
partnering with training service providers (11 percent), and uncertainty about the quality of trainers (11 percent).
Job roles for entry level workers
The enquiry with employers on top job roles for which they recruited entry-level workers revealed that notable entry-
level positions, as mentioned by employers, include assistant chef (43 percent), commis chef (31 percent), and duty
manager (29 percent) in the Hotels sub-sector, kitchen helper (45 percent), demi chef de partie (35 percent), and food
and beverage service associate (35 percent) in the Food Services sub-sector, and roles such as facility staff manager
(48 percent), multi-purpose associate (45 percent), and billing executive (45 percent) in the Facility Management sub-
sector. In the Tourism, Tours and Travels sector, sought-after roles include assistant instructor - rope activities (58
percent), adventure travel guide (53 percent), and customer service executive (meet and greet) (52 percent). In the
Cruise Liners – Cruise Ships sector, prominent entry-level positions include chef de partie (80 percent), assistant chef
(60 percent), and demi chef de partie (60 percent). Across organized and unorganized sectors, there is consistency
in the top entry-level job roles, with organized employers showing a preference for executive positions.
Employers inquiries regarding hard-to-fill job roles revealed that the aforementioned job roles are also challenging to
recruit for when seeking entry-level workers. For instance, employers in the Food Services, Facilities Management,
and Tourism – Travels and Tours sub-sectors shared that the top five demanded job roles coincided with the top hard-
to-fill job roles. Employers cited reasons such as a lack of technical and soft skills in prospective workers as challenges
they face during recruitment.
Wages and wage premium
To understand wage dynamics, we inquired with employers about the average monthly wage offered to entry-level
workers in their organizations. The survey results revealed that the median monthly wage for entry-level workers
stood at INR 13,000. Within the organized sector, the median monthly wage was slightly higher at INR 15,000,
whereas in the unorganized sector, it was at INR 12,000. Sub-sector level analysis revealed that employers in the
Hotels, Facilities Management, and Tourism-Tour and Travel sub-sectors offered a median monthly wage of INR
15,000. In the Cruise Liners – Cruise Ships sector, the median monthly wage was INR 14,000, and in the Food
Services sub-sector, it was INR 10,000. Inquiring about wage offerings in different firm categories within sub-sectors,
we found that in the Food Services sub-sector, all categories, except for restaurant chains and outdoor catering,
provided a monthly median wage of INR 10,000 to entry-level workers. Restaurant chains and outdoor catering offered
a slightly higher monthly median wage at INR 15,000 each. In the hotels sub-sector, luxury and star hotels offered
the highest median monthly wage of INR 15,000, followed by budget hotels at INR 13,000. In the Facilities
Management sub-sector, the malls category leads with the highest offering at INR 20,000. For the Tourism-Tour and
Travel sub-sector, firms in the tour and travel – adventure transport category provided the highest monthly median
wages (INR 15,000) to their workers.
Regarding wage premiums for entry-level workers, 83 percent of employers responded affirmatively (more within
organized firms with 88 percent employers than 80 percent employers from unorganized firms). Of those who offer
wage premiums, they were further inquired about the reasons for providing the premiums. We find that 67 percent of
the employers offer if the workers have technical skills, 49 percent consider hands-on training experiences, and 40
percent consider those who have completed relevant short-term training courses. In terms of firm size, the majority of
large-sized firms’ employers (79 percent), as well as 65 percent of both medium-sized and small-sized firms’
employers, reported providing wage premiums based on technical skills. Interestingly, when it comes to providing
wage premiums for workers with hands-on experience, large-sized enterprises showed more inclination, with 63
percent of employers offering such premiums.
Within sub-sectors, Facilities Management (88 percent) and Hotels (86 percent) are the leading sub-sectors in
providing wage premiums. Notably, Facilities Management emphasized short-term training courses, while Hotels
prioritized technical experience to offer wage premiums. In addition, regarding the amount of wage premiums,
employers shared that they would prefer to pay premiums within a range of 1-10 percent. Across firm sizes, among
the employers expressing a willingness to offer wage premiums, 47 percent of micro-sized enterprises indicated that
they offer 1-5 percent more than standard wages. For medium-sized and small-sized enterprises, approximately 44
percent of employers in each category provide a premium ranging from 6-10 percent more than normal wages.
Skills and training requirements
Examining the need for skills training, 51 percent of the overall surveyed employers affirmed it as a necessity for the
skill development of their employees. Organized firms’ employers (54 percent) expressed a slightly higher requirement
for the skill development of their employees compared to unorganized firms (49 percent). Written and verbal
communication was cited by 60 percent of employers as one of the top five relevant skills for employees, followed by
problem-solving skills such as grievance redressal, customer interaction (49 percent), and literacy and numeracy
skills (47 percent).
While identifying relevant skills is crucial, it is equally important to assess areas where workers exhibit the least
proficiency. After investigating the top five skills considered crucial in the workplace and identifying areas where
workers often lack proficiency, we observed a consistent trend. Written and verbal communication skills emerged as
the most common areas of least proficiency among workers across three out of five sub-sectors, aligning with the
overarching finding that employers often perceive these skills as the most deficient among their employees.
Evaluation, judgment, and decision-making is also a lacking skill, accounted for by 52 percent of employers in the
Facilities Management sub-sector and 40 percent of employers in the cruise liners – cruise ships sector.
Regarding training facilities for employees, we inquired about organizations providing training and the types of
facilities offered. Overall, 34 percent of employers provide training facilities. Of these 34 percent, 60 percent had in-
house training and others relied on sponsored training (37 percent) or provided internship opportunities (33 percent).
A larger share of organized firms (54 percent) offered had training facilities than unorganized firms (21 percent). Sub-
sector level analysis showed that a larger share of employers from Cruise Liners-Cruise Ships, Hotels, and Facilities
Management had training facilities, reported by 100 percent, 52 percent, and 40 percent respectively.
Regarding output efficiency at work, the employers were asked at the time of recruitment about the comparison
between formally trained and untrained employees. Overall, 61 percent of employers remarked that there is a
difference between the two, followed by 24 percent believing that a formally trained person is slightly better by less
than 10 percent. In terms of requirements and availability of facilities for providing skills training to employees, there
is an observed decreasing trend as the size of a firm decreases. Specifically, 51 percent of the overall surveyed
employers agreed on the necessity of skill development for their employees. Among organized firms, over 50 percent
show a higher availability of training facilities, while only one-fifth of the unorganized firms have similar facilities.
Organized firms’ employers (54 percent) express a higher demand for skill development compared to unorganized
firms’ employers (49 percent). Across sub-sectors, the highest training need is reported by 62 percent of employers
in the Facilities Management sub-sector, followed by 53 percent of employers in each of the Tourism- Tour and Travel
and Cruise Liners sub-sectors.
Less than half of the employers expressed the need for augmenting training, citing reasons such as cost constraints,
high attrition among workers and time limits due to the fast-paced nature of work. Inquiring about past training
initiatives, among the 34 percent of employers with training facilities, 21 percent had not provided any training in the
past year. The primary reasons cited for not providing training include cost constraints (39 percent) and high employee
attrition (34 percent). Only 43 percent of employers expressed interest in providing training to their workers in the
coming 12 months. There were no significant differences across organized and unorganized sectors in willingness to
provide training. However, as the size of a firm decreases, there is a decrease in the willingness to provide training to
employees. Reasons shared by employers for not inclined to provide future training include cost constraints or lack
of resources, time constraints due to high-paced work, and high attrition of employees, as reported by 45 percent, 43
percent, and 42 percent of employers, respectively.
Technology and India’s future of tourism and hospitality sector
Regarding current adoption of technology, all employers unanimously confirmed employing technology in some
capacity within their routine activities. However, the current level of technology adoption is relatively low, with 69
percent of employers indicating a low extent (0-25 percent tasks within jobs are automated). This consensus holds
across sub-sectors, with a significant majority of employers in the food services and hotel sub-sectors (ranging from
58 percent to 80 percent in each sub-sector) reporting limited technology utilization. Large-sized enterprise employers
demonstrate relatively more advanced technology adoption, as 35 percent employers remarked medium extent of
technology adoption (i.e., 25-50 percent of business tasks automated). In contrast, micro-sized and medium-sized
enterprises employers showed a low extent of technology use in current times, as indicated by 73 percent and 70
percent of employers within each enterprise type, respectively.
In terms of future expected technology adoption, 52 percent of employers perceived a medium extent, expecting 25-
50 percent of tasks within jobs to be automated in the next three years. About 40 percent of employers expressed a
perception of low extent of automation or technology usage in the next three years. The same analysis, at the
enterprise-size level revealed that among the employers in large-sized enterprises, 45 percent of employers perceived
a medium extent, 29 percent perceived a low extent, and 15 percent expected a high extent (50-75 percent
automation) in the next three years. For small-sized enterprises, 49 percent employers expect a medium extent, and
46 percent expect a low extent of automation. The sub-sectors that stood out in terms of expecting to adopt technology
in the next three years are Food Services (60 percent of employers) and Tourism – Tours and Travels (55 percent of
employers), compared to other sub-sectors. About 12 percent of employers in Facilities Management expressed a
high degree of automation expectation (50-75 percent of tasks within jobs). In the Cruise Liners – Cruise Ships sub-
sector, the majority (80 percent of employers) perceived a low degree of automation expectation in the next three
years.
The assessment with employers on whether there was an increase in technology adoption in their organizations
especially since COVID-19 revealed that overall, 93 percent of surveyed employers confirmed this scenario. Breaking
down the data between organized and unorganized firms, 94 percent of organized firms and 92 percent of
unorganized firms reported an increase in technology utilization after the COVID-19 pandemic. Additionally, the firm-
size level analysis suggests that 97 percent of medium-sized enterprises, and 95 percent of large sized enterprises
reported an increase in technology adoption since the COVID-19 pandemic. When asked about the reasons for
introducing technology in their organizations, 56 percent of organized firms cited quality enhancement in service
provision as the main reason, while for unorganized firms, only 23 percent identified this as a primary reason for
adopting technology. No significant differences across sub-sectors were observed.
Regarding how employers intend to use technology in the next year, overall, 96 percent employers expressed a
willingness to increase their organization’s respective technology usage within 12 months. Unorganized firms’
employers (97 percent) displayed a slightly higher inclination compared to organized firms’ employers (95 percent).
At the sub-sectoral level, more than 90 percent of employers expressed a willingness to increase the use of technology
in the next 12 months. The primary reasons for adopting technology in the next year varied across sub-sectors. For
instance, employers of Facilities Management (67 percent) and Cruise Liners - Cruise ships (100 percent) stressed
on cost reduction, while Food Services and Tourism – Tours and Travels employers emphasized focusing on
enhancing service delivery through technology adoption. Among the employers who do not plan to adopt technology
in the next 12 months, 57 percent cited lack of financial capacity as the primary reason. This sentiment was consistent
across sub-sectors, with employers in Hotels, Food Services, Tours and Travel, and Facilities Management
expressing financial constraints and a perceived lack of necessity as the main reasons for resisting technology
adoption.
In terms of awareness of specific types of technologies, all employers (100 percent) were aware of the usage of digital
reservations, with complete awareness across both organized and unorganized firms. For digital marketing and social
media, 80 percent of the overall employers sample expressed awareness, with higher awareness among organized
firms (91 percent) compared to unorganized firms (73 percent). The awareness and utilization of all these technologies
are notably lower among micro-enterprises employers compared to large, medium, and small scaled enterprises
employers. For instance, regarding virtual reality and artificial intelligence, only 25 percent of employers in micro-scale
enterprises are aware, compared to 31 percent of small-scale enterprises employers, 43 percent of medium-scale
enterprises (43 percent) and 62 percent of large-scale enterprises employers.
The study further inquired with employers on their perception vis-à-vis technology to bring about both job displacement
and creation in the next three years, with a focus on the emergence of new job roles Specifically, larger and medium-
sized enterprises expressed a stronger belief in the creation of new job roles as a significant outcome of technological
advancements, with 23 percent of large-sized employers and 31 percent of medium-sized employers emphasizing
this perspective. Additionally, employers reported significant awareness of technology's impact on job losses among
both less-skilled (51 percent) and medium-skilled (58 percent) workers. Additionally, 52 percent of employers in both
categories experienced actual job losses due to technological changes.
Towards forthcoming job roles due to advancement of technology, overall employers anticipate that key labor-
intensive roles, such as assistant chefs and barista executives, will continue to be in demand, albeit with a slight
possibility of displacement. Additionally, there is an expected increase in demand for positions related to digital
marketing and revenue management. The specific job roles expected to be highly demanded in the future vary across
sub-sectors. For instance, banquet managers (45 percent) and assistant chefs (44 percent) are highlighted by
employers in the hotels sub-sector while assistant chefs (47 percent) and barista executives (41 percent) are
highlighted by employers in the food services sub-sectors.
Future Manpower Requirements in Tourism and Hospitality Sector
To assess labor demand in the tourism and hospitality sector from 2024 to 2028, a sectoral employment elasticity
approach, measuring the percentage change in employment with a one percentage point change in economic growth
(GVA) was employed. Utilizing employment and GVA data from 2011-12 to 2022-23, sourced from the NSSO, Census
of India, PLFS (2017-2022), and RBI's KLEMS database, years 2020 and 2021 were excluded due to the pandemic's
impact. Using PLFS 2021-22 data, we estimated that the sector employed 10.4 million individuals in 2022, with a GVA
of INR 12,171 million. Extrapolating GVA data until 2021, we projected a 5.9 percent average growth rate for GVA in
tourism and hospitality from 2022 to 2028. With an estimated employment elasticity of 0.97, the tourism and hospitality
sector is projected to require a workforce of 11.8 million individuals (aged 15 years and above) in 2024, at a CAGR
of 16.5 percent to reach 14.8 million in 2028. The primary contributor to the total workforce demand will be
accommodation and food services sub-sector, engaging around 93 percent of the workforce, i.e., 11 million individuals
(aged 15 years and above) in 2024 and is further expected to increase to 13.8 million in 2028. Administrative and
support services subsector closely follows, with labor demand of 0.6 million in 2024, demonstrating a percentage
increase of around 33.3 percent to 0.8 million in 2028. The total incremental demand between 2024-2028 is projected
to be 3 million, of which 93 percent is expected to come from accommodation and food services sub-sector alone.
The analysis of workforce requirements across skill categories reveals that 36 percent of surveyed youth identify
themselves as skilled workers, 36 percent as semi-skilled, and 30 percent as unskilled. This breakdown indicates that
out of the total 3 million additional workforce needed by 2028, approximately 1.1 million will be skilled, 1.1 million
semi-skilled, and 0.8 million unskilled. Additionally, a state-wise analysis shows that Maharashtra, West Bengal, and
Tamil Nadu have the highest share of incremental demand, while states like Uttar Pradesh, Karnataka, and Andhra
Pradesh fall into the medium category. Lastly, states such as Punjab, Assam, and Telangana exhibit a lower share of
incremental demand. Overall, these findings shed light on the distribution of manpower requirements across different
skill levels and geographic regions.
Potential Trainable Pool in the Tourism and Hospitality Sector
In our analysis to assess the availability of manpower that is willing to join tourism and hospitality sector and can be
trained, we employed a multi-step approach. Utilizing data from the 2022-23 periodic labor force survey and our own
youth survey, alongside information from government sources, we determined the count of trainable youth interested
in the sector. Our estimates revealed that out of India's 400 million individuals aged 15-34 years, approximately 20
million were unemployed and available for work across sectors. Out of these 20 million individuals, 5.8 million
expressed readiness for employment within tourism and hospitality.
Further delving into our findings, we discovered that only 1 percent of these 5.8 million youth had received formal
training in the tourism and hospitality sector, leaving a significant training gap. This gap amounts to 5.7 million young
individuals lacking formal training yet possessing the potential to contribute to various segments within the industry,
from hospitality and facility management to tour operations and allied services. If adequately trained, this pool of 5.7
million individuals has the potential to fulfill the additional workforce demand of 3 million by 2028.
A state-wise analysis suggests that Uttar Pradesh (16 percent), Maharashtra (10 percent), Bihar (8 percent) and West
Bengal (8 percent) account for the highest share of potential trainable pool, followed by Andhra Pradesh (7 percent),
Tamil Nadu (6 percent), Madhya Pradesh (6 percent), Rajasthan (6 percent), Karnataka (5 percent), and Gujarat (5
percent).
Conclusion and Policy Recommendations
The tourism and hospitality sector is growing at a rapid pace complemented by increased contributions from foreign
exchange earnings and an increase in manpower requirements within the industry. However, there remains a large
pool of youth who is willing to work within the tourism and hospitality industry but remains untrained. In addition, the
current training landscape is plagued with numerous challenges. For instance, there is a shortage of professionally
trained teaching instructors, the curriculum does not cater fully to the evolving skilling requirements in light of
technological advancements, small scale employers do not have adequate in-house training provisions for their
workers, and workers lack the essential soft and technical skills. Moreover, industry norms of long working hours and
low wages contribute to high attrition among the workers, impacting not only workforce stability and job satisfaction
but also industry's ability to meet changing consumer demands. Given the industry’s bright future in creating
employment opportunities for the youth, especially in light of evolving skilling landscape, an increased focus on
upskilling and reskilling initiatives is crucial to ensure the workforce remains adaptable and meets industry needs.
In response to the above, we recommend that the government’s focus/ prioritized response may align with the
following recommendations:
1) Scale up the provision of skilling through industry-led trainings initiatives: In order to address the growing
manpower requirements in the sector along with a large volume of youth who can be potentially trained, the
industry may actively take continuous initiatives in providing formal trainings, upskilling/reskilling programs of
workers, with THSC’s support. Further, THSC should utilize insights from demand studies to identify emerging
or declining job roles and evolving skill requirements. State governments must be informed of these findings,
empowering industry associations at state and sub-sector levels to improve worker training programs.
2) Address the needs of tourism and hospitality employment in India's tourism-heavy states: Different state
governments in their tourism policies emphasize different state-specific initiatives, which require building on key
job roles, and skills for youth. This necessitates active collaboration and support from THSC, the Ministry of
Tourism, and the Ministry of Skill Development and Entrepreneurship. Further, regarding rural homestays, state
governments, such as Maharashtra, can enhance policies to support the growth of homestay businesses,
providing training and resources for homestays hosts and promoting quality standards for optimum employment
potential for tourism sector.
3) Increased focus on skilling of migrant workforce: In view of ongoing workforce mobilization towards ageing states
and employment-heavy states such as Karnataka and Tamil Nadu, it is recommended to prioritize
comprehensive training and upskilling programs for migrant workers. These initiatives may focus on enhancing
cultural sensitivity (such as respecting people from different states and races) promoting personality
development and include modules for learning at least one regional language based on candidate preferences,
which would aid In easing the integration of workers into the employment workforce of the states they migrate
to. THSC can play a vital role by organizing awareness sessions for youth and implementing training modules
for trainers/teachers that would aim to cultivate an understanding of diverse cultures, races, and customs
prevalent in different regions, fostering open dialogue, and promoting empathy, tolerance, and appreciation for
differences.
4) Investment in cross training and upskilling courses for youth: THSC could collaborate with the Ministry of Skill
Development and Entrepreneurship and the Ministry of Education to promote short-term e-learning certificate
courses in premier educational institutions, lasting 3-6 months. These courses can focus on essential skills like
communication, problem-solving, language proficiency, and data analysis. These courses may incorporate
mandatory internships and offer apprenticeship opportunities post-completion. In promoting these e-learning
programs, THSC may encourage service providers to offer curricula in multiple languages, including local
languages, and English for enhanced accessibility.
5) Emphasis on trainer/teacher training and professional development: THSC may invest in quarterly training
sessions for teachers and trainers to keep them updated on industry trends and curriculum delivery methods.
Additionally, for smaller private educational institutions or training service providers, THSC may facilitate regular
industry outreach to ensure their staff receives frequent professional development training.
6) Increased focus on gig workers skilling: Workers in gig economy, such as taxi drivers, Uber/Ola auto drivers,
cleaners, and cooks, may receive skill improvement support through THSC and industry initiatives. Prioritizing
specialized training for workers in various arenas, including tourist touchpoints and street food vendors can
enhance their contributions to the tourism experience and promote inclusive growth in the industry. Collaborative
efforts involving THSC, educational institutions, training institutions, industry players, the NSDC, and MSDE can
aid in customizing training programs to meet the specific needs of these workers.
7) Promoting trainings in small-sized firms and informal sector firms through industry collaborations and THSC
support: THSC may promote training for workers in small-sized firms and the informal sector, whether through
in-house programs or outsourced training. To support smaller players facing cost constraints, collaborations
between THSC and industry stakeholders can facilitate access to freely available online courses or affordable
solutions from training providers. Encouraging participation through certificate benefits and recognition on
THSC's social media platforms can serve as incentives for these firms to expand their training facilities for
workers.
8) Issuing joint certification of THSC and FSSAI: Due to limited integration of Food Safety and Standards Authority
of India (FSSAI) rules and regulations into the existing training curricula, it is suggested that THSC and FSSAI
can collaboratively introduce joint certification programs tailored for informal workers like street food vendors
and food delivery associates. This joint initiative would ensure these workers adhere to hygiene and food safety
standards, elevating consumer confidence and enhancing the overall service quality within the industry.
9) Utilizing industry-institutions linkages for ensuring quality placements of students: In addition to THSC’s active
role in academia-industry linkages through its involvement in different aspects such as advisory boards, curricula
and through career support, it is recommended that THSC directly engages with private and government
educational institutes and industry partners through webinars, seminars, and workshops. Facilitating a dialogue
on evolving skilling needs, emerging job roles, and industry changes is crucial, positioning THSC as a mediator
to inform educational institutions and industries about necessary adjustments, ultimately improving the overall
quality of placements.
10) Awareness for youth on skilling and training initiatives and apprenticeships: Given THSC has been promoting
awareness for National Apprenticeship Promotion Scheme (NAPS), it is further suggested that industry
stakeholders are encouraged to educate youth about its benefits and to promote apprenticeships as an important
skilling model. For THSC, innovative digital measures, including interactive brochures and features like ‘news
tracker’ linked across websites and social media platforms, to enhance awareness is recommended. Interactive
workshops tailored for small-sized firms can further expand for them the required awareness of apprenticeships
and internships, fostering knowledge-sharing and collaboration across various industry segments.
11) Building positive sentiment for the tourism and hospitality industry: THSC can conduct periodic awareness
sessions by collaborating with key stakeholders like NSDC, MSDE, Ministry of Tourism, and various employers
through initiatives such as webinars and seminars. Additionally, THSC can guide the industry in standardizing
and improving workers' working hours and wage rates, offering real-time suggestions for sector-specific
enhancements. This collaborative approach aims to create a mutually beneficial environment for both employers
and workers, reducing workforce attrition.
12) Career guidance and counselling services through THSC’s facilitation: THSC may partner with educational
institutions to train teachers who can guide students on potential career paths within the tourism and hospitality
industry. The expansion of career counseling services can further be strengthened by collaborating with the
National Career Services under the Ministry of Labour and Employment, enabling broader outreach and
scalability for comprehensive career guidance. THSC may also prioritize inclusive targeting in knowledge
sessions and training programs, ensuring the active participation of diverse worker categories, including women,
self-employed individuals, informal workers, gig workers, and entrepreneurs.
13) Measure effectiveness of training programs and creation of a public dashboard: It is suggested that THSC
develops a public dashboard or information portal, leveraging its continuous engagement in industry dialogues,
research initiatives, and the development of the tourism and hospitality sector. This dashboard may be regularly
monitored and dynamically updated to serve as a valuable source of public information. Additionally, consistent
efforts to update the portal with information on emerging trends, technologies, and safety innovations, particularly
in newer streams of tourism such as adventure sports, are recommended.
14) For cruise tourism's best potential global growth: Aligned with India's cruise tourism national policy, THSC can
play a crucial role in creating a skilled workforce adhering to international cruise tourism standards. This involves
evaluating the market demand for cruise tourism workers and providing tailored training for Indian youth that
caters to both domestic and global markets, in addition to offering sector-specific courses to promote the
development of workers in this specialized segment.
The detailed report is structured as follows:
Chapter 1 provides insights into the study’s rationale, scope and methodology.
Chapter 2 describes the tourism and hospitality’s economic, employment, and skilling context. The section also
focuses on government initiatives and the future of tourism and hospitality sector.
Chapter 3 highlights the survey findings drawn from youth’s perspectives on evolving skilling requirements.
Chapter 4 provides industry’s perspectives gathered from interviews with employers and qualitative interviews
with different stakeholders.
Chapter 5 provides the estimates of future manpower requirement within tourism and hospitality industry.
Chapter 6 provides the estimates for potential training pool in the tourism and hospitality sector.
Chapter 7 concludes the study findings and provides the policy recommendations.
1. Introduction
1.1. Skill Gap Study’s Rationale
The growing tourism and hospitality sector, in tandem with technological progress and the emergence of trends such
as adventure tourism, wellness, and medical tourism, as well as cruise tourism, is influencing the labor market
dynamics. Furthermore, the ongoing integration of technology and the sustained development of these emerging
trends are anticipated to persist into the near future. It is, therefore, important to study these shifts, given the dynamic
nature of the industry. With the industry demonstrating these changes, it is likely to prompt shift in skill requirements
and manpower needs within the sector, However, the informal nature of the tourism and hospitality industry presents
a significant challenge in building a skilled workforce. A glaring example is the fact that only 1 percent of the workforce
in the sector has received formal training 20. This lack of formal training may lead to a workforce with limited skills and
proficiency, potentially impacting service quality and the overall competitiveness of the industry. Gaining a fresh
perspective on the effects of these changes and therefore conducting an updated industry analysis that provides
understanding of human resources and skill requirements beyond that is crucial.
Recognizing the evolving skilling requirements, the Tourism and Hospitality Sector Skill Council (THSC) has
commissioned a skill gap study to make available credible and fresh data about the actual skill gap in this industry;
top job roles within the sub-sectors of tourism and hospitality; expected incremental manpower requirement in tourism
and hospitality sector, ascertain the industry’s willingness to pay higher salaries to the formally skilled manpower in
relation to the untrained manpower, and understand the skill gap in the industry in light of the evolving sector.
PricewaterhouseCoopers Services LLP (PwC) has therefore been engaged by THSC to undertake this study,
covering 20 states and 6 Union Territories (UTs) across India.
1.2. Tourism and Hospitality Sector’s Background

India, with its population of 1.4 billion and a 7.5 percent share in the global GDP (US$ 101.3 trillion), emerged as the
world's fifth largest-growing nation in 202321. The International Monetary Fund anticipates India's GDP to escalate,
projecting a rise from over US$ 3.4 trillion in 2022 to reach US$ 5 trillion by 202822. Within India's rapidly expanding
service sector, which is growing at a remarkable 10.3 percent per year, the tourism and hospitality industry is the
second most significant contributor23. In 2019, the tourism and hospitality sector made a substantial contribution of
US$ 191 billion, equivalent to 6.7 percent of India’s total economy valued at US$ 2,840 billion24. The COVID-19
pandemic led to a severe blow to India's tourism and hospitality industry in 2020, causing a 36 percent decline in GDP
contribution from US$ 191 billion in 2019 to US$ 122 billion25. Despite this setback, the industry rebounded
remarkably, with a1 45 percent growth in 2021 and a substantial 21 percent growth in 2022, contributing a total of
US$ 215 billion26. The sector's direct contribution to India's GDP is on a trajectory of impressive escalation, with
projections indicating a rise from US$ 215 billion in 2022 (7.5s percent of India’s GDP) to a substantial US$ 512 billion
by 2029, showcasing a resilient and consistent growth path27.
India has witnessed growth in the tourism sector, accompanied by a rise in foreign exchange earnings (FEE). From
an average of around US$ 17,000 million between 2011 and 2015, FEE reached a peak of US$ 30,000 million in
201928. However, the onset of the pandemic in 2020 led to a sharp decline in FEE earnings to reach US$ 6,958
20
National Statistical Office. (2022). Periodic Labour Force Survey (July 2021-June 22). Ministry of Statistics and Programme Implementation, Government of India. Retrieved from:
https://mospi.gov.in/sites/default/files/publication_reports/AnnualReportPLFS2021-22F1.pdf / Author’s calculations using data from Periodic Labour Force Survey 2021-22.
21
The World Bank. GDP (current US$) - India. Retrieved from https://data.worldbank.org/indicator/NY.GDP.MKTP.CD?locations=IN
22
Ministry of Finance, Government of India. (2023). Economic Survey 2022-23. Government of India, Department of Economic Affairs, Economic Division, New Delhi. Retrieved from:
https://www.indiabudget.gov.in/economicsurvey/doc/echapter.pdf ; Statista (2023). India: Share of global gross domestic product (GDP) adjusted for Purchasing Power Parity (PPP)
from 2018 to 2028. Retrieved from: https://www.statista.com/statistics/271328/indias-share-of-global-gross-domestic-product-gdp/
23
In India's 2022-23 Budget, it was reported that Trade, hotels, transport, communication, and broadcasting services contributed 17 percent to the country's services sector. This was
the second-largest contribution after the 21 percent from Financial, real estate, and professional services, which also includes the information technology sub-sector. Retrieved from:
https://www.indiabudget.gov.in/budget2022-23/economicsurvey/doc/eschapter/echap09.pdf
24
The World Bank. GDP (current US$) - India. Retrieved from https://data.worldbank.org/indicator/NY.GDP.MKTP.CD?locations=IN; India Brand Equity Foundation Report 2023.
Tourism and Hospitality Industry in India 2023. Retrieved from https://www.ibef.org/download/1707292245_Tourism-and-Hospitality-December-2023.pdf
25
December-2023.pdf
26
December-2023.pdf
27
December-2023.pdf
28
million, marking a 78 percent decrease. Encouragingly, there was a substantial recovery in 2022, with FEE increasing
by 143 percent compared to the pandemic-hit year of 202029.
employment generation. The tourism and hospitality sector employed 39 million workers in 2019-20 and is further
expected to employ 53 million people by 2029 30.
1.3. Scope of the Study

The main objective of this skill gap study is to explore the labour market and skilling landscape and undertake a
manpower requirement estimation and skill gap assessment in India’s tourism and hospitality sector. This would lay
the groundwork for developing an assessment and action plan to address workforce requirements for relevant and
emerging job roles and address potential employment opportunities in the future. The study attempts to gather and
analyze evidence to inform or respond to the following broad questions:
i. What are the present and projected trends for the tourism and hospitality industry in India, particularly concerning
its various subsectors, occupations, functions, and patterns of hiring? How is current employment distributed in
tourism and hospitality’s sub-sectors within India?
ii. What are the primary job roles within each sub-sector, and which roles are considered in high demand, based on
the surveys conducted?
iii. What is the expected incremental manpower requirement in the tourism and hospitality sector? What is the
volume of manpower that can be potentially trained to work in the tourism and hospitality sector?
iv. How willing is the tourism and hospitality industry to pay higher salaries to formally skilled manpower compared
to their current practice of employing and subsequently training raw manpower?
v. What are the skilling requirements of the workforce in response to technological and other changes, and how do
existing sources of skilling and training through employers align with these needs? Furthermore, what is the
youth’s perception of these changes in the industry?
1.4. Research Design

To undertake the skill gap study for the tourism and hospitality sectors in India, we adopted a mixed method research
design using qualitative and quantitative research tools to collect relevant information from a wide range of
stakeholders. Quantitative research was carried out with employers and youth to focus on the sector's outlook, skilling
and training requirements, and their understanding of the impact of technological advancements in the industry across
20 states and 6 Union Territories (UTs) of India (refer to the attached annexure A for the chosen states and districts).
Complementing these quantitative surveys, qualitative interviews were also conducted with a diverse array of
stakeholders, including government officials, industry associations, educational institutions and training service
providers. Additionally, we engaged in discussions with senior representatives of Tourism and Hospitality Skill
Council's Board and Sub-Committee (refer to the attached annexure B). Moreover, in order to understand the human
capital needs within the industry, we projected the workforce requirements and the incremental manpower demand,
and also estimated the volume of potentially trainable youth.
To achieve the outlined scope of the study, we relied on the following approach:
29
30
December-2023.pdf.
FIGURE 1: OVERALL APPROACH OF THE STUDY
 Literature review and secondary data analysis: A comprehensive analysis of the economic and labor
market dynamics within the tourism and hospitality sector was crucial for a nuanced understanding of the
industry. Our secondary research was dedicated to comprehending overall economic trends, sector-specific
indicators (such as GDP contribution, growth patterns, COVID-19 impact, employment scenario, and the
skilling ecosystem), and the future trajectory of tourism and hospitality, including evolving consumer patterns
and technological advancements. To conduct this research, our team thoroughly examined peer-reviewed
publications and other secondary sources such as the Periodic Labour Force Survey (PLFS) 2017-2022, the
Ministry of Statistics and Program Implementation, Census 2011, Reserve Bank of India, the World Travel
and Tourism Council, India Brand Equity Foundation, Ministry of Tourism, the World Bank, International
Labour Organization, United Nations, World Economic Forum, amongst others.
 Primary research: After completing our secondary research, we conducted thorough primary research,
engaging in both qualitative and quantitative surveys with various stakeholders. This approach aimed to
grasp stakeholders’ perspectives on the evolving skill requirements within the tourism and hospitality industry.
The primary research was conducted in 121 districts across 20 states and 6 UTs in India. The selection
criteria for shortlisting 20 states and 6 UTs was based on: a) the number of annual tourist footfall from
domestic visits, utilizing data from India Tourism Statistics (2019), and b) the number of individuals employed
in the accommodation sector for each state, utilizing data from the PLFS 2018-19. These determinants were
chosen as they represent crucial aspects of the tourism and hospitality sector.
For the selection of 20 states and 6 UTs, we validated the selection variables by calculating the Pearson’s
Correlation Coefficient between the number of domestic tourist visits and the workforce engaged in the
accommodation sector in each state. The strong positive correlation (P = +87 percent) justified the choice of
these variables as key determinants of the tourism landscape. Subsequently, we selected 20 states and 6
Union territories based on their rankings in terms of these variables. The states were further ranked based
on two parameters: tourism landscape and geographical coverage. The final ranking was calculated by
averaging these two ranks, resulting in a list from the most touristy to the least touristy states. Uttar Pradesh,
Tamil Nadu, and Madhya Pradesh emerged as the top three states in this ranking. The detailed selection
criteria of 20 states and 6 UTs is represented in the Annexure A. After choosing appropriate geographical
areas for our surveys, we selected employers and youth participants for the quantitative surveys. The
following details provide insight into the criteria and process used for this selection.
After selection of the 20 states and 6 UTs, we conducted quantitative surveys with employers and youth from
these geographies.
Quantitative Surveys
i) Employers’ survey to understand workforce and skill requirements: We developed a quantitative survey that
was administered to 553 employers across the selected THSC specified subsectors. The sub-sectors were
identified as: a) hotels (289); b) facility management (42); c) food services (155); d) tourism – tour and travel
(62), and e) cruise liners (5)31.
In the process of data collection, PwC utilized a dual approach involving a pre-identified list provided by
THSC and proactive outreach by the organization through which the sampling frame of the employers was
developed. The pool of 553 employers comprised not only the above-mentioned employers, but senior
representatives from nine prominent chain hotels and travel agencies, all of whom are members of the
THSC’s board and sub-committee. To ensure adequate representativeness in selection of employers across
pre-identified 121 districts in 20 states and 6 UTs, we covered roughly 5 employers per district to have a total
of 553 employers.
We understand that the tourism and hospitality sector predominantly features informal sector employers32,
therefore, we made a deliberate effort to encompass both the organized and unorganized sectors within this
survey, aiming to capture perspectives from diverse employers. The organized sector comprising 41 percent
of the sample included establishments like luxury hotels and restaurant chains, while the unorganized sector
forming 59 percent of the sample encompassed entities such as guesthouses, dhabas and tour operators
among others (details are attached in Annexures D). This inclusive approach ensured a comprehensive
understanding of the challenges and opportunities present in both segments of the tourism and hospitality
industry.
We also ensured the inclusion of employers of various sizes and scale within the industry based on the last
year’s turnover of the organization. This included large employers (with a turnover not exceeding 250 crore),
constituting 12 percent of the sample; medium-sized employers (with a turnover between 50 crore and 250
crore rupees), forming 21 percent of the sample; small employers (with a turnover not exceeding 50 crore
rupees), making up 23 percent of the sample; and micro-enterprises (with a turnover not exceeding 5 crore
rupees), accounting for 44 percent of the sample.
The employer survey gathered comprehensive information on workforce needs within organizations,
recruitment strategies for entry-level positions, perspectives on evolving skill requirements, training dynamics
within their establishments, and the influence of technological advancements in the tourism and hospitality
sector.
ii) Youth’s survey to understand their career aspirations and skilling requirements: We further developed a
quantitative survey that was administered to a total of 10,158 youth across identified 121 districts in 20 states
and 6 UTs. The youth in the tourism and hospitality industry were covered in four categories: a) youth who
are currently studying or in education33 (2708); b) youth who are currently waged or salaried employed (2458);
c) youth who are currently self-employed or entrepreneurs (2486), and d) youth who are neither in education,
training or in employment (2506).
To achieve the desired sample size, we surveyed 85 youth respondents from each district to achieve a
sample size of 10,158. Within 10,158 youth, we ensured balanced representation across the above four
categories. The youth survey also aimed to maintain a gender balance, with males accounting for 56 percent
of the sample and females accounting for the remaining 44 percent.
The youth survey focused on how the aspirations of youth was changing, what type of job roles they seek,
what type of skills they consider necessary, what kind of skill training they are aware of and are willing to
undergo in the tourism and hospitality sector, their awareness about technological changes, and their
migration preferences.
31
The respective number of employers surveyed within each sub-sector are mentioned in parentheses.
32
International Monetary Fund. Session II: Traditional Estimation Practices: Determining the Level and Growth of the Informal Economy
33
The youth pursuing education was chosen from sectors closely associated with tourism and hospitality. These included Electricity and Water Utility, Wholesale and Retail, Financial
Services, IT and Communication (ICT), Education, Real Estate, Administrative Services, and Food and Beverage
Qualitative Surveys
To complement our quantitative findings, we conducted qualitative in-depth interviews concurrently with the
quantitative surveys. These interviews involved key stakeholders identified within the tourism and hospitality
sector. We attempted reaching out to 453 stakeholders through email, phone, or both. Of these, 72
stakeholders from 17 states and 2 UTs (refer to the attached list in Annexure B) expressed interest in
participating for in-depth interviews. The interested stakeholders included 29 educational institutions
associated with THSC, 26 training service providers associated with THSC, 10 industry associations, and 6
relevant ministries and government departments (list attached in annexure B).
The discussion with the key stakeholders revolved around - 1) key changes and challenges within the tourism
and hospitality sector in terms of labour demand and skilling gaps; 2) assess the industry’s perception about
employability of students’ graduating from various educational institutions; 3) understanding about industry’s
willingness to participate in skill training initiatives; 4) stakeholders’ understanding of existing schemes,
policies and programmatic interventions and their impact(s); 5) impact of emerging trends and other factors
influencing workforce requirements and how government is responding (or preparing to respond) to the same;
6) gauge preference about migrant workforce; and 7) initiatives on upskilling and reskilling to enable a future-
ready workforce.
 Estimation approach to evaluate the workforce requirement and potential trainable pool in tourism
and hospitality: To gauge future labor demand in the tourism and hospitality sector, we employed the
sectoral employment elasticity approach, measuring the percentage change in employment associated with
a one percent change in economic growth. Data from sources such as the Population Projection Report
2011-2036 by the Census of India, unit-level data from various rounds of the Periodic Labour Force Survey
(2017-2022), and the latest RBI KLEMS data (2019) were utilized for elasticity estimation. We also calculated
sub-sector employment using census data and PLFS data to forecast workforce demand in tourism and
hospitality sector for the years 2024-2028 for those aged 15 years and above. We also used PLFS data to
estimate the volume of youth that can be potentially trained to work in tourism and hospitality sector.
 Systematic synthesis of findings and evidence-based suggestions: The understanding obtained from
primary sources was used to substantiate, correlate, and validate the inferences derived out of secondary
research to establish the evidence for generating recommendations towards policy direction in the industry.
2. Tourism and Hospitality Sector
Overview
2.1. Economic Overview
In 2023, India, with a population of 1.4 billion people and a 7.5 percent share of the global Gross Domestic Product
(GDP) (US$ 101.3 Trillion), stood as the world's most populous country and the fifth-fastest-growing nation globally34.
The International Monetary Fund anticipates India's GDP to escalate, projecting a rise from over US$ 3.4 trillion in
2022 to reach US$5 trillion by 2028 35. This surge positions India to become the world's third largest (in nominal terms)
economy, surpassing both Japan and Germany by 202836. In terms of sectoral growth, increasing capital expenditure
is driving the manufacturing sector growth at 4.7 percent Y-o-Y, but the services sector, growing at 8 percent Y-o-Y,
has been the biggest source of India’s growth37. The service sector alone contributes 66 percent to India’s GDP and
creates roughly 28 percent of all jobs38.
Within the services sector, the tourism and hospitality industry ranks as the second-most substantial contributor,
following the financial services, real estate, and professional services sector39. In 2019, the tourism and hospitality
sector contributed US$ 191 billion (equivalent to 6.7 percent) to India’s economy of US$ 2840 billion40. However, the
beginning of the COVID-19 pandemic in 2020 brought about a severe downturn, resulting in a 36 percent decline in
GDP contribution (from US$191 billion in 2019 to US$122 billion in 2020). Despite the setback, the industry bounced
back remarkably. In 2021, the industry witnessed a YoY growth in GDP of about 45 percent, followed by a 21 percent
YoY growth in 2022, contributing to a total of US$ 215 billion in 202241.The direct contribution of the sector to India's
GDP has mirrored this trajectory. The Indian tourism and hospitality industry further anticipates an impressive
escalation, rising from US$ 215 billion in 2022 to a substantial US$ 512 billion by 2029, demonstrating a robust and
consistent growth trajectory42.
FIGURE 2:CONTRIBUTION OF TOURISM AND HOSPITALITY INDUSTRY TO INDIA’S GDP, BY VALUE (US$ BILLION)
600 512
500
400
300 215
191 178
200 122
100
0
2019 2020 2021 2022 2029
Source: India Brand Equity Foundation Report 2023
34 Ministry of Finance, Government of India. (2023). Economic Survey 2022-23. Government of India, Department of Economic Affairs, Economic Division, New Delhi. Retrieved from:
35
Ministry of Finance, Government of India. (2023). Economic Survey 2022-23. Government of India, Department of Economic Affairs, Economic Division, New Delhi. Retrieved from:
36 International Monetary Fund. (2024). GDP, Current Prices. Retrieved from: https://www.imf.org/external/datamapper/NGDPD@WEO/OEMDC/ADVEC/WEOWORLD/IND
37
Department of Economic Affairs, Government of India. (2023). Half Yearly Economic Review 2023-24. Retrieved from: https://dea.gov.in/sites/default/files/Half-
Yearly%20Economic%20Review%20FY24_November%202023_0.pdf
38
IBEF. (2023). Services sector in India. Retrieved from https://www.ibef.org/industry/services
39
In India's 2022-23 Budget, it was reported that Trade, hotels, transport, communication, and broadcasting services contributed 17 percent to the country's services sector. This was
the second-largest contribution after the 21 percent from Financial, real estate, and professional services, which also includes the information technology sub-sector. Retrieved from:
https://www.indiabudget.gov.in/budget2022-23/economicsurvey/doc/eschapter/echap09.pdf
40
December-2023.pdf ; World Bank. (2022). GDP (current US$) – India. Retrieved from https://data.worldbank.org/indicator/NY.GDP.MKTP.CD?locations=IN
41
December-2023.pdf
42
December-2023.pdf
The sectoral growth in FIGURE 3: FOREIGN EXCHANGE EARNINGS (FEE) FROM TOURISM IN INDIA (US$ IN
the tourism sector has MILLIONS) (2016-2022)
been supplemented by a
growth in Foreign 30721
Exchange Earnings 28565
27365
(FEE) in India. The
foreign exchange 22428
earnings from the sector
averaged around US$ 16926
17,000 million between
2011 and 2015, and
reaching up to US$ 6958 8797
30,000 million in 201943,
right before the
pandemic. In 2020, the
FEE, plummeted to US$
6958 million, which was 2015 2016 2017 2018 2019 2020 2021 2022 2023
a decline of 78 percent
from the previous year. The Source: Tourism Statistics at a Glance, 2023, Ministry of Tourism
However, the FEETh
showed an increment of 143 percent in 2022 as compared to the pandemic year of 202044. The growth in the tourism
and hospitality sector is driven by its five essential sub-sectors: hotels, tourism and travel, food services, facility
management, and cruise liners.
Growth across Tourism and Hospitality Industry’s Sub-Sectors
Travel and Tourism
The travel and tourism sub-sector significantly contributed to the nation's GDP in 2021. As per the World Travel and
Tourism Council’s (WTTC) Economic Impact Report of 2022, India’s travel and tourism sub-sector’s contribution to
GDP (5.8 percent) in 2021 was the sixth highest in the world after the United States of America, China, Germany,
Japan, and Italy45. In 2021, India secured the 54th position as per the Travel and Tourism Development Index by the
World Economic Forum, which evaluates 117 countries based on factors crucial for fostering sustainable and resilient
growth in travel and tourism economies. India is still the top scorer in Southern Asia even after facing a downfall from
rank 46 in 201946.
To understand the health and competitiveness of India’s tourism sub-sector, we looked into how foreign tourist arrivals
(FTAs) have changed over time. In 2019, before the COVID-19 pandemic hit, India hosted 10.9 million foreign tourists.
In 2020, the impact of COVID-19 was evident, resulting in only 2.7 million Foreign Tourist Arrivals (FTAs). The
numbers further declined to 1.52 million in 2021. However, there was a noteworthy rebound in 2023, with FTAs
reaching 6.1 million. The projections suggest a continuous growth in international tourist arrivals, expected to rise
from 30.5 million by 2028, showcasing an upward trajectory47. In 2022, the leading contributors to FTAs were the
United States (28 percent), Bangladesh (16 percent), the United Kingdom (11 percent), Canada (5 percent), Nepal (3
percent), Afghanistan (2 percent), Australia (2 percent), Germany (2 percent), Portugal (2 percent), and France (2
percent). Combining together, these countries consists of 74 percent of the total FTAs48.
The number of domestic tourist visits are projected to increase significantly, from 1.7 billion in 2022 to 15 billion in
2047, indicating a notable surge in domestic travel across the nation 49. Looking at state-wise tourist arrivals in 2022,
Gujarat led with the largest share of domestic tourists at 21 percent, followed by Maharashtra (18 percent), West
Bengal (12 percent), Delhi (10 percent), and Uttar Pradesh (8 percent). On the other hand, domestic tourists favored
43
Ministry of Tourism, Government of India. (2023). Tourism Statistics at a Glance. Retrieved from: https://tourism.gov.in/sites/default/files/2023-
44
45
World Travel and Tourism Council. (2022). Travel and Tourism Economic Impact 2021. Global Economic Impact and Trends 2021. Retrieved from:
https://wttc.org/Portals/0/Documents/Reports/2021/Global%20Economic%20Impact%20and%20Trends%202021.pdf
46
World Economic Forum. (2023). Travel and Tourism Development Index 2021 Rebuilding for a Sustainable and Resilient Future. Retrieved from:
https://www3.weforum.org/docs/WEF_Travel_Tourism_Development_2021.pdf
47
India Brand equity Foundation. Tourism and Hospitality Industry 2023. Rretrived from: https://www.ibef.org/states/indian-tourism-and-hospitality-industry-analysis-presentation
48
49
states like Uttar Pradesh (18 percent), Tamil Nadu (13 percent), Andhra Pradesh (11 percent), Karnataka (11 percent),
and Gujarat (8 percent) as their preferred destinations in the same year. Attracting both domestic and international
travelers alike Uttar Pradesh, Tamil Nadu, Gujarat, Maharashtra, and Rajasthan emerged as key tourism hotspots in
India for 2022.50
FIGURE 5:TOP 10 STATES WITH HIGHEST SHARE (IN PERCENTAGE) OF DOMESTIC TOURIST VISITS IN 2022
18
13
11 11
8
6 6
5
4 3
Uttar Tamil Nadu Andhra Karnantaka Gujarat Maharashtra Rajasthan West Bengal Telangana Uttarakhand
Pradesh Pradesh
FIGURE 4:TOP 10 STATES WITH HIGHEST SHARE (IN PERCENTAGE) OF INTERNATIONAL TOURIST VISITS IN 2022
21
18
12
10
8
5 5 4 4
2
Gujarat Maharashtra West Bengal Delhi Uttar Tamil Nadu Rajasthan Kerala Punjab Madhya
Pradesh Pradesh
Source: Tourism Statistics India, 2023

As per the mentioned source, the latest data was available until 2022
In terms of purpose of visits, medical visits were the key reason (21 percent), followed by visits for business or
professional meetings (12 percent), leisure (6 percent), and miscellaneous reasons. India's tourism landscape has
shown notable achievements. The country recorded 6 million foreign tourist visits and 1.7 billion domestic tourist visits,
contributing US$ 17 billion towards the foreign exchange earnings. According to the Tourism Statistics Report 2023,
India secured the 14th position globally in tourism receipts (i.e. expenditures made by visitors while traveling in a
country), resulting in 2 percent share in international tourism receipts. These figures emphasize India's growing
prominence and attractiveness in the global tourism arena.
TABLE 1: TOURISM SECTOR INDICATORS FOR INDIA
Indicators Value
Foreign Tourist Arrivals in India (in numbers) 6 million
Domestic Tourist Visits to all States/UTs (in numbers) 1.7 billion
Estimated Foreign Exchange Earnings from Tourism 2022 (in US$) US$ 17 billion
Share (in percent) of India in International Tourism Receipts 2 percent
India’s rank in World Tourism Receipts 14th
(India's rank in world tourism receipts refers to its standing in terms of the total
revenue generated from international tourism. World tourism receipts represent the
total amount of money spent by international tourists in a particular country)
Source: Tourism Statistics 2023, India
50
Ministry of Tourism. (2023). Tourism Statistics at a Glance. Retrieved from https://tourism.gov.in/sites/default/files/2023-
07/India%20Tourism%20Statistics%20at%20a%20glance%202023%20-%20English%20version_0.pdf.
Hotels
Hotel industry is another important sub sector under Tourism and Hospitality sector. Due to the adverse effects of the
COVID-19 pandemic, India's hotel industry experienced a significant setback, contracting by 47 percent in the April-
June 2020 period. In the mid-2020, hotel occupancy declined by 77 compared to 2019. Despite these challenges, the
Indian hospitality sector showed resilience, fueled in part by an increase in the number of hotel projects. In 2023, the
sub sector showed an improved occupancy rate of 59-61 percent, up by 15-17 percentage points from 2022.51
Additionally, average rates fully recovered, increasing by 37-39 percent. This resulted in an 89-91 percent growth in
Revenue per Available Room (RevPAR) during 202352.
In response to the demand recovery, hotel companies accelerated their growth plans, experiencing a 33 percent rise
in the opening of new hotel chains. The industry's expansion efforts also focused on leisure destinations and Tier 3
and Tier 4 cities, acknowledging their untapped potential. Additionally, with over 200 G20 meetings held across 55
destinations in India during its G20 presidency until November 2023, the hotel sector stood to benefit significantly
from the incremental demand in these cities.
Food Services
The food services sub-sector is estimated at approximately US$ 77.5 billion in 2024, with forecasts indicating a
substantial increase to about US$ 125.1 billion by 2029. This growth trajectory suggests a notable Compound Annual
Growth Rate (CAGR) of around 10 percent expected during the forecast period spanning from 2024 to 2029 53.
Between 2017 and 2022, the quick service restaurant sector saw a slight 0.2 percent increase. This growth was chiefly
influenced by a rising young population. Notably, cloud kitchen outlets demonstrated the fastest expansion, and are
expected to sustain a 6.1 percent CAGR. Cafes and bars dominated the market, holding 48 percent share in 2022,
while the surge in online meal delivery fueled the growth of cloud kitchens. The pandemic accelerated the popularity
of online meal services, with platforms like Swiggy, Zomato and Uber Eats significantly contributing to the industry's
growth.
Facility Management
The estimated size of India's facility management (FM) market is US$ 148.6 Billion in 2024. It is further projected to
grow and reach US$ 212.1 Billion by 2029. This growth is anticipated to proceed at a CAGR of approximately 7.4
percent during the forecast period spanning from 2024 to 202954. The present facility management market in India is
dispersed. ISS Facility Management BVG India Limited, G4S India, Sodexo Facilities Management Services India
Private Limited, and Mortice Group PLC (Tenon FM) are some of the prominent businesses in the Indian facility
management sector. Soft services within facility management encompass various categories, including cleaning,
recycling, security, pest control, handyman services, grounds maintenance, and waste management. The demand
for soft FM services is anticipated to experience a continuous growth, influenced by regional factors like the
development of new branch offices and the outsourcing of soft FM. With the rising demand, the FM businesses
prioritize personalized services offering added value, such as reliable and efficient risk management in compliance
with local labor laws and health, safety, and environment (HSE) regulations55.
Cruise Liners
A niche sector within tourism and hospitality is cruise tourism, representing approximately 1 percent of the global
travel industry in 2021, has demonstrated consistent growth, particularly in contemporary and premium cruises 56.
India, recognizing the economic impact and potential for job creation, has intensified its focus on the cruise sector.
Through strategic initiatives such as the construction of new terminals, regulatory enhancements, marketing
engagements, and relaxation of cabotage rules, India has witnessed a rapid 35 percent plus growth in its cruise
market over the last three years in 202157. Globally, the cruise industry has witnessed a steady 6 percent CAGR
growth, with new and premium cruises dominating the current market. The Indian cruise market, while modest, is
51
Modor intelligence. (n.d.). Hospitality Industry in India Size and Share Analysis - Growth Trends and Forecasts (2024 - 2029). Retrieved
from https://www.mordorintelligence.com/industry-reports/hospitality-industry-in-india
52
Modor intelligence. (n.d.). Hospitality Industry in India Size and Share Analysis - Growth Trends and Forecasts (2024 - 2029). Retrieved
from https://www.mordorintelligence.com/industry-reports/hospitality-industry-in-india
53
Modor intelligence. (n.d.). India foodservice market size and share analysis - Growth trends and forecasts up to 2029. Retrieved from https://www.mordorintelligence.com/industry-
reports/india-foodservice-market
54
Modor intelligence. (n.d.). Facility Management Industry in India Size and Share Analysis - Growth Trends and Forecasts (2024 - 2029).
Retrieved from https://www.mordorintelligence.com/industry-reports/india-facility-management-market.
55 Modor intelligence. (n.d.). Facility Management Industry in India Size and Share Analysis - Growth Trends and Forecasts (2024 - 2029).
Retrieved from https://www.mordorintelligence.com/industry-reports/india-facility-management-market.
56 Ministry of Ports, Shipping and Waterways, Government of India. (n.d.). Maritime Amrit Kaal Vision 2047 (MAKV 2047). Retrieved from:
https://shipmin.gov.in/sites/default/files/Maritime%20Amrit%20Kaal%20Vision%202047%20%28MAKV%202047%29_compressed_0.pdf.
57 Ministry of Ports, Shipping and Waterways, Government of India. (n.d.). Maritime Amrit Kaal Vision 2047 (MAKV 2047). Retrieved from:
https://shipmin.gov.in/sites/default/files/Maritime%20Amrit%20Kaal%20Vision%202047%20%28MAKV%202047%29_compressed_0.pdf.
driven by increasing disposable incomes and government support such as favorable policies and expansion of e-
visa facilities to seaports. Moreover, with infrastructure improvements, relaxed immigration policies, and an array of
travel routes that appeal to domestic tourists, the demand for cruises in India is anticipated to increase. Initiatives to
broaden cruise facilities beyond the current six major ports and discover new locations show a strategic effort to
capitalize on the considerable growth potential of the cruise industry in India.
employment generation. The tourism and hospitality sector employed 39 million workers in 2019-20, which is further
expected to employ 53 million people by 202958. Forecasts suggesting an increase in employment in the tourism and
hospitality sector, along with its significant contribution to India's GDP, highlight the importance of enhanced
investments and strategic government actions in driving employment growth, as elaborated in the subsequent section.
During the economic slowdown induced by the COVID-19 pandemic, Air India made the decision to withdraw job
offers for approximately 180 trainee cabin crew members. In a similar vein, Indigo Airlines implemented workforce
reductions by cutting 10 percent of its staff. The aviation industry and its associated sectors bore a substantial
brunt, with 30 lakh jobs affected, resulting in a significant economic impact amounting to US$ 11,610 billion in
revenues. Furthermore, the commercial, hotel, transportation, and telecommunications sectors experienced a
noteworthy downturn. These instances highlight the far-reaching consequences across diverse sectors as they
grappled with the economic repercussions of the global health crisis.
Source: Travel and Tourism Economic Impact Report 2022 by World Travel and Tourism Council
2.2. Growth Drivers of Tourism and Hospitality Industry

Increased Investments
Source:
The growth of the tourism and hospitality sector is influenced by various key factors that drive its expansion and
success. India's tourism industry has undergone substantial growth owing to a remarkable surge in Foreign Direct
Investment (FDI) over the last two decades. The attractiveness of the tourism and hospitality sectors lies in the
government’s allowance for up to 100 percent FDI, which has led to significant investments. Between 2014 and 2022,
India attracted FDI inflows exceeding US$ 9 billion in the hotel and tourism sub-sectors. This notably surpassed the
FDI received from 2000 to 2014, which amounted to over US$ 7 billion59. Revenue from the hotel and hospitality
sector is expected to reach US$ 7.6 billion in 2023, growing at a compound annual growth rate of 8.3 percent from
2023 to 202760.
Investments in the tourism and hospitality sector are a reciprocated effect of the increased need for infrastructural
development which is a crucial aspect of the tourism industry, encompassing accommodation facilities like hotels and
resorts. To promote tourism, the Government of India initiated programs such as the Swadesh Darshan Scheme,
concentrating on developing thematic tourist circuits. The Ministry of Tourism had undertaken 76 projects with a
budget of 4,734 crore released until 2022 to boost the tourism infrastructure61. More than half of the Ministry of
Tourism's budget was also allocated to subsidizing the development of megaprojects, circuits, and infrastructure
projects related to rural tourism. This helped the Indian startup ecosystem, since there are more than 1,300
Department for Promotion of Industry and Internal Trade recognized startups in the tourist industry.62 Tourism
infrastructure development is complemented by state governments, which play a significant role in building
infrastructure. India boasts over 3,650 Archaeological Survey of India sites, including 40 UNESCO-Designated World
Heritage Sites. Beyond enhancing tourists' experiences, the logistics and tourism infrastructure facilities also
contribute to sectoral growth.
Government Policies and Initiatives

The Ministry of Tourism and State Tourism Boards actively promote tourism across India through various strategies.
The ‘Incredible India Campaign’, launched in 2002, aimed to promote the country's diverse culture, focusing on both
popular and lesser-known destinations. Additionally, the Ministry of Tourism launched the ‘Dekho Apna Desh’
campaign in January 2020, promoted the campaign through social media, websites, and tourism offices, and
58
December-2023.pdf
59
Invest India. (2023). FDI and Tourism: A Sustainable Alliance. Retrieved from https://www.investindia.gov.in/team-india-blogs/fdi-and-tourism-sustainable-alliance.
60
https://www.hindustantimes.com/opinion/unlocking-india-s-tourism-potential-101695807493515.html
61
Ministry of Tourism. (2023). Development of Tourist Destinations in the Country. Retrieved from https://pib.gov.in/PressReleseDetail.aspx?PRID=1986384.
62
https://www.hindustantimes.com/opinion/unlocking-india-s-tourism-potential-101695807493515.html
organized webinars and quizzes motivating people to explore various facets of India. The Ministry also conducted
webinars under the theme of 'Dekho Apna Desh' which started from April 14, 2020. Further, the government plans to
develop significant destinations at 78 lighthouses along India’s coastline.
The government has also recently launched the ‘Vibrant Village Programme’ for the financial year 2023-26. This
centrally sponsored scheme will provide funds for the development of infrastructure and creation of livelihood
opportunities in 2967 villages in 46 blocks of 19 districts, including those in Arunachal Pradesh, Sikkim, Uttarakhand,
and Himachal Pradesh, and the UT of Ladakh. It will encourage them to stay there, reversing the outmigration from
these villages and enhancing border security.
In the recent times, the government has formulated diverse strategies to enhance different facets of tourism in India.
These strategies cover a variety of areas, each with its own goals:
 National Strategy on Sustainable Tourism (April 2022): This strategy focuses on making India's tourism industry
more sustainable, promoting resource-efficient, resilient, inclusive, and carbon-neutral63.
 National Strategy on Eco Tourism (April 2022): This strategy aims to make India a top destination for eco-tourism
by utilizing its natural resources effectively64.
 National Strategy and Roadmap for Medical and Wellness Tourism: This strategy aims to strengthen the
infrastructure for medical and wellness tourism, creating a distinctive brand and maintaining high quality
standards65.
 National Strategy for Adventure Tourism (April 2022): This strategy focuses on developing adventure
destinations, with an emphasis on safety, skill development, capacity building, and effective marketing to promote
adventure tourism66.
 National Strategy and Roadmap for Rural Tourism (Dec 2021): This strategy prioritizes rural tourism at the
national level, aiming to address issues such as poverty alleviation, women's empowerment, and improving the
economic well-being of rural communities67.
To promote inbound tourism, it is important to have an easy and accommodating visa system. The Ministry of Tourism
collaborated with the Ministry of Home Affairs and the Ministry of External Affairs to simplify the process obtaining of
visa permits. As of December 2023, India offered e-visas to nationals from 165 countries across five categories: e-
Tourist visa, e-Business visa, e-Medical visa, e-Medical Attendant Visa, and e-Conference Visa. Togo is the latest
addition to this list. The e-visa allows entry through 29 airports and 5 seaports, making travel smoother for eligible
visitors68. Cruise tourists with e-visas are exempt from biometric checking. Under e-Medical Visa and e-Medical
Attendant Visa, triple entry is permitted, with extensions of up to 6 months granted on a case-by-case basis by the
concerned authorities. The validity of the Medical Attendant Visa aligns with the principal e-visa holder's visa period.
The Ministry of Tourism introduced the Incredible India Tourist Facilitator (IITF) Certification Programme, providing
online training and accreditation nationwide to create a skilled workforce and more job opportunities, even in remote
areas. Additionally, the Ministry launched a digital platform (e-Marketplace) on August 12, 2022, to directly create job
opportunities69.
63
Ministry of Tourism. (2021). National Strategy for Sustainable Tourism. Retrieved from https://tourism.gov.in/sites/default/files/2022-
05/National%20Strategy%20for%20Sustainable%20tourism_0.pdf
64
Ministry of Tourism. (2022). National Strategy for Eco Tourism. Retrieved from https://tourism.gov.in/sites/default/files/2022-
09/National%20Strategy%20for%20Ecotourism%202022.pdf
65
Ministry of Tourism. (2022). National Strategy and Roadmap for Medical and Wellness Tourism. Retrieved from https://tourism.gov.in/sites/default/files/2022-
05/National%20Strategy%20and%20Roadmap%20for%20Medical%20and%20Wellness%20Tourism.pdf
66
Ministry of Tourism. (2022). National Strategy for Adventure Tourism. Retrieved from https://tourism.gov.in/sites/default/files/2022-
67
Ministry of Tourism. (2021). National Strategy and Roadmap for Development of Rural Tourism in India - An initiative towards Atmanirbhar Bharat https://tourism.gov.in/whats-
new/national-strategy-and-roadmap-development-rural-tourism-india-initiative-toward
68
Ministry of Tourism, Government of India. (2023). Annual Report 2022-23. Retrieved from: https://tourism.gov.in/sites/default/files/2023-02/MOT%20Annual%20Report_2022-
23_English.pdf.
69
Incredible India. (n.d.). Incredible India Tourist Facilitator (IITF) Certification Programme. Retrieved from: https://iitf.gov.in/.
2.3. Future of Tourism and Hospitality
Emerging Tourism Trends
Along with government initiatives, the Indian government plans to invest $56 billion in tourism by 2030, with a special
emphasis on emerging tourism types such as cruise tourism, eco-tourism, and adventure tourism70. We will now
explore each of these aspects briefly to understand the contributions to the evolving landscape of the tourism industry.
Adventure Tourism
Adventure tourism is a specialized segment of the tourism industry that receives special attention from the Ministry of
Tourism. India possesses a unique advantage with its diverse landscapes, including 70 percent of the Himalayas, a
coastline stretching over 7,000 kilometers, and ranking 10th globally in forest cover. Notably, India is among the few
countries worldwide that boast both hot and cold deserts71. To foster the growth of adventure tourism, a national
strategy has been devised to cultivate an ecosystem that promotes synergy between the central and state
governments. The objective is to enhance India's standing in the Adventure Tourism Development Index (ATDI), a
global ranking prepared by the Adventure Travel Trade Association (ATTA).72 With this objective, the Ministry initiated
efforts to impart diverse adventure tourism skills through institutions like the Indian Institute of Travel and Tourism,
the National Institute for Water Sports, and the National Institute of Skiing and Mountaineering. Furthermore,
numerous training establishments operated by the central ministries and state governments are actively engaged in
this endeavor. The Ministry of Tourism will rank states according to skill training and capacity building for local
communities, while state governments will identify the specific capacity requirements of these communities, aiming
to harness the potential of adventure tourism for job creation and entrepreneurship opportunities. As adventure
tourism continues to flourish, there will be a substantial demand for skilled professionals like rafting guides, paragliding
guides, tour operators etc.
Eco Tourism
Eco-tourism is part of sustainable and nature tourism. India ranks sixth globally in UNESCO Natural Heritage sites,
highlighting its rich natural heritage and importance in eco-tourism73.The eco circuit, part of the Swadesh Darshan
Scheme, promotes eco-tourism nationwide and, the Amrit Dharohar scheme focuses on wetland preservation,
creating more eco-tourism opportunities and local income generation74. Given the increasing importance of eco-
tourism, education and skill training of workers within the industry are crucial for enhancing eco-tourism experiences.
This includes training programs for guides and naturalists, covering various tasks such as interpretation and
entrepreneurship in the hospitality industry. Under National Strategy of Ecotourism, these specialized training
modules cover a range of tasks, such as tourist guides, natural science interpreters, patrol partners for protection
work, and skill development for aspiring entrepreneurs in the small-scale homestead-based hospitality industry75.
Wellness and Medical Tourism
India's reputation in medical tourism is globally recognized, with India ranking 10 th on the Medical Tourism Index (MTI)
for 2020-21 among 46 countries worldwide76. It has also secured 12th place among the top 20 wellness tourism
markets and ranked 5th in the wellness tourism markets in the Asia-Pacific region. The Ministry of Health and Family
Welfare has taken proactive measures, including relaxing medical visa policies and implementing the 'Heal in India'
initiative, to further promote wellness and medical tourism in the country.
Medical and wellness tourism attracted 21 percent of total foreign tourist arrivals, which roughly accounts for 0.32
million in 2020-21 majority of which was from South Asia (68 percent), followed by West Asia (61 percent) and Africa
(40 percent)77. India's world-class healthcare facilities offered at relatively lower costs, make it an attractive destination
for medical tourists. However, the COVID-19 pandemic led to a decline in medical tourist numbers, with a negative
70
Invest India (n.d.). Tourism and Hospitality sector. Retrieved from: https://www.investindia.gov.in/sector/tourism-hospitality.
71
Invest India (n.d.). Tourism and Hospitality sector. Retrieved from: https://www.investindia.gov.in/sector/tourism-hospitality.
72
Ministry of Tourism. (2022). National Strategy for Adventure Tourism. Retrieved from https://tourism.gov.in/sites/default/files/2022-
73
Ministry of Tourism. (2022). National Strategy for Ecotourism. Retrieved from https://tourism.gov.in/sites/default/files/2022-
09/National%20Strategy%20for%20Ecotourism%202022.pdf.
74
Ministry of Tourism. (2022). Eco Theme in ‘Swadesh Darshan’. Retrieved from https://pib.gov.in/Pressreleaseshare.aspx?PRID=1797238.
75
Ministry of Tourism. (2022). National Strategy for Ecotourism. Retrieved from https://tourism.gov.in/sites/default/files/2022-
09/National%20Strategy%20for%20Ecotourism%202022.pdf.
76
Ministry of Health and Family Welfare. (2023). Update of Improving Medical Tourism in the country. Retrieved from https://pib.gov.in/PressReleasePage.aspx?PRID=1909087
77
Ministry of Tourism. (2022). India-Tourism Statistics. Retrieved from https://tourism.gov.in/sites/default/files/2022-
09/India%20Tourism%20Statistics%202022%20%28English%29.pdf.
growth rate of 79.4 percent in 2019-2078. In 2019, the total number of international patients reached 0.7 million,
contributing to an estimated market size ranging from US$ 5 billion to 6 billion79. Despite this setback, the medical
tourism sector is expected to rebound and grow at an impressive CAGR of 21 percent from 2019-20 to 2026-2780.
Cruise Tourism
India holds an extensive network of 12 major and 200 minor ports, along with several attractions spread across 7500
kilometers of coastline and vast river systems. While the global cruise tourism market is valued at approximately US$
8 billion, India currently holds an estimated share of 1 percent (~ US$ 100 million)81.
Post-pandemic, India's tourism sector is experiencing a rebound, with cruise tourism alone recording year-on-year
growth rate of 35 percent82. To leverage this momentum further, port-led development initiatives are creating a
comprehensive ecosystem that smoothly integrates transport and tourism. The government has actively undertaken
several reformative measures, including the implementation of a Cruise shipping Policy and the introduction of various
schemes offering Central Financial Assistance for the development of tourism infrastructure, such as ports and ferries
across the country.83 To ensure the success of coastal and river cruise tourism, destination-based skilling becomes
crucial. This proactive approach ensures that identified cruise tourism destinations are well-equipped to cater to the
future demand for specific skills, especially in areas such as cruise ship building and recycling. Collaboration with the
shipping ports and waterways ministry, particularly in states with high cruise tourism potential, will support essential
aspects like training, job postings, and recruitment in this field.
Technological Changes
Apart from the emergence of newer forms of tourism within the industry, technology is fundamentally altering the way
people travel, fuelling innovation, fostering growth and driving globalization within the travel industry. Destination
marketers may now engage with stakeholders and customers more widely than in the past, thanks to digital disruptors
like social media, mobile devices and readily available information. The industry has expanded quickly with the use
of technological innovations such as mobile payments, social media, high-speed internet access, and search and
geolocation capabilities, Within the private sector, large digital platforms have surfaced to address various needs,
such as travel, accommodation, tour packages, meal ordering and delivery.
Big Data and Artificial Intelligence

Innovation and modernization of the travel sector are being fostered through the application of artificial intelligence
(AI) and big data analysis. By analysing data, organizations can now predict client preferences and emerging trends,
resulting in more personalized care, reduced costs, and improved operational efficiency84.
Contactless Payments
The most practical way to conduct purchases is now through contactless payments. Not only can contactless
payments improve the consumer experience, but it also provides a secure method of payment. To protect the safety
of both their staff and clients, numerous travel and hospitality firms have transitioned to contactless payment methods.
Many hotels are using QR codes, which are easily scanned through mobile devices without requiring direct interaction
with hotel staff. From menus to in-stay services, upsells to cross-sells, everything could be done online, including
check-ins and check-outs.
Virtual Reality
The aviation sector has fully embraced augmented and virtual reality technologies. Numerous businesses are testing
virtual reality as a component of their in-flight entertainment programs. These immersive experiences are going to
help draw in more business in the sector, as it provides an engaging 3D e-learning environment with realistic visual
and auditory experiences. It is also utilized for cabin crew training, which further promotes effective customer service 85.
78
IBEF. (2022). India’s Tourism sector on the rise. Retrieved from https://www.ibef.org/blogs/india-s-tourism-sector-on-the-rise.
79
Ministry of Tourism. (2022). National Strategy and Roadmap for Medical and tourism. Retrieved from https://tourism.gov.in/sites/default/files/2022-
05/National%20Strategy%20and%20Roadmap%20for%20Medical%20and%20Wellness%20Tourism.pdf.
80
IBEF. (2023). India Tourism and Hospitality Industry Analysis. Retrieved from https://www.ibef.org/industry/indian-tourism-and-hospitality-industry-analysis-presentation.
81
Ministry of Tourism. (2023). Draft National Strategy for Cruise tourism. Retrieved from
https://static.pib.gov.in/WriteReadData/specificdocs/documents/2023/jun/doc2023627218001.pdf.
82
Ministry of Ports. (2022). Cruise Tourism in India. Retrieved from https://pib.gov.in/PressReleaseIframePage.aspx?PRID=1825354.
83
Ministry of tourism. (n.d.). Cruise Shipping. Retrieved from https://tourism.gov.in/cruise-tourism-0.
84
Ministry of Tourism, Government of India. (2022). Report on National Digital Tourism Mission. Retrieved from: https://tourism.gov.in/sites/default/files/2022-
09/National%20Digital%20Tourism%20Mission_2022.pdf.
85
Interglobe. (2024). Technology Trends in Travel and Tourism Industry. Retrieved from: https://www.interglobe.com/technology-trends-in-travel-and-tourism-industry.
Virtual technology adoption in India's tourism and hospitality sector is growing, but it is still relatively small. Virtual
safaris, museum and gallery tours, and exhibitions are among the virtual experiences that the Ministry of Tourism has
begun to offer through its webinar series, ‘Dekho Apna Desh’. Collaborating with foreign colleges, especially those
that specialize in history and architecture, could be the next step for virtual tourism. India may also use the live virtual
religious tourism channel. For instance, a significant Buddhist pilgrimage destination in Bihar called Bodh Gaya draws
a sizable influx of visitors each year. Consideration could be given to live streaming of these important pilgrimage
sites' daily routines.86
Biometric Technology
Biometric technology has the potential to improve the efficiency of interactions and the purchasing process. Because
it enables visitors to access their rooms by thumb or face scanning, it can be quite helpful in hotels. Instead of needing
a signature and room number, guests who wish to charge products to their rooms would only need to provide a thumb
scan. If consumers could enter a restaurant in a hotel and leave with the bill automatically transferred to their room
through facial recognition, that would be an even more seamless experience for them87.
Robotics and Automation

In the travel sector, robotics and speech technology are already causing waves. Voice-activated gadgets in hotel
rooms help customers check the weather, recommend restaurants and check traffic. AI robots are already helping
customers check in at some hotels, negating the need for human interaction. The use of various robots, including
self-driving luggage carts, cleaning robots, and robots that can respond to passenger inquiries about boarding gates
and flight schedules, has also been tested in airports. Regardless of personnel availability, chatbots are always ready
to respond to customers' questions, 24/7. It has become more and more important to comply with contemporary
customer service requirements. With the tourism industry undergoing several changes, the emphasis on skill
development becomes crucial to adapting to these evolving dynamics.
2.4. Skilling in Tourism Sector

In view of technological advancements, emerging various types of tourism, and shifts in consumer behavior, are
leading to a change in the employment scenario in the tourism and hospitality industry. With this transformation, the
industry remains a crucial driver of India's economic growth and employment landscape. Between 2017 and 2022,
the expected growth in demand for workers in the tourism, hospitality and travel sector was around 5 percent. This
meant that about 49 lakh individuals needed training in the industry during this time. India can improve its reputation
as a global tourism and hospitality hub by training a skilled workforce that can keep up with technology and changing
consumer preferences88. Therefore, by developing a proficient workforce capable of adapting to technological
advancements and aligning with evolving consumer preferences, India is positioned to strengthen its global standing
as a hub for tourism and hospitality.
Looking into the current training scenario in the tourism and hospitality sector provides valuable insights into the
immediate need for training in the industry. According to the data from Periodic Labour Force Surveys 2022-23, only
1 percent of the workforce had undergone any form of training within this sector. About 83 percent of those trained
were enrolled in full-time programs. 12 percent of those trained had received on-the-job training, while only 5 percent,
took part in part-time training. Of the 1 percent trained in the sector, individuals come from various educational
backgrounds. 42 percent of the trained individuals held a bachelor's degree or its equivalent, 28 percent had
completed higher secondary education level, and15 percent had completed diploma or certificate courses. On the
other hand, individuals with secondary education level made up 3 percent. These figures emphasize the importance
of prioritizing skill development initiatives to adequately prepare the tourism and hospitality workers for the upcoming
changes in the sector.
86
Startup India, Government of India. (2024). Travel and Tourism Sector in India. Retrieved from https://www.startupindia.gov.in/content/sih/en/bloglist/blogs/TourismSector.html.
87
Interglobe. (2024). Technology Trends in Travel and Tourism Industry. Retrieved from: https://www.interglobe.com/technology-trends-in-travel-and-tourism-industry.
88
Ministry of Skill Development and Entrepreneurship, Government of India. (2023). Annual Report 2022-23. Retrieved from: https://www.msde.gov.in/en/reports-documents/annual-
reports.
FIGURE 6: DURATION OF TRAINING RECEIVED BY YOUTH (%) IN THE TOURISM AND HOSPITALITY SECTOR
24 months or more 33
18 months or more but less than 24 months 11
less than 3 months 3
Source: Periodic Labour Force Survey, Unit Level data, 2022-23
Out of the trained workforce, the technical education levels within the tourism and hospitality workforce exhibit diverse
patterns. 56 percent of these individuals lack formal technical education, indicating a potential gap in the workforce's
formal technical training. Delving deeper into the duration of training in the tourism and hospitality sector, we found
that 33 percent of the trained individuals have undergone training lasting 24 months or more, and 22 percent of
individuals have engaged in training for a duration of 6 months or more but less than 12 months. The category of 3
months or more but less than 6 months FIGURE 7: SOURCE OF FUNDING OF TRAINING RECEIVED BY YOUTH (%)
includes 17 percent of individuals. Moreover, IN TOURISM AND HOSPITALITY SECTOR
15 percent of individuals have undergone
training for 12 months or more but less than 72
18 months.
The source for training is analyzed in order
to understand the funding source for the
trainings. The main source of funding for the
training received by youth was through their 18
own funding (72 percent), followed by the 10
government (18 percent) and others (10
percent).
Govt Own Funding Others
The state-wise distribution of the workforce Source: Periodic Labour Force Survey, Unit Level data, 2022-23
receiving training in the tourism and

hospitality sector offers insights into the regional dynamics of skill development. Maharashtra, West Bengal,
Rajasthan, Kerala and Bihar are the top states, with more than 50 percent of individuals receiving the training in
tourism and hospitality sector89.
89
National Statistical Office. (2021). Periodic Labour Force Survey (July 2022-June 23). Ministry of Statistics and Programme Implementation, Government of India.
Retrieved from: https://www.mospi.gov.in/sites/default/files/publication_reports/AR_PLFS_2022_23N.pdf?download=1.
3. Voice of Youth
To address the evolving landscape of the tourism and hospitality sector and the dynamic skill requirements within the
industry, we undertook an aspiration survey with youth. Our primary goal was to gain insights into the perspectives of
youth concerning skill development, their career aspirations, their comprehension of training needs, and their
understanding of technological advancements within the tourism and hospitality industry. Covering 121 districts
across 20 statesand 6 Union Territories of India, we interviewed 10,158 youth (aged between 15-34 years). The state
wise coverage of sample is presented in Annexure A.
The survey included four distinct groups of youth. The first category comprised of students actively pursuing education
in tourism, hospitality, or related fields, referred to as ‘students in education.’ The second and third group included
young individuals with 0-3 years of work experience in the industry, categorized as either wage-employed (termed as
‘waged or salaried youth’) or self-employed and entrepreneurs (termed as ‘self-employed youth’). Lastly, the fourth
category consisted of youth not currently engaged in education, employment or training, referred to as ‘NEET.’ This
segmentation allowed for a comprehensive exploration of the perspectives and experiences within the youth
population in the context of the tourism and hospitality sector. To ensure a balanced and representative sample, the
survey methodically covered youth participants from all four specified categories (as shown below).
TABLE 2: CATEGORY WISE YOUTH COVERAGE (IN %)
Educational/economic status In percentage (%)
Student in education/ training 27
Waged/salaried employed 24
Self-employed or entrepreneurs 25
Neither in education, nor in training or employed (NEET) 25
Total 100
N = 10,158
Question: What is your current economic or educational status?
The following sub-section(s) dissect the profile and key findings across the four categories of youth, providing a
detailed breakdown of the results to capture the distinct responses within each category.
3.1. Profiling of the Surveyed Youth

Overall, the surveyed youth exhibited a diverse geographical distribution, with 55 percent hailing from urban areas,
30 percent from rural regions and the remaining 15 percent from semi-urban locales. To gain insights into the financial
background of the
FIGURE 8: DISTRIBUTION OF YOUTH ACROSS THEIR EDUCATION OR EMPLOYMENT STATUS
surveyed youth, we
inquired about their
monthly household 100%
income. Among the 80% 46% 43% 37% 49% 44%
10,158 respondents, 84 60%
percent provided 40%
54% 57% 63% 51% 56%
information on their 20%
household earnings. 0%
Within this group, 43 Student (currently Waged/salaried Self Employed/ Neither education Overall
percent reported enrolled and employed Entrepreneur nor employment
attending nor in training
belonging to families with school/college (NEET)
a monthly household /training)
income ranging from INR
Male Female
5000 to INR 20000, while N = 10,158
34 percent fell within the Question: What is your current economic or educational status?
INR 20000 to INR 35000
bracket. The remaining 23 percent disclosed a monthly household income of INR 35001 and above. Respondents
covered in the study were predominantly young, with an average age of 25 years, and 57 percent were within the age
bracket of 15 years to 25 years. A gender wise analysis shows that 56 percent of the youth was males and 44 percent
were females. The survey also maintained gender balance within each of the four distinct categories of surveyed
youth. This deliberate effort aimed to ensure a balanced representation of both male and female participants across
various categories.
Students in Education/Training
Educational Background
We outlined the educational and career-related profile of the 25 percent (i.e. 2,708 individuals) of surveyed students
who were actively engaged in education or training during the survey. We asked the students about the area of their
education and found that the surveyed students were studying in sectors closely associated with tourism and
hospitality. These included FIGURE 9: SHARE (IN PERCENTAGE) OF YOUTH PURSUING EDUCATION ACROSS
Electricity and Water Utility, VARIOUS SUB-SECTORS OF TOURISM AND HOSPITALITY
Wholesale and Retail, Financial
50 45
Services, IT and
Communication (ICT), Real 40
Estate, Administrative
30
Services, and Food and
18 18 18
Beverage. We found that 35 20
percent of the students were
10
pursuing their training in
courses related to the tourism 0
Hotels (such luxury Food Services (such as Facility Management Tourism – tour and
and hospitality, 6 percent in hotels, guesthouses, restaurants, roadside (hospitality services at travel (travel agencies
electricity and water utility, 6 homestays etc.) eateries, canteens etc.) airports, malls, etc.)
percent in financial services corporate etc.)
and 5 percent in ICT. Those N = 942
Question: In which subsector within tourism and hospitality you are currently attaining education?
pursuing education in the
tourism and hospitality sector were further inquired about the sub-sectors they were attaining education in. Within this
group of 35 percent students, approximately 45 percent were studying a course related to the hotel sub-sector.
Remaining of the respondents are distributed across sub-sectors such as food services, facility management, tourism
and travel and cruise liners. The findings do not vary across gender.
Further, to understand FIGURE 10: SHARE (IN PERCENTAGE) OF YOUTH IN EDUCATION PURSUING TYPE OF
whether the student is EDUCATION/SKILL TRAINING, GENDER WISE
enrolled in education or
vocational and skill training, 50% 42% 45% 44%
37% 35%
we inquired about their 40% 33%
engagement into either of 30% 22% 21%
21%
the three segments: 20%
college and university 10%
enrollment, long-term 0%
training (duration Short term training Long term training School/College/University

exceeding 1 year), and Male Female Total
short-term training (up to 1
year). The overall N = 2,708
distribution revealed that Question: Where are you currently enrolled - in education or vocational training/ skill training?
44 percent of the students
were enrolled in college and university, 35 percent in long-term training and 21 percent in short-term training. A
gender-wise analysis indicated that a slightly higher proportion of male students (37 percent) were involved in long-
term training compared to females (33 percent). Conversely, more females (45 percent) were enrolled in college and
university compared to males (42 percent). 21 percent of the males and females each were engaged in short-term
training.
To gain a more granular understanding of short-term training, we inquired about the specific sub-sectors in which the
students were pursuing their short-term training. The findings indicate that more than one-third (36 percent) of those
in short-term training were undertaking a certificate course in hotels, 34 percent in facility management, 13 percent in
food services and 17 percent in tourism and travels. In our inquiry into the specific types of short-term training or
certifications pursued by students, we discovered that within the cohort focusing on short-term courses in hotels, the
top three courses were: assistant chef (32 percent), banquet operations (8 percent), and duty manager (7 percent).
For those engaged in facility management-related short-term courses, 31 percent were pursuing courses related to
multi-purpose associate roles, 30 percent for billing executive positions, and 13 percent for the facility manager type
of job role. In the food services category, the most frequently pursued courses included barista executive (25 percent),
assistant chef (17 percent), and counter sales executive (15 percent).
Work preferences
FIGURE 11:SHARE OF YOUTH (IN PERCENTAGE) WHO PLAN TO WORK
To understand aspirations of students
AFTER COMPLETING THEIR CURRENT LEVEL OF TRAINING/EDUCATION,
enrolled in education or training, we
GENDER WISE
inquired about their willingness to
pursue work after completing their 100%
current level of education. The 80% 68%
findings revealed that 61 percent of 61%
60% 53%
youth expressed a readiness to enter
the workforce after completing their 40%
current education and training. When 20%
segmented by training types, 69
0%
percent of those in long-term training Male Female Total
expressed their willingness to work,
compared to 55 percent in short-term N = 2,708
Question: Do you plan to work after completing your current level of education?
training and 56 percent in college and
university. Across gender, a larger
proportion of males (68 percent) are willing to pursue work compared to females (53 percent).
Further, when we asked the students about the nature of jobs they would like to pursue, we found that 77 percent of
students showed an inclination towards waged or salaried jobs, while 23 percent expressed an interest in self-
employment. Among those willing to enter the workforce, 51 percent had already commenced their job search or
started working on their business ideas. We further inquired about the type of job search method being used by the
students interested in waged or salaried jobs. We found that education institutions play a significant role, with 58
percent utilizing this avenue, followed by job fairs (44 percent), and direct application to employers (37 percent). For
those expressing an interest in self-employment, 63 percent had initiated the process to arrange for their business
funds, 55 percent had arranged infrastructure, and 20 percent had begun paperwork such as licenses and goods and
services tax (GST) filing.
FIGURE 12: SHARE OF YOUTH (IN PERCENTAGE) WILLING TO WORK ACROSS VARIOUS SECTORS AFTER COMPLETING
THEIR EDUCATION
40 36
30
20
20
10 9
10 6
0
Tourism and Education Electricity & water Financial Services IT & Communication
Hospitality utility (ICT)
N = 1,656
Question: Ideally, in which one industry would you like to work or initiate a business after completing your current level of education?
This was a multiple-choice question and hence responses may not add up to 100%.
To understand the career preferences of the 61 percent of students willing to work, we inquired about the sectors
such students were willing to work in. We found that 36 percent aspire to work in tourism and hospitality, 20 percent
in education and 10 percent in the electricity and water utility sectors. Among the students aspiring to join the tourism
and hospitality industry, working in the hotels is most appealing with 51 percent expressing a desire to work in this
sector. This is followed by tourism and travels at 31 percent and facility management at 25 percent.
FIGURE 13: SHARE (IN PERCENTAGE) OF YOUTH WILLING TO WORK ACROSS VARIOUS SUB-SECTORS OF TOURISM AND
HOSPITALITY
60 51
50
40 31
30 25
21
20
7
10
0
Hotels Food Services Facility Management Tourism – tour and Cruise liner – cruise
travels ships
N = 591
Question: Which sub-sector would you like to be employed in or a run a business within the Tourism and Hospitality Industry?
This was a multiple-choice question and hence responses may not add up to 100%.
We also inquired about the job roles that students find most appealing within each sub-sector. The students find roles
of an Assistant Chef (45 percent) and Duty Manager (13 percent) as most appealing within the hotels. In the tourism
and travels sector, the roles of Adventure Travel Guide (36 percent) and Customer Service Executive (Meet and
Greet) (17 percent) were particularly attractive. Meanwhile, in facility management, positions such as Billing Executive
(27 percent), Facility Management Executive (16 percent), and Facility Manager (14 percent) stood out as the most
appealing roles.
Employed (Waged/Salaried) Youth
Basic Profile
This section provides a brief overview of the work profile of the surveyed youth currently engaged in a waged or
salaried job within the tourism and hospitality sector, constituting 24 percent of the total surveyed youth. Within this
group, the survey specifically focused on employed youth with 0-3 years of experience in the sector. Additionally, the
employed youth worked in one of the following sub-sectors: (i) Hotels; (ii) Food Services; (iii) Facility Management;
(iv) Tourism – Tours and Travels; (v) Cruise liners - Cruise Ships. Approximately one-third of the working youth (31
percent) were employed in facility management, followed by hotels (26 percent) and food services (24 percent). For
those in facility management, 28 percent were working in malls, and 26 percent in corporate towers. Within the hotels
sector, 46 percent of the youth was employed in budget hotels and 43 percent in the food services sector, including
fast food and quick-service restaurants.
FIGURE 14: SHARE (IN PERCENTAGE) OF WAGED AND/OR SALARIED YOUTH EMPLOYED ACROSS VARIOUS SUB-SECTORS OF TOURISM
AND HOSPITALITY
TOURISM AND HOSPITALITY FACILITY MANAGEMENT
30 28
35 31 26
30 26 25
24 20
25 13 14
19 15 12
20
10 7
15
5
10
0
5 1 Airport Theatres Malls Corporate Guesthouses Hospitals
towers
0
Hotels Food Services Facility Tourism – tour Cruise liner –
Management and travels cruise ships
N = 2,458 N = 753
Question: Which sub-sector are you employed in the Tourism and Question: What is the category of the firm (you are employed with)
Hospitality Industry? within the sub-sector of Facilities Management?
TOURISM AND TRAVELS

HOTELS
50 46 60 49
40 50
28 40
30 28
17 30 23
20
9 20
10
10
0 0
Luxury and Star Budget Hotel Guest House Homestays Tour operators Tour transport Tour and Travel –
Hotel and agent Adventure
Transport
N = 644
Question: What is the category of the firm (you are employed with) within N = 457
the sub-sector of hotels? Question: What is the category of the firm (you are employed with) within
the sub-sector of Tourism and Travels?
FOOD SERVICES
50 43
40
30
16 15 15
20 11
10
0
Restaurant Fast food & Independent Canteens and Outdoor catering
chains Quick service Cafes Dhaba’s
restaurant (roadside
eateries)
N = 581
Question: What is the category of the firm (you are employed with) within the sub-sector of Food Services?
We also inquired the wage and salaried youth about their perception of their own skill level to categorize them into
skilled/unskilled/semi-skilled categories90. We find that majority of wage and salaried youth (72 percent) categorized
themselves as either semi-skilled or skilled workers, while remaining (27 percent) consider themselves as unskilled.
Wages Earned
In our examination of the monthly earnings of wage and salaried workers, we found that among the 89 percent of
youth willing to disclose their earnings, 43 percent earned between INR 5000 and INR 20000, 46 percent earned
between INR 20001 and INR 35000, and only 12 percent earned above INR 35000 monthly. Monthly salaries
demonstrate an ascending pattern corresponding to the perceived skill levels of the workers. Breaking down the
findings further, a majority of unskilled workers (70 percent) earned between INR 5000 and INR 20000, while this
share decreases to 52 percent for semi-skilled and 43 percent for skilled workers. Similarly, the share of workers
earning between INR 20001 and INR 35000 increased with an increase in skill level (46 percent for skilled workers,
29 percent for semi-skilled and 21 percent for unskilled workers).
Furthermore, the wage gap between semi-skilled and unskilled workers is more pronounced than the wage difference
between semi-skilled and skilled workers. Specifically, there is a 28-percenhtage point difference in proportion of
semi-skilled and unskilled workers earning between INR 5000 and INR 20000. This is in contrast to 9-percentage
point difference observed between skilled and semi-skilled workers.
FIGURE 15:SHARE OF WAGE AND SALARIED WORKERS EARNING WITHIN CERTAIN MONTHLY WAGE BRACKET, AS PER
THEIR SKILL LEVEL
Overall 43% 46% 12%
Skilled 43% 46% 12%

9% point
Semi-
52% 29% 19%
skilled
28% point
Unskilled 70% 21% 10%
INR 5000 - INR 20000 INR 20001-INR 35000 INR 35001 and above
N = 2260
Question: How much do you earn per month from your current job?
We further segregated the findings as per the workers working in the sub-sector. We found that the income distribution
varies across sub-sectors. like 70 percent of workers in food services earned less than INR 20,000 per month and
within cruise liners and tourism, over half of the workers (62 percent) earned above INR 35,000 per month. In hotels,
tourism and travels and facility management, more than half of the workers (53 percent, 53 percent, and 58 percent,
respectively) earned less than INR 20,000. However, within the tourism and travel sub-sector, 58 percent of workers
earned between INR 20,000 and INR 35,000, compared to 38 percent in hotels and 36 percent in facility management,
showcasing that relatively more organized segments, such as cruise liners, tend to pay higher wages compared to
the relatively more unorganized sector, such as food services. There were however no major differences across sub-
categories within these sub-sectors, and across gender.
90
Unskilled work is defined as work that requires little or no independent judgement /previous experience although familiar with occupational environment; Semi-skilled work is defined
as work that has a well-defined nature of work wherein the major requirement is not for judgement or skill but for proper discharge of duties; skilled work is defined as work that requires
exercising considerable independent judgement and of discharge of duties with responsibilities.
FIGURE 16: SHARE OF WAGE AND SALARIED WORKERS EARNING WITHIN CERTAIN MONTHLY WAGE BRACKET, AS PER
THE SUB-SECTOR
Cruise liner – cruise ships 33 52 62
Tourism – tour and travels 53 58 55
Facility Management 58 36 6
Food Services 70 26 4
Hotels 53 38 9
INR 5000-INR 20000 INR 20001-INR 35000 INR 35001 and above
N = 2260
Question: How much do you earn per month from your current job?
We further tried to understand the FIGURE 17:SHARE (IN PERCENTAGE) OF WAGED AND/OR SALARIED EXPRESSING
overall job satisfaction among THEIR SATISFACTION (OR DISSATISFACTION) WITH THEIR JOB
workers. We asked about their
work contentment. The findings 38
indicate that 58 percent of the
workers express satisfaction or high
27
satisfaction with their work, while 15
percent report dissatisfaction or 20
significant dissatisfaction with their
work. Within the subset of individuals 9
6
expressing dissatisfaction with their
work, low wages emerge as a
primary factor contributing to their Very Dissatisfied Dissatisfied Neither Satisfied Very Satisfied
Dissatisfied nor
discontent. Interestingly, among
Satisfied
workers who express satisfaction
with their work, 61 percent attribute N = 2458
Question: How satisfied are you with the quality and nature of your work?
their contentment to wages. This
underscores the pivotal role that
wages play in influencing job satisfaction within the surveyed workers in the tourism and hospitality sector.
Working Hours and Overtime Pay

In our inquiry about the number of days worked in a week, we found that 62 percent of workers work 6 days per week
on an average. Regarding working hours, we asked workers about their designated working hours per day on average.
Notably, 80 percent of workers indicated that 8 hours is the designated working hours per day. However, only 39
percent adhere to these hours, while the remaining 61 percent work more than 8 hours per day, often extending up
to 15 hours. The average working hours fall between 10-11 hours per day. In terms of compensation for overtime
work, we found that among workers exceeding their designated hours, only 41 percent receive overtime pay. A sub-
sector level analysis reveals that only 44 percent of hotels provide overtime wages, compared to 50 percent of cruise
liner employers. This shows that workers in the tourism and hospitality sector often deal with difficult working hours,
and only a few receive overtime pay.
Contract Coverage
To understand the working conditions within the tourism and hospitality sector, we investigated the coverage of work
contracts among workers. The overall coverage of contract prevalence is relatively low, with only 53 percent having
either written or verbal contracts. The remaining 47 percent do not have any sort of contract. Contract coverage varies
significantly based on workers’ skill levels. Specifically, 65 percent of unskilled workers lack any form of contract,
compared to 46 percent of semi-skilled workers and 34 percent of skilled workers. The coverage of written contracts
also varies with skill level of the workers, with 41 percent of skilled workers possessing a written contract, compared
to only 19 percent of FIGURE 18:SHARE (IN PERCENTAGE) OF WAGED AND/OR SALARIED YOUTH COVERED BY
semi-skilled workers CONTRACTS, AS PER THEIR SKILL LEVEL
and 8 percent of 65%
unskilled workers. This
reveals that unskilled 46% 47%
workers often lack 41%
35% 34%
formal contracts, semi- 30%
27% 25%
skilled workers rely on 24%
19%
either no contract or
verbal agreements, 8%
while skilled workers
predominantly operate Unskilled work Semi-skilled work Skilled work Total
under written contracts. I do not have any work contract I have a verbal contract
I have a written contract
A sub-sector wise N = 2458

Question: In this job, do you have a written or a verbal contract?
analysis reveals distinct
patterns in contract
prevalence. In the food services sector, over half of the workers (52 percent) operate without any written contracts,
followed by hotels (46 percent) and facility management (46 percent). In contrast, tourism and travels, as well as
cruise liners, exhibit the highest coverage of written contracts (29 percent and 26 percent, respectively) among these
sub-sectors. A further categorical analysis shows that only 50 percent of the workers working in specific segments of
the food services sector, such as independent cafes, canteens, Dhabas, and outdoor catering, are covered with
written contracts.
FIGURE 19: SHARE (IN PERCENTAGE) OF WAGED AND/OR SALARIED YOUTH COVERED BY CONTRACTS, AS PER
THEIR SUB SECTORS
52%
46% 46% 47%
45% 44%
31%
N = 2458 Question: In this job, do29%
you have a written or a verbal
30% 29% contract? 30% 30%
25% 27% 26%
24% 24%
17%
Hotels Food Services Facility Management Tourism – tour and Cruise liner – cruise Total
travels ships
I do not have any work contract I have a verbal contract I have a written contract
N = 2458
Question: In this job, do you have a written or a verbal contract?
Self-Employed Youth
Basic Profile
This section provides a brief overview of the work profile of the surveyed youth currently engaged in self-employed or
entrepreneurial work within the tourism and hospitality sector, constituting 25 percent of the respondents (2,486
individuals). It is important to note that the survey specifically focused on youth with 0-3 years of experience in the
surveyed youth working in self-employed or entrepreneurial ventures. sector to gather the information about entry-
level workers. Additionally, similar to waged or salaried persons, approximately one-third of the surveyed self-
employed youth (39 percent) were employed food services, followed by hotels (28 percent) and tourism and travels
(21 percent). For those in food services, 45 percent were working in fast food and quick service restaurants. Within
the hotels sector, 42 percent of the youth was employed in budget hotels. In the tourism and travel sector, tour
transport employed 48 percent of the surveyed youth in self-employed positions.
FIGURE 20:SHARE (IN PERCENTAGE) OF SELF-EMPLOYED YOUTH EMPLOYED ACROSS VARIOUS SUB-SECTORS OF TOURISM
AND HOSPITALITY
TOURISM AND HOSPITALITY FACILITY MANAGEMENT
39 29
28
20 19
21 17
13
8 8
Hotels Food Services Facility Tourism – tour

Management and travels Airports Theatres Malls Corporate Guesthouses Hospitals
towers
N = 2,486
Question: Which sub-sector are you employed in the Tourism and N = 755
Hospitality Industry? Question: What is the category of the firm (you are employed
with) within the sub-sector of Facilities Management?
HOTELS TOURISM AND TRAVELS
42
48
23 40
22
13
12
Luxury and Star Budget Hotel Guest House Homestays

Hotel Tour operators and Tour transport Tour and Travel –
agent Adventure Transport
N = 647
Question: What is the category of the firm (you are employed with) within N = 459
the sub-sector of Hotels? Question: What is the category of the firm (you are employed with)
within the sub-sector of Tourism and Travels?
FOOD SERVICES
45
19
11 14
11
Restaurant chains Fast food & Quick Independent Cafes Canteens and Dhaba Outdoor catering
service restaurant (roadside eateries)
N = 583
Question: What is the category of the firm (you are employed with) within the sub-sector of Food Services?
Nature of Work
We also find that overall, of the FIGURE 21:SHARE (IN PERCENTAGE) OF SELF-EMPLOYED YOUTH PURSUING VARIOUS
25 percent youth working in self- TYPES OF SELF-EMPLOYED WORK
employed and entrepreneurial 80% 73%
ventures, 73 percent were self-
60%
employed while only 27 percent
were entrepreneurs. We also 40%
asked about the nature of work of 14%
20% 8% 5%
those involved in self-
0%
employment or entrepreneurial
Total
ventures. We found that 73
percent of such youth actively Full Time
participated in full-time self- Part Time but for a continuous duration through a year
employment or
Seasonal
entrepreneurship, with no
significant gender-based Occasional/Irregular/Gig work (i.e. there is no exclusive work contract)
variations observed in their N = 2486
pursuit of these endeavors. Question: What is the nature of your work?
Work Experience and Working Hours

On enquring about youth’s average years of work experience within the sector, we find that on average, workers
within this group had 2 years of experience, and their workweek typically spanned 6 days, with an average daily
commitment of 9 hours.
FIGURE 22: SHARE OF SELF-EMPLOYED WORKERS EARNING WITHIN CERTAIN
Wages Earned MONTHLY WAGE BRACKET, AS PER THE SUB-SECTOR
Among self-employed
individuals and 48 50 48
entrepreneurs, 89 percent
32 30 31
youth was willingly disclosed
21 20 21
their earnings. Within this
group, overall close to half
(i.e. 48 percent) reported
earning between INR 5000 - Male Female Total
2000, while nearly one-third
INR 5000 - INR 20000 INR 20001 - INR 35000
(i.e. 31 percent) reported
INR 35001 and above
earning between INR 20001-
35000. There were no N = 2231
gender-based differences in this Question: How much do you earn per month?
aspect.To understand the overall
FIGURE 23:SHARE (IN PERCENTAGE) OF SELF-EMPLOYED EXPRESSING THEIR
job satisfaction among workers,
SATISFACTION (OR DISSATISFACTION) WITH THEIR JOB
we inquired about their
contentment with their work. The
50 findings indicate that 54 percent
40
of the workers expressed
40
27 satisfaction or high satisfaction
30 with their work, while 19 percent
20 14 reported dissatisfaction or
10 9
10 significant dissatisfaction with
their work. Within the subset of
0
Very Dissatisfied Neither Satisfied Very Satisfied individuals expressing
Dissatisfied Dissatisfied dissatisfaction with their work,
nor Satisfied low earnings (as mentioned by 52
N = 2486 percent of youth expressing their
Question: How satisfied are you with the quality and nature of your work? dissatisfaction) emerged as a
primary factor contributing to their
discontent. Interestingly, among workers who expressed satisfaction with their work, 46 percent (as expressed by
youth expressing their satisfaction) attributed their contentment to earnings. This underscores the pivotal role that
earnings play in influencing job satisfaction within the surveyed workers in the tourism and hospitality sector.
Youth Neither in Education, Employment, or Training (NEET)

Basic Profile
This section provides a brief FIGURE 24: SHARE (IN PERCENTAGE) OF NEET YOUTH CITING REASONS TO BE IN
overview of the work profile of NEET
the surveyed youth neither in
education, employment or
36 35
training, constituting 25 35
percent of the respondents
(2,506 individuals). We asked 24 23
this group of individuals about
reasons for being in NEET,
their past work experience
and their willingness to work.
To assess NEET youth’s

reasons for being in this Awaiting Scarcity of job Jobs are available Household work Jobs are available
category, we found that the results/applying locally – jobs not but presence of consumes most but not in my
primary factor, cited by 36 for further available in only low-paid jobs part of the time native place - Not
education remote or far willing to migrate
percent of NEET individuals is away location outside state for
awaiting results or applying opportunities
for further education. N = 2506
Additionally, 35 percent of Question: What is the reason for your status of being neither in education nor employed nor training?
NEET youth identified the The responses may not add up to 100% as this was a multiple-choice question.
scarcity of locally available
jobs and the prevalence of low-paid jobs as the key reasons for their NEET status. There were no significant gender
level differences. In our investigation into the duration of NEET status among youth, we discovered that approximately
one-third of individuals remained in the NEET category for a period ranging from 6 months to 1 year, while 22 percent
had been in this category for 1 to 2 years.
Prior Work Experience

In our inquiry into the work history of NEET youth, we discovered that only over one-tenth (13 percent) of NEET youth
had prior work experience, among which, 47 percent had 2 years of prior work experience.
Willingness to Work and Job Search

During the survey, we found that 61 percent of the NEET youth was willing to work. A gender wise analysis suggests
that a larger share of NEET males (67 percent) was willing to work compared to females (55 percent). Among those
willing to work, we further inquired about their preference between wage-salaried jobs and self-employment and
entrepreneurship. Among the 61 percent of NEET youth willing to work, 91 percent had a clear preference. Within
this group of 91 percent, 76 percent were seeking a wage-salaried job, while the remaining 24 percent were interested
in self-employment or entrepreneurial work. A gender wise analysis suggests that 79 percent women and 74 percent
men were inclined towards wage and salaried jobs.
Among those NEET youth seeking a waged/salaried job, we inquired about their active job search efforts. Our findings
indicate that 87 percent of NEET youth seeking a waged/salaried job were actively searching for it. Within this actively
job-seeking group, 42 percent had been engaged in the job search for the past 6 months preceding the survey, while
38 percent had been actively looking for a year. A gender-wise analysis reveals 44 percent of males had been actively
seeking employment compared to 31 percent of females in the same category. 59 percent of the NEET youth looking
for waged and salaried jobs were using local community networks to find job opportunities, while 50 percent were
using traditional methods like newspapers and pamphlets, and 42 percent were using online platforms such as
Naukri.com.
TABLE 3: SHARE (IN PERCENTAGE) OF NEET YOUTH, ACTIVELY LOOKING FOR A JOB SINCE THE GIVEN TIME PERIOD,
GENDER WISE
Duration Male (in %) Female (in %) Total (in %)
Greater than one year 44 31 38
In last year 15 17 16
In last 6 months 37 47 42
In last month 3 4 4
In last week 1 1 1
Total 100 100 100
N = 926
Question: Since how long have you been actively looking for a job?
Lastly, to understand the industry preferences of NEET youth who expressed willingness to work, we inquired about
the sectors they were willing to work in. The choice of sectors presented to them were directly related to tourism and
hospitality (Electricity/Utility, Wholesale and Retail, Financial Services, IT and Communication (ICT), Education, Real
Estate, Administrative services, Food and Beverage). Notably, 47 percent of the NEET youth willing to work,
expressed a preference to work within tourism and hospitality sector; wholesale and retail; and electricity. Among
those opting for careers in tourism and hospitality, 61 percent selected hotels as their preferred sub-sector, followed
by 36 percent choosing food services, 19 percent opting for tourism and travels, 18 percent selecting facility
management, and 6 percent choosing cruise liners.
Among the NEET youth willing to work in hotels, the most attractive job roles included Assistant Chef, Barista
Executive, and Food and Beverage Service Associate. For those interested in facility management, Billing Executive,
Facility Management Executive, and Facility Manager were the most preferred positions. In the tourism and travel
segment, Adventure Travel Guide and Customer Service Executive (Meet and Greet) were the top choices. On cruise
liners, Assistant Chef and Chef De Partie were the most attractive job roles.
Now that we have established a foundational understanding of the basic profiles of the four categories of youth, the
next sub-section delves into youth’s career aspirations including a willingness to work in tourism and hospitality sector,
awareness of counseling services, awareness of skilling requirements, knowledge about technological
advancements, and migration preferences.
3.2. Career Aspirations of the Youth

Career Aspirations in Next 6 FIGURE 25: SHARE (IN PERCENTAGE) OF STUDENTS CITING THEIR TOP 3 CAREER
Months ASPIRATIONS IN 6 MONTHS SUCCEEDING THE SURVEY
To gain insights into the future 49%

career paths of the surveyed
youth, we inquired about their 18% 16%
career aspirations for the 6
months succeeding the survey.
We break down the findings as Salaried job (either Own business/self- To pursue only higher
private/government) employed education
per the youth category. We found
that 49 percent of the students N = 2708
aspired for a salaried job, 18 Note: Only top 3 choices for career aspirations are shown
percent for entrepreneurship or Question: What are your career aspirations in next 6 months?
self-employment, and 16 percent
wanted to pursue higher education. On enquiring about the key factors determining the choice of career aspiration,
we found that job security (reported by 34 percent of students), growth prospects (34 percent), and decent pay (30
percent) emerged as the primary determinants. Similar findings are reported for NEET youth.
In contrast to the students and FIGURE 26:SHARE (IN PERCENTAGE) OF NEET YOUTH CITING THEIR TOP 3
NEET youth, wage and salaried CAREER ASPIRATIONS IN NEXT 6 MONTHS SUCCEEDING THE SURVEY
youth exhibited diverse career
paths, with 64 percent willing to 51%
continue in their current jobs, 24
percent aspired to venture into
entrepreneurship, and 5 percent 21%
wanted to prepare for government 12%
exams. Their choices were
influenced by factors such as job
security (33 percent), growth Salaried job (either Own business/self- Stay at home
prospects (32 percent), and private/government) employed
decent pay (30 percent). N = 2506
Note: Only top 3 choices for career aspirations are shown
Among the self-employed youth,
Question: What are your career aspirations in next 6 months?
55 percent expressed a desire to
continue their own businesses, 36 percent wanted to secure a job, and 5 percent preferred staying at home in the
next six months. The primary factors influencing these choices included growth prospects (36 percent), location
proximity (31 percent), and
FIGURE 27: SHARE (IN PERCENTAGE) OF WAGE AND SALARIED YOUTH CITING THEIR
opportunities for continuous
TOP 3 CAREER ASPIRATIONS IN THE NEXT 6 MONTHS SUCCEEDING THE SURVEY
learning and upskilling (27
64% percent).
Willingness to Join
Tourism and Hospitality
24%
Sector
5%
Upon further inquiry
To continue the job To start my own To prepare for government
regarding willingness of
business/self employed exams youth to work in tourism and
hospitality sector in
N = 2458
particular, we found that
Note: Only top 3 choices for career aspirations are shown
Question: What are your career aspirations in next 6 months? within the group of 49
percent of youth not
currently engaged in jobs (i.e., students or NEET youth) in tourism and hospitality, 53 percent expressed a willingness
to work in the sector. Conversely, among the 51 percent of youth already employed (i.e., wage and salaried or self-
employed youth) in the industry, 59 percent express their intention to continue working in the same sector.
When exploring the reasons for choosing or not choosing to join the tourism and hospitality sector, those willing to
join are primarily motivated by personal interest (67 percent), alignment with educational qualifications (48 percent),
and a desire for a diverse and dynamic environment (32 percent). On the other hand, individuals not willing to join
cited a preference for a different career path (49 percent), a lack of alignment with educational qualifications (44
percent), a preference for more office-based work (23 percent), and concerns about the seasonal nature of jobs within
the sector (noted by certain individuals at 23 percent) as deterrents.
In line with youth’s aspiration to pursue self-employment or entrepreneurship, our qualitative interactions with
educational institutions suggest that professors from Ambedkar University, New Delhi, believe that the future of the
tourism industry envisions a shift towards fostering self-employment. In response, there are strategic plans within
Ambedkar University to establish an incubation center and also world skills center aimed at nurturing and cultivating
a new generation of entrepreneurs. A notable example is the Atal Incubation Centre within the university, where
students have already taken the initiative to start their own travel agencies. Additionally, some universities extend
financial support to entrepreneurial ventures, for example, some universities have introduced a pilot project to help
students establish their own entrepreneurial venture in food services where students can explore, ideate, and run a
food services business.
We further found that recognizing the demand for entrepreneurship in the industry, some universities have taken
initiatives such as establishment of an Entrepreneurship Club. This club facilitates industry engagement through guest
lectures, promotes hands-on experiences by establishing a catering facility and organizes various activities to bridge
the gap between academia and the industry within the food and beverage service sector. Principal from the Institute
of Hotel Management (IHM) Ahmedabad stated that entrepreneurial pursuits are actively promoted in their institute
through dedicated courses. The institute had established an entrepreneurship club five years ago, resulting in
students starting their own canteen within the institute. This initiative expanded into several stalls, where students
were responsible for food production and marketing.
Willingness to Join Gig Work
We further tried to understand the youth’s willingness to participate in the gig economy. The results indicate that an
overall 22 percent of the youth express interest in pursuing gig work, with students displaying the highest interest at
27 percent, followed by wage and salaried workers at 22 percent. A regional breakdown reveals that 24 percent of
the rural youth was interested in pursuing gig work, compared to 22 percent urban youth and 19 percent youth from
semi-urban regions. We
FIGURE 28:SHARE OF YOUTH INTERESTED IN PURSUING OPPORTUNITIES AS A GIG also delved into the
WORKER reasons motivating youth
58 60 to opt for gig work. The
52 55
49 findings suggest that of the
22 percent youth willing to
join gig work, 53 percent
27 27 highlighted the appeal of
24 22 21 22 23
20 18 21 low entry barriers in terms
of required skills and
educational qualifications,
47 percent cited a lack of
Student Waged/Salaried Self Employed NEET Overall alternative employment
employed opportunities as a
contributing factor, and 36
Yes No Can’t say percent were motivated by
N = 10,158 the prospect of earning a
Question: Are you interested in pursuing opportunities as a Gig Worker (Uber / Ola / Zomato / higher supplemental
Swiggy – short term contract-based job)? income in the gig economy.
Furthermore, our investigation tried to understand the factors that deter youth from considering gig work within the
tourism and hospitality sector. Among the 55 percent expressing disinterest in gig work, key reasons cited for not
choosing gig work included a perceived lack of structure in the nature of the work (42 percent), concerns about the
absence of clear career progression opportunities (41 percent), and apprehensions about variable salary structures
(40 percent). Our analysis found that there are no significant differences in reasons to not pursue gig work across
urban and rural areas, gender, and various youth categories.
3.3. Awareness About Career Counselling Services

After gaining insights FIGURE 29: SHARE (IN PERCENTAGE) OF YOUTH AWARE ABOUT CAREER COUNSELLING
into youth’s career SERVICES
aspirations,
understanding their 47 44 42 43
36
awareness of career
counseling services is
crucial to assess their
ability to seek guidance
to fulfill their career Student Waged/Salaried Self Employed NEET Total
aspirations. We employed
therefore inquired the
N = 10,158
youth about their
Question: Are you aware about career counselling services in your native area?
awareness of career
counselling services in their neighborhood and found that overall, less than half of the youth (43 percent) were aware
of available career counseling services. A youth category wise analysis suggests that only 36 percent of the NEET
youth exhibited awareness, compared to 47 percent of students. No significant differences were observed across
gender and rural and urban categories.
We further inquired the youth who are aware of career counselling services and whether they utilized the services or
not. Among the 43 percent of youth who were aware of career counseling services, 65 percent utilized these services,
with no significant differences across different categories of youth. Among the 65 percent of youth utilizing career
counseling services, when asked about the types of services provided by the service providers, they identified
information on relevant vacancies (57 percent), advice on starting one's own business (48 percent), and guidance in
job applications, including resume building and cover letter writing (47 percent) as the key services offered by their
nearby career counseling services.
Among the 35 percent of youth who were aware of counseling services, only 20 percent expressed a desire to do so.
Their primary reasons for wanting to utilize these services included seeking information on relevant vacancies (54
percent), advice on starting their own business (47 percent), and guidance in job applications, including resume
building and cover letter writing (46 percent).
3.4. Awareness About Technological Advancements

As mentioned in Chapter 2, the FIGURE 30:SHARE OF YOUTH (IN PERCENTAGE) ANTICIPATE CHANGE EITHER IN
tourism and hospitality sector is SKILLING OR EMPLOYMENT DUE TO TECHNOLOGICAL ADVANCEMENT
undergoing significant changes,
emphasizing the importance of
assessing youth awareness
regarding technological
60 54 58
advancements in the industry. We
inquired whether the youth
anticipate any changes in 19
21 20
employment or skilling attributed to
21 25 22
technological advancements in the
sector. The findings revealed that Male Female Total
more than half of the surveyed No change Not aware Yes, there will be change
youth (58 percent) was aware of
anticipated technological changes N = 10,158
Question: In general, do you anticipate any change in employment and/or skilling due to
in employment or skilling within the technological advancements?
There were gender differences, with fewer females (54 percent females compared to 60 percent males) who
anticipated a change in skilling or employment due to technological advancements. However, no significant
differences were observed across various youth categories.
Among the 58 percent youth anticipating changes, 37 percent believed there will be a change in skilling requirements,
26 percent perceived a change in employment prospects, and 37 percent believed there will be changes in both
skilling and employment. Of those who anticipated changes in skilling or both in skilling and employment, we inquired
about the specific changes they expect in skilling development and teaching due to technological advancement. 67
percent of such group of respondents expected a heightened focus on workforce readiness skills such as digital
literacy and resume writing, while 55 percent anticipated an emphasis on soft skills in teaching curriculum.
Furthermore, 41 percent foresaw increased attention to technical skills and 28 percent expected a focus on
entrepreneurial skills. Computer programming and software skills were anticipated by 25 percent of the respondents.
Additionally, practical teaching methods (19 percent) and new study programs in digital technologies (17 percent)
were expected to emerge.
FIGURE 31:SHARE OF YOUTH (IN PERCENTAGE) ANTICIPATE ANY CHANGE IN SKILLING DEVELOPMENT AND TEACHING
IN RESPONSE TO TECHNOLOGICAL ADVANCEMENTS
80
67
70
60 55
50 41
40
28 25
30
19 17
20 12
10
0
as virtual or AI apps for digital
technologies to be developed
communication, adaptability,
initiative, innovation, creativity,
methods such as team-based
There will be an increased

computer programming and
such as digital literacy, resume
There will be more focus on
new study programs in digital

learning, experiential learning
teaching technical skills such
writing, time management etc
number or need for inter-

entrepreneurial skills such as
teaching soft skills such as
There will be introduction of

There will be emergence of

software skills such as to
workforce readiness skills
interpersonal skills etc.
more practical teaching
disciplinary or multi-
disciplinary courses
check-ins at hotels
handle websites
curiosity
N = 4,306
Question: According to you, in general what kind of changes in approach to skill development and teaching will happen in response
technological advancements?
The responses may not add up to 100% as this was a multiple-choice question.
Similarly, we asked those who anticipate changes in employment or both in skilling and employment, and the specific
changes they expect in general employment and their own employment prospects due to technological advancement.
We found that within 57 percent of the group anticipating changes in employment or both in skilling and employment,
34 percent of youth believed there will be an emergence of more job opportunities across sectors, 31 percent believed
there will be an elimination of some job opportunities across sectors, and 30 percent believed there would be
elimination or redefinition of existing jobs, but also the creation of new jobs. We further inquired the youth about how
they perceived their own skilling or employment prospects to change in response to technological advancements. We
found that 57 percent of the group anticipating changes in employment or both in skilling and employment stated that
they will have more and better methods of exchange and connectivity with colleagues, 54 percent anticipated more
job opportunities to work remotely, such as working with customers virtually, and 39 percent anticipated fewer job
opportunities, as most of the jobs will be displaced by machines and robots.
Complementing our quantitative findings, qualitative interactions with educational institutions provided useful insights
regarding how the institutes are aware of preparing young students towards emerging trends in the tourism and
hospitality industry. Manipal University's Principal highlighted the university’s proactive approach to the evolving
hospitality and tourism industry. In response to technological advancements, the university has introduced hands-on
courses, combining structured classroom learning with practical experiences, for instance, practical skills are honed
through the operation of a commercial restaurant, providing valuable insights into menu planning, digital marketing,
team building and event management.
Further, Christ University’s Principal mentioned that the program at their university places a strong emphasis on
experiential learning, actively engaging students in restaurant operations and entrepreneurial cafes. The university
acknowledges the distinctive entrepreneurial role that chefs will assume in the ever-evolving hospitality landscape
and therefore prioritizes the development of both technological skills, including data analysis and software proficiency
and essential social skills, such as adaptability.
GD Goenka University too incorporates training in presentation skills, operates a communication lab, and engages in
video blogging in both French and English within its curriculum. It conducts various public speaking exercises and
provides learner-based assignments for different levels, including slow learners, intermediate learners, and active
learners. In an interaction with the principal of IHM Pusa, we learned that the institute emphasizes cultivating a mindset
of product design and problem-solving among students. This encouragement leads them to devise solutions, such as
extending the shelf life of refrigerated items. Some educational institutions have also set up research and development
labs to support students in applying their theoretical knowledge to learning and innovative thinking skills. According
to the Assistant Director of Skill Development at Starex University, their Bachelor of Skills course prioritizes advanced
skills. It adopts a modern approach through app-based induction, which includes a diverse range of practical recipes,
featuring a curated selection of 100 dishes.
3.5. Awareness About Skilling Requirements

In view of changing skilling requirements, we further assessed youth’s awareness regarding skilling schemes in India:
Recognition of Prior Learning (RPL), Deen Dayal Upadhyaya Grameen Kaushalya Yojana (DDU-GKY /Sagarmala,
Pradhan Mantri Kaushal Vikas Yojana (PMKVY), Craftsmen Training Schemes, National Apprenticeship Promotion
Scheme (NAPS), Rural Self-Employment Training Institute (RSETI), and Kaushal Vardhan Kendra (KVK) 2.0.
We found that while over 50 percent of the youth was aware about schemes such as RPL, DDU-GKY, PMKVY, slightly
less than half of the youth was aware about CTS (45 percent), NAPS (45 percent), RSETI (50 percent). Youth-wise
findings highlight varying awareness levels. For instance, a larger share of students (i.e., 63 percent) in education
were aware about RPL scheme, followed by wage-employed individuals (59 percent), self-employed (57 percent) and
NEET individuals (55 percent). This pattern is consistent across schemes like DDU-GKY and PMKVY. The overall
awareness of the CTS scheme stands at 47 percent, with NEET's awareness lower at 42 percent. Similar patterns
are observed for other schemes, including the NAPS, RSETI and KVK 2.0.
FIGURE 32: SHARE (IN PERCENTAGE) OF YOUTH BEING AWARE OF MAJOR SKILL DEVELOPMENT SCHEMES IN INDIA
RECOGNITION OF PRIOR LEARNING DEEN DAYAL UPADHYAYA GRAMEEN KAUSHALYA
YOJANA (DDU GKY)
63
59 57 58
55 59 61 57 58
53
Student Wage Self NEET Total Student Wage Self NEET Total
employed employed employed employed
APPRENTICESHIP TRAINING SCHEME - NAPS PRADHAN M ANTRI KAUSHAL VIKAS YOJANA (PMKVY)
47 47 47 45 64 63 64 62
39 57
Student Wage Self NEET Total Student Wage Self NEET Total
employed employed employed employed
N = 10,158
Question: Are you aware about the mentioned schemes/councils/policies?
Understanding about Relevant Skills for Employment
We further inquired about the skills FIGURE 33: SHARE (IN PERCENTAGE) OF YOUTH CITING TOP 5
which the youth considers most RELEVANT SKILLS FOR A JOB
important to attain a job or work, to 56
understand the awareness of youth 50
48 47 47
regarding crucial skills valued by
employers. 56 percent of the youth
identified written and verbal
communication as the most essential
skill for employment, followed by
complex problem-solving skills (such as
client handling, grievance redressal),
cited by 50 percent, critical thinking at 48
percent, adaptive learning at 47 percent,
and literacy/numeracy skills at 47 Critical thinking Adaptive Written and Literacy/ Complex
Learning verbal Numeracy Skills problem solving
percent. There were no significant communication
differences across different youth
N = 10,158
categories and gender groups. Note: Only top 5 choices are shown
Question: According to you, which 5 skills are most relevant for a job/work?
We further assessed whether the youth The responses may not add upto 100% as this was a multiple-choice question.
deemed it necessary to undergo training
in these skills. Among those who identified written and verbal communication as crucial for employment (56 percent),
75 percent expressed a willingness to receive training in the skill. Likewise, for those recognizing complex problem-
solving as vital (50 percent), 74 percent showed readiness for training in this skill. Interestingly, critical thinking
emerged as the most sought-after skill for training among the youth. We additionally observe that educational
institutions acknowledge the significance of the skills identified by youth.
Willingness for Skill Development Training in Tourism and Hospitality Industry

While understanding the youth's FIGURE 34: SHARE OF YOUTH (IN PERCENTAGE) INTERESTED IN SKILL
perspective on the crucial skills for DEVELOPMENT TRAINING IN TOURISM AND HOSPITALITY SECTOR
their training is important, it is equally
essential to assess their interest in
acquiring skill development within the 48
Therefore, we asked the youth about 44 44
their willingness to undergo training 41 41
within tourism and hospitality
industry. Our findings indicate that
slightly less than half of the surveyed
youth (44 percent) expressed a
willingness to receive training in the Student Wage Self employed NEET Total
employed
tourism and hospitality sector. An
analysis across youth shows that 48 N = 10,158
percent students exhibited inclination Note: Only top 5 choices are shown
Question: Are you interested in a skill development training in the sector of tourism and
for skill development in tourism and hospitality?
hospitality sector, compared to 44
percent wage employed, or 41 percent self employed or each NEET youth.
Moreover, among the 44 percent of youth who expressed their willingness for skill development training within the
tourism and hospitality sector, we inquired about the preferred type of skill development course, whether they
preferred part-time or full-time training, and whether residential or non-residential programs were more appealing.
The results reveal that among the 44 percent of youth willing for skill development training within the tourism and
hospitality sector, 49 percent favored short-term courses (i.e., less than 6 months), 41 percent expressed interest in
entrepreneurship and self-employment-related courses, while 31 percent leaned towards long-term training programs
(6 months to 1 year duration).
FIGURE 35: SHARE (IN PERCENTAGE) OF YOUTH CITING FOR PART-TIME OR Regarding the nature of training,
FULL-TIME TRAINING the findings indicate that a slightly
larger proportion of youth (55
percent) preferred part-time
60 57
55 training, compared to the 45
51 49
45 43 percent who favor full-time
40
training. An analysis based on
youth categories revealed that
students exhibited a near-
indifference between full-time (49
percent) and part-time (51
Student Wage employed Self employed NEET percent) training, given their
flexibility due to ongoing studies.
Part-Time Full-Time
However, individuals in self-
N = 4423 employment, wage employment,
Question: Would you be interested in a part-time or full-time skill training? and those categorized as NEET
showed a distinct preference for
part-time training (60 percent, 55 percent, and 57 percent respectively).
We also inquired about the preference for residential versus non-residential training and found that 86 percent of the
youth (who are willing to be trained in skill development for tourism and hospitality sector) expressed a clear
preference. Within this group of 86 percent, 60 percent favored residential training, while 40 percent preferred non-
residential training. There were no significant differences observed across gender or youth categories.
Furthermore, to understand the willingness of youth to financially contribute to training programs in the tourism and
hospitality sector, we asked whether they are prepared to pay for such training and, if so, the minimum amount they
would be willing to invest. The findings indicate that only 38 percent (of the 44 percent of youth eager for skill
development training within the tourism and hospitality sector) were willing to pay for the training. Among different
sub-categories, NEET individuals showed the least inclination to pay (31 percent), while students, wage-employed
individuals (40 percent each) and self-employed individuals (38 percent) expressed varying levels of willingness.
Students mentioned that they were willing to pay INR 8000, while those working in jobs or were self-employed that
they were willing to pay INR 5000 for the training programmes.
Lastly, we also questioned the youth regarding potential challenges in their readiness to undergo training programs
within the tourism and hospitality sector. Financial constraints emerge as the primary concern, as reported by 55
percent (of the 44 percent of expressing willingness to undergo training in the tourism and hospitality industry) youth.
A closer examination across categories reveals that 60 percent of the identify the potential for financial constraints.
Additionally, we identified a perception among the youth that the training process is lengthy, with 35 percent
expressing this concern. This issue is particularly prominent among self-employed and NEET individuals, with 37
percent highlighting this challenge.
FIGURE 36:SHARE OF YOUTH (IN PERCENTAGE) CITING THEIR CHALLENGES THAT MAY STOP THEM FROM UNDERGOING
TRAINING PROGRAMME IN TOURISM AND HOSPITALITY SECTOR
60 55 57 57 56
54 52 54 52 55
35 35 34 37 35
Student Wage employed Self employed NEET Total
Financial constraints to pay the fees

Non-availability of such training in the neighborhood
Lengthy and long drawn process
N = 4423
Note: Only top 3 responses are shown
Question: What are the major challenges/constraints that would stop you from undergoing training programme?
3.6. Migration Preferences
We also tried to understand
FIGURE 37:SHARE (IN PERCENTAGE) OF YOUTH WILLING TO MIGRATE OUTSIDE
whether the surveyed youth was
OF NATIVE PLACE, BY GENDER
willing to migrate out of their native
place in search of employment.
We found that only 21 percent of
the youth was willing to migrate. A
76 83 79
relatively larger share of males (24
percent) was willing to migrate
than females (17 percent).
24 17 21
Of the 21 percent willing to
migrate, 56 percent were willing to Male Female Total
migrate outside their native district
but within the same state that they Yes No
reside in, 44 percent wanted to N = 10,158
migrate outside the state they Question: Are you willing to migrate out of their native place for work?
reside in but within India, and only
10 percent wanted to migrate out of India. For those 56 percent who were willing to migrate outside their native district
but within the same state, migration preferences revealed distinct geographical trends, with certain states and districts
standing out as top choices. We also tried to understand the top 5 states from where the youth is willing to migrate
from. We find that 53 percent youth from Bihar is willing to migrate out of their native place, 43 percent from
Uttarakhand, 40 percent from Himachal Pradesh, 40 percent from Assam, and 39 percent from Karnataka.
Of those 21 percent of youth willing to migrate, the pursuit of improved job and business opportunities (24 percent),
strong connection to their family and native community (23 percent), and the desire for economic advancement
motivates individuals to seek regions aligning with their career goals.
4. Industry’s Perspective
To gain insights into the workforce engaged in the tourism and hospitality industry, we conducted a primary survey
with employers to capture their perspectives. Our focus was on understanding employers viewpoints regarding
recruitment practices, required educational qualifications, desired skill sets, training methods within their
organizations, job roles for entry- level workers, wages and wage premiums, and the perceived influence of technology
on employment and skill development in the industry. This chapter presents the key findings and perspectives that
emerged from surveying 553 employers across five sub-sectors of the tourism and hospitality industry, namely –
Hotels, Food Services, Facilities Management, Tourism - Tour and Travel and Cruise-Liners. The quantitative
questionnaire utilized for the employers’ surveys is placed in Annexure E, and the list of stakeholders interviewed for
qualitative discussions is provided in Annexure B.
4.1. Profiling of the Surveyed Employers

Basic Profile of Respondents
The study encompassed interviews with 553 employers across five sub-sectors of tourism and hospitality industry in
20 states and 6 Union Territories of India. The state wise coverage of sample is presented in the Annexure A. Out of
the five sub-sectors, Hotels represented the majority, constituting 52 percent of the total sample. Other sub-sectors
included Food Services (28 percent), Tourism – Tours and Travels (11 percent), Facilities Management (5 percent),
and Cruise Liners (1 percent).
FIGURE 38: SHARE (IN PERCENTAGE) OF EMPLOYERS SURVEYED FROM VARIOUS SUB-SECTORS
60%
52%
50%
40%
28%
30%
20%
11%
10% 5%
1%
0%
Hotels Food Services Tourism - Tours and Facilities Cruise Liners – cruise
travels Management ships
N = 553
Question: What is the type of sub-sector the employer/the firm operates in?
Employers surveyed consisted of 41 percent from the organized firms and the remaining (59 percent) from the
unorganized firms. Within the Hotels sub-sector, the distribution of employers surveyed was equal, i.e., 50 percent of
employers each across the organized and unorganized firms respectively. In the Cruise Liners- Cruise Ships sub-
sector, except for one employer, all the surveyed employers belonged to organized firms. In the other three sub-
sectors, i.e., Food Services, Facilities Management, and Tourism- Tour and Travels, the share of surveyed employers
belonging to unorganized establishments outnumbered the employers from organized establishments. Specifically in
the Food Services sub-sector, 72 percent were unorganized firms’ employers and 28 percent were organized firms’
employers. In the Facilities Management sub-sector, 57 percent were unorganized firms’ employers and 43 percent
were organized firms’ employers and, in the Tourism – Tours and Travel sub-sector, 69 percent were unorganized
firms’ employers and 31 percent were organized firms’ employers.
TABLE 4: SHARE (IN PERCENTAGE) AND NUMBER OF EMPLOYERS ACROSS SUB-SECTORS CATEGORIZED ACROSS THE
TYPE OF EMPLOYER'S FIRM
Type of organization to which employers belonged
Organized Unorganized
Sub-Sectors
Number of Share Number of Share
employers (percentage) employers (percentage)
Hotels (N=289) 144 50 145 50
Food Services
43 28 112 72
(N=155)
Facilities
18 43 24 57
Management (N=42)
Tourism – Tour and
19 31 43 69
travel (N=62)
Cruise Liners –
4 80 1 20
cruise ships (N=5)
The study delved into various categories of firms within each sub-sector. In the hotels sub-sector, majority were from
budget hotels (57 percent), followed by luxury and star hotels (27 percent), homestays (12 percent) and guest houses
(5 percent). In the Food Services sub-sector, coverage included independent cafes (38 percent), fast foods and quick
service restaurants (30 percent), restaurant chains (14 percent), canteens and dhabas (12 percent), and outdoor
catering (6 percent). The employers within Facilities Management sub-sector consisted of various categories of
hospitality-related services in malls (17 percent), theatres (12 percent), guesthouses (10 percent), corporate towers
(48 percent), and hospitals (5 percent). In the Tourism – Tours and Travels sub-sectors, the survey covered three
categories: Tour operators and agents (31 percent), Tour transport (42 percent) and Tour and Travel – Adventure
Transport (24 percent).
TABLE 5: CATEGORIES OF FIRMS (IN NUMBERS AND PERCENTAGE) COVERED UNDER VARIOUS SUB-SECTORS OF
TOURISM AND HOSPITALITY
Organized and Unorganized Total
Category of firm within sub-sector Number of Share
Number of Share Number of Share
employers (in %)
employers (in %) employers (in %)
Hotels
Luxury and Star Hotel 75 52 2 1 77 27
Budget Hotel 65 45 99 68 164 57
Guest House 2 1 12 8 14 5
Homestays 2 1 32 22 34 12
Food Services
Restaurant chains 20 47 2 2 22 14
Fast food and Quick service restaurant 14 33 32 29 46 30
Independent Cafes 6 14 53 47 59 38
Canteens and Dhabas (roadside eateries) 3 7 16 14 19 12
Outdoor catering 0 0 9 8 9 6
Facilities Management
Hospitality related services at theatres 1 6 4 17 5 12
Hospitality related services at malls 0 0 7 29 7 17
Hospitality related services at corporate towers 11 61 9 38 20 48
Hospitality related services at guesthouses 2 11 2 8 4 10
Hospitality related services at hospitals 1 6 1 4 2 5
Tourism - Tours and Travels
Tour operators and agent 8 42 11 26 19 31
Tour transport 8 42 18 42 26 42
Tour and Travel – Adventure Transport 3 16 12 28 15 24
Furthermore, 40 percent employers interviewed were owners and founders of their organizations and the remaining
(60 percent) employers were HR heads in the surveyed organizations. Geographically, out of the surveyed employers,
30 percent were from the regions of Gujarat, Madhya Pradesh, Maharashtra, Rajasthan, and Uttar Pradesh. The
study involved employers across diverse industries and sizes. Micro-scale enterprises formed the majority at 44
percent, followed by small-scale (23 percent), medium-scale (21 percent), and large-sized enterprises (12 percent).
FIGURE 39: SHARE (IN PERCENTAGE) OF EMPLOYERS SURVEYED ON THE BASIS OF THEIR FIRM-SIZE
50 44
40
30 23
21
20
12
10
0
Large (last year’s turnover Medium (last year’s turnover Small (last year’s turnover does Micro-Enterprise (last year’s
should be more than 250 crore) does not exceed two hundred not exceed fifty crore rupees) turnover does not exceed five
and fifty crore rupees) crore rupees)
N = 553
Question: How would you describe the size or scale of the organization you work for or are affiliated with?
Workforce Details
To understand the workforce details of the surveyed employers, we inquired with the employers on the share of entry-
level workers, manager and mid-level workers, female workers, migrant workers, permanent workers, and contractual
workers, as well as the future expected growth of workers in the next 12 months.
Across the firms surveyed, on an average, 36 percent were entry level workers. Mid-level workers formed 15 percent
of the workforce, while the remaining were top-level workers. In terms of gender decomposition, the total workforce
of the employers constituted 69 percent male workers and 31 percent female workers. Further, within the firms
surveyed, on an average, 63 percent were permanent workers, while the rest were contractual, as reported by the
employers interviewed. To understand the requirement for workers in the next 12 months, we asked the employers
the estimated number of new workers to be recruited in the next 12 months. Our findings indicated that, on average,
employers of all firm sizes expected a 25 percent increase in the number of workers within the next 12 months.
Notably, micro-enterprise employers anticipated a slightly higher growth rate, projecting a 29 percent increase in
average hiring over the same time frame.
Migrants’ Share in the Workforce

A significant focus in our primary survey with employers was to know the number of migrant workers they hire in their
respective organizations, and from which states, districts, etc. Out of the 553 employers overall sample, 159
employers or 29 percent employers confirmed of hiring migrant workers. When evaluating the employer affiliations
based on firm sizes, it is observed that among the 228 surveyed employers from organized firms, 32 percent reported
hiring migrant workers, surpassing the 27 percent reported by the employers surveyed from unorganized firms. While
from the enterprise sizes perspective, 43 percent employers from medium-sized enterprises reported hiring migrant
workers followed by 35 percent employers from each of large-sized and small-sized enterprises. The analysis of
trends of hiring migrant workers sub-sectors indicates that the Facilities Management and Hotels sectors are the
primary hirers of migrant workers. Specifically, 38 percent of employers in the Facilities Management sub-sector and
34 percent in the Hotels sub-sector reported to hiring migrant workers. The least hiring of migrant workers was noted
by employers from the food services sector, with only 18 percent of the employers reported hiring migrant workers
from this sub-sector.
We further inquired with the employers on the state-wise trends vis-à-vis hiring of migrant workers. The top five states
from which most hiring was noted include Bihar, Uttar Pradesh, Maharashtra, Delhi, Gujarat and Madhya Pradesh
with 40 percent, 25 percent, 19 percent, 13 percent, 13 percent, 11 percent, respectively as reported by the surveyed
employers. The sub-sector level analysis on the top states and UTs for hiring revealed that majority of employers
surveyed, recruit from Bihar, followed by Uttar Pradesh, Delhi and Maharashtra.
TABLE 6: TOP 5 STATES/UTS WITH THE HIGHEST NUMBER OF MIGRANT WORKERS RECRUITED AS CITED BY SHARE (IN
PERCENTAGE) OF EMPLOYERS
Sub-sector States/UTs with the highest number of migrant workers recruited
Hotels Bihar, Uttar Pradesh, Delhi, Gujarat, Maharashtra
Food Services Bihar, Madhya Pradesh, Himachal Pradesh, Andhra Pradesh, Gujarat
Facilities Management Bihar, Uttar Pradesh, Delhi,Maharashtra, Gujarat
Tourism – Tour and travel Bihar, Uttar Pradesh, Assam, Andhra Pradesh, Andaman and Nicobar Islands
Cruise Liners – Cruise Ships Delhi and Maharashtra
Overall (All sub-sectors) Bihar, Uttar Pradesh, Maharashtra, Delhi, Gujarat, and Madhya Pradesh
N=553 for total; N=289 for hotels, N=155 for Food Services; N=42 for Facilities Management and N=62 for Tours and Travels; N=5 for cruise
liners; Note: Only top 5 choices are shown
Question: From which state or union territory majority of workers come from in your company?
Attrition Rate
We inquired with the employers on the average attrition rate and labour turnover rate in their organization in the last
year FY22-23. The average attrition rate as reported was 21 percent. The attrition rate in the organized sector of the
tourism and hospitality industry was slightly higher at 22 percent, compared to 20 percent in the unorganized sector.
As per the employers, a high attrition rate in the tourism and hospitality sector may be primarily attributed to factors
such as lower wages (cited by 49 percent employers), shifts in personal interests after 1-2 years of employment (cited
by 33 percent employers), and the anticipation of more lucrative job opportunities, as cited by 49 percent employers.
There was no substantial difference in reasons cited by organized and unorganized employees.
FIGURE 40: SHARE (IN PERCENTAGE) OF EMPLOYERS CITING VARIOUS REASONS FOR ATTRITION AMONG WORKERS
60
49 49
50
40 33 34
30 25 27
20 14
10
0
Lower wage thus, Better job Candidate’s interest Household duties, Safety and security Migrant/contractual Long working hours
not able to meet opportunities changes including farming, nature of work
employee’s demand domestic work, child
or elder care
N = 553
Question: What are the key reasons for attrition in your organization?
Analyzing attrition rate across sub-sectors and firm sizes revealed that tourism and travel companies and micro
enterprises have the highest attrition rate, reported by 22 percent of employers each. Specifically, out of the five sub-
sectors, employers in tourism – tour and travel, food services and facilities management accounted for higher attrition
rate compared to others, at 22 percent, 20 percent and 19 percent respectively. Across firm sizes, micro-sized
enterprises exhibited the highest attrition rate (22 percent), followed by large-sized enterprises (21 percent), and as
apparent, the rate of attrition across firm sizes or organization types through the employers surveyed do not vary
largely.
FIGURE 41: AVERAGE ATTRITION RATE (IN PERCENTAGE) IN LAST YEAR FY 2022-23, CATEGORY WISE AND FIRM-SIZE
WISE
25 22 21 20 22
21 20 19 18
20
15 13
10
0
Hotels Food Facilities Tourism – Cruise Liners
Services Management Tour & travel – cruise ships
Large Medium Small Micro-Enterprise
N = 553
Question: What has been the average attrition rate/labour turnover rate in your organization in last year FY 2022-23?
4.2. Recruitment Patterns and Challenges

The employer survey attempted to understand the most common modes of recruitment for entry-level workers. This
medium of recruitments ranged from Tourism and Hospitality colleges (Institute of Hotel Management (IHM), India
School of Hospitality (ISH)) to Industrial Training Institutes (ITI) /Polytechnics which have or those which do not have
dedicated Tourism and Hospitality course, vocational and short-term training Institute/NGOs, Employee Referrals,
etc.
The findings revealed that recruiting from the Tourism and Hospitality colleges was the most frequently used
recruitment method, as reported by nearly half (i.e. 45 percent) of employers. Mode of local community, friends, peers
etc. emerged as another significant recruitment channel, with 42 percent of employers utilizing this method,
suggesting a strong reliance on local talent pools. Additionally, 28 percent and 25 percent of the employers highlighted
that utilizing employee referrals and recruiting students from other colleges and universities, especially those with
dedicated Tourism and Hospitality programs, constituted the other preferred methods of recruitment. Online portals
also played a crucial role as a typical mode of recruitment adopted by the employers, as 25 percent of employers
shared using online platforms to source candidates, followed by recruitment agencies mode of recruitment as
preferred by 21 percent of the surveyed employees.
FIGURE 42: SHARE (IN PERCENTAGE) OF EMPLOYERS USING VARIOUS RECRUITMENT MODES TO RECRUIT ENTRY-
LEVEL WORKERS
N = 553
Note: This was a multiple-choice question, responses may add up to more than 100 percent. Only top 5 choices are shown.
Question: What are the most common modes of recruitment for entry level workers?
The same analysis, when run across the sub-sectors revealed that in three sub-sectors (i.e., hotels, facilities
management and cruise liners – cruise ships sub-sector), recruitment predominantly happened through Tourism and
Hospitality colleges. This mode was followed by the local community channels (highest recruitment mode within food
services sub-sector as cited by 43 percent employers of that sub-sector and within tourism – tours and travels sub-
sector, as cited by 58 percent employers of that sub-sector). No significant differences were observed between the
size of the firm or organized and unorganized type of firms.
TABLE 7: SHARE (IN PERCENTAGE) OF EMPLOYERS PREFERRED MODE OF RECRUITMENT, SUB-SECTOR LEVEL
ANALYSIS
Food Facilities Tourism – Tour Cruise Liners
Mode of recruitment Hotels
Services Management and travel – cruise ships
Tourism and Hospitality colleges
(IHM - Institute of Hotel
53 32 45 32 100
Management, ISH- India School
of Hospitality etc.)
Other Colleges/Universities which
have dedicated Tourism and 30 17 38 13 20
Hospitality course
Other Colleges/Universities which
do not have Tourism and 17 12 17 11 0
Hospitality course
ITI/Polytechnics which have
dedicated Tourism and Hospitality 18 7 24 3 60
course
ITI/Polytechnics which do not
have dedicated Tourism and 20 7 26 8 20
Hospitality course
Vocational/short term training
18 11 17 6 0
Institute/NGOs
Employee Referrals 29 26 24 27 20
Newspaper/Advertisements/
15 12 14 16 20
Pamphlets
Recruitment Agencies 21 14 24 32 20
Online Portals 24 20 40 31 20
Local community/Friends/Peers/
38 43 36 58 20
Relatives
N=553 for total; N=289 for Hotels; N=155 for Food Services; N=42 for Facilities Management; N=62 for Tourism - Tours and Travels; N=5
for Cruise Liners - Cruise Ships.
Note: this was a multiple-choice question, responses may add up to more than 100 percent.
Question: What are the most common modes of recruitment for entry level workers? (assessed across sub-sectors)
Recruitment Challenges
Recruitment hurdles in tourism and hospitality included a scarcity of technical and soft skills in candidates, deficiencies
in relevant education, and a limited pool of female job seekers. In the case of women, challenges related to early
marriage and a higher rate of offer declines are reported.
One of the important elements of our employer survey was to inquire about key challenges the employers faced while
recruiting entry-level workers or fresher candidates for jobs. We found that 52 percent of employers felt limited
availability of appropriately trained and technically skilled personnel/workers of both genders as a key barrier,
underscoring the importance of candidates possessing essential technical competencies. About 37 percent of
employers felt that the lack of appropriate educational institutions (with relevant courses) for campus recruitment
within the vicinity was an integral challenge to hiring suitable candidates for jobs. Further, 31 and 29 percent of
employers cited a lack of required soft skills and concerns that higher wages would not sync with their skills as key
challenges, highlighting the need for alignment between skills and work expectations. Around 18 percent of employers
mentioned that demands for accommodation by candidates were another challenge they faced while recruiting them.
The challenges shared by the employers therefore showcase the multifaceted nature of recruitment challenges that
employers face, encompassing both technical and soft skill gaps, salary inconsistencies, educational prerequisites,
work experience demands, workforce stability and logistical considerations.
FIGURE 43: SHARE (IN PERCENTAGE) OF EMPLOYERS FACING RECRUITMENT CHALLENGES IN HIRING ENTRY-LEVEL
WORKERS
60
50
40
30
52
20 37 31 29
10 18
0
Limited availability of Lack of appropriate Lack of required soft skills eg Candidates’ demand for Candidates’ demand for
appropriately trained/ educational institutions (with communication/leadership higher wages with respect to Accommodation
technically skilled relevant courses) for campus among prospective their skills
personnel/workers of both recruitments within vicinity candidates
genders
N=553
Note: only top 5 choices shown; this was a multiple-choice question, responses may add up to more than 100 percent.
Question: What are the key challenges faced while recruiting for entry level candidates for jobs in your organization?
The qualitative interview with an Executive Committee Member of the Association of Tourism Trade Organizations
India supports the quantitative findings. The executive committee member indicated that hotels, especially those
mandated to include full-fledged restaurants, encounter difficulties in hiring skilled kitchen staff. He has also
mentioned that acquiring talent for restaurant positions is particularly challenging as individuals perceive the industry
being sensitive to becoming risk averse due to the COVID-19 pandemic. Poor working conditions further deter
prospective employees. Despite comprehensive education in hotel management institutes covering various aspects
such as food production, front office and logistics, there is a mismatch between industry requirements and available
talent. While hotels are recruiting directly from these institutes, the overall shortage of skilled labor persists. The
industry's demand for skilled professionals is high, but educational institutions are struggling to meet these
requirements, contributing to a persistent labor shortage.
Upon examining the challenges faced in hiring entry- level workers, there were seemingly no major differences seen
across the sub-sectors as shared by employers surveyed. However, as we questioned on whether challenges were
any different in the organization while recruiting women candidates at entry level positions, we found that overall 29
percent of the employers shared that there were challenges faced differently while recruiting women candidates for
entry-level positions. Further, relatively larger share of unorganized firms’ employers (31 percent) compared to
organized firms’ employers (28 percent) believed that recruitment challenges are somewhat different for women
candidates than males for entry-level positions. We further inquired the different forms of recruitment challenges faced
by employers. Of the employers believing the challenges are different for women candidates, 39 percent employers
attributed these differences to the limited availability of female job seekers; 38 percent employers accounted for lack
of education and skills among girls and women, and 38 percent employers mentioned that female candidates
frequently decline offers after completing the recruitment process.
FEMALE WORKERS
40
39
38
37
36
35
39 38
34 38
33 36
32
31
33
30
Limited Job seekers among Lack of education and skill Higher proportion of female Early marriage and Lack of social acceptance
girls/ women among girls/women candidates declining after dislocation and/or maternity-
completion of recruitment related including child-care
process facilities, requirements
N=162
Note: only top 5 choices shown; this was a multiple-choice question, responses may add up to more than 100 percent.
Question: What are challenges in recruitment for entry-level female workers?
We further analyzed the types of recruitment challenges for female entry-level workers across the scale of
organization. Overall, the most significant challenge reported by employers at the aggregate level was the limited
availability of job seekers among girls and women, cited by 39 percent of employers. This was followed by concerns
about lack of education/skills, mentioned by 38 percent, and a higher proportion of female candidates declining offers
after completing the recruitment process, noted by 37 percent of employers. The impediments while recruiting female
entry level workers differed for employers belonging to different scale of organizations. While recruiting female
candidates, 52 percent employers in large-scale and small-scale enterprises faced challenges as early marriage and
higher proportion of female candidates backed out after completion of recruitment process. As cited by 43 percent
employers in the medium-scale enterprises, lack of education was the key challenge faced while recruiting new
women candidates. Among employers belonging to micro-scale enterprises, 54 percent cited limited availability of
female candidates as an issue when recruiting suitable female entry-level workers.
FEMALE WORKERS, AS PER FIRM SIZE
60
40
52 52 54
20 43 43 43 38 40 40 42 40 42
28 30 28 33 30
24 25 23
0
Large (last year’s turnover should be Medium (last year’s turnover does Small (last year’s turnover does not Micro-Enterprise (last year’s
> INR 250 Cr) not exceed INR 250 Cr) exceed INR 50 Cr) turnover does not exceed INR 5 Cr)
Limited Job seekers among girls/ women

Lack of education and skill among girls/women
Higher proportion of female candidates declining after completion of recruitment process
Early marriage and dislocation and/or maternity-related including child-care facilities, requirements
Lack of social acceptance
N=21 for large, 40 for Medium, N=43 for Small and N=57 for Micro
Note: this was a multiple-choice question; only top 5 choices are shown; responses may add up to more than 100 percent.
Question: What are challenges in recruitment for entry-level female workers?
4.3. Required Educational Qualifications

In addition to understanding the recruitment challenges for entry level workers, a special focus was on the minimum
educational qualification that employers prefer while recruiting entry-level workers. We found that a candidate with a
general graduation degree is most preferred, with 26 percent employers citing for the same. This is followed by
requirement of higher secondary (class XIIth) pass out (as per 23 percent of employers). Additionally, 23 percent of
the employers do not require any educational degree but only the ability to read and write.
FIGURE 46: SHARE (IN PERCENTAGE) OF EMPLOYERS REPORTING THE MINIMUM EDUCATION QUALIFICATION REQUIRED
IN ENTRY-LEVEL WORKERS
30
25
20
15
26 23
10 22
16
5 8
0
Graduation Higher secondary school Ability to read and write Secondary school (Class Below Class X
(Class XII) X)
N=553
Question: What is the minimum education qualification for the entry-level workers in your organization?
The sub-sector level analysis suggests that graduation degree requirement was the common minimum education
qualification to employers in all the sub-sectors except for the food services; 37 percent of the total sampled employer
in the sub-sector reported that ability to read as minimum education qualification requirement among the prospective
entry-level workers. One of the reasons for this minimum qualification could be the unorganized nature of the industry
requiring low-skilled tasks such as cleaning, dishwashing, laundry, etc.
Additionally with the educational qualification, we inquired with the employers on the minimum educational degree
course required for the entry-level workers in their organization. Of those employers seeking graduates, 58 percent
shared that they seek general graduation degree in prospective candidates that could be in any field whether in arts,
commerce or science fields; 18 percent shared they require graduation specifically in hotel management such as a
B.Sc. or a B.A. degree in hotel management; while 9 percent of total employers surveyed shared that they demand
diploma degree in hotel management among the candidates willing to join as entry-level workers in their firms.
FIGURE 47: SHARE (IN PERCENTAGE) OF EMPLOYERS ON MINIMUM EDUCATION DEGREE COURSE REQUIRED
70
58
60
50
40
30 18
20 9 7 5
10
0
Graduation General (BA, Graduation in Hotel Diploma in Hotel Graduation in Diploma in
B.Sc. B. Com, etc.) Management (B.Sc./ Management Tourism/Travel Tourism/Travel
B.A.) Management (B.Sc/B.A) Management
N=143
Question: What is the minimum education qualification for the entry-level workers in your organization?
Competency Assessment of Entry-level Workers

Given the requirements of educational qualification and degree for potential entry-level workers, we also asked the
employers on how they determined the competency of workers while selecting them. Findings suggest that interviews
medium is the most preferred method as per 57 percent of employers, followed by test on soft skills or other relevant
skills required for the job level (39 percent) and prior work experience in similar industry or in other industry (37
percent). When these competencies were analyzed for employers’ firm type – organized/unorganized, we found that
61 percent of organized firms’ employers and 58 percent unorganized firms preferred interview method for testing
competency.
FIGURE 48: SHARE (IN PERCENTAGE) OF EMPLOYERS CATEGORIZED AMONG ORGANIZED AND UNORGANIZED FIRM
TYPE, PREFERRED ASSESSMENT FOR THE COMPETENCY OF WORKERS
70
60
50
40
30 61 58
20 46 40
33 35
10
0
Interview Test on soft skills or other relevant skills Prior work experience in similar industry or
required for the job level similar work in other industry
N=553 for total; N=228 for organized, 325 for unorganized

Note: only top 3 choices are shown in the graph; this was a multiple-choice question asked hence responses may not add up to 100 percent.
Question: How do you determine the competency of workers while selecting them?
4.4. Awareness About Recruit-Train-Deploy (RTD)
FIGURE 49: EMPLOYERS (IN PERCENTAGE) ACROSS SUB-SECTORS Considering the significance of Recruit
KNOWING OF RTD Train Deploy (RTD) as an opportunity for
industry engagement in developing youth
Hotels 31 skills according to industry/employer
Facilities Management
requirements, we inquired employers to
29
gauge their awareness of industry-funded
Tourism – Tour & travel 26 training programs for hiring candidates
through RTD. Overall, only 26 percent of
Cruise Liners – cruise ships 20
employers were aware about the RTD.
Food Services 15 Within the sub-sectors, 31 percent
employers in hotels sub-sector were
N=553 for total; N=289 for hotels, N=155 for Food Services; N=42 for Facilities
aware about RTD, compared to 29
Management and N=62 for Tours and Travels; N=5 for cruise liners percent employers in Facilities
Question: Do you know about industry funded trainings for hiring candidates through Management and 26 percent employers
RTD- Recruit Train Deploy? within Tourism Tours and Travels.
Among the 26 percent of employers who FIGURE 50: SHARE (IN PERCENTAGE) OF EMPLOYERS CITING
reported awareness of RTD, we conducted AWARENESS OF RTD
further inquiries to ascertain the extent of their
80
understanding regarding RTD. Of these 26 70
60
percent, 67 percent employers shared that RTD 50
helps in training the employees on specific skills 40
30 67
needed by specific industry, 47 percent 20 47 45 39
10
employers cited that RTD is one of the solutions 0
It trains them on It is one of the It recruits fresh It helps in bridging
to bridge the skill gap in the industry, 45 percent specific skills needed solutions to bridge graduates or career difficulties in
employers shared that RTD aids in recruiting by specific industry the skill gap in the changers partnering with
industry training service
fresh graduates or career changers, 39 percent providers
employers shared that fresh or career changes,
39 percent employers shared that RTD helps in N=143
bridging difficulties in partnering with training Question: What is your awareness about RTD - Recruit Train Deploy?
service providers.
To gauge the employers’ interest for RTD, we asked them if they would like to adopt RTD method for hiring employees
in their organization. Out of the total 26 employers who had expressed awareness for RTD, 71 percent employers
were interested in adopting RTD, 23 percent employers were not sure of adopting or not and rest were not willing to
adopt RTD for employing workers. The same when assessed across the type of firm to which employers belonged, it
is seen that among the unorganized firms’ employers, 77 percent employers were interested in adopting RTD in
future, while in organized firms’ employers share, only 64 percent employers expressed inclination of adopting RTD.
TABLE 8: SHARE (IN PERCENTAGE) OF EMPLOYERS WILLING TO ADOPT THE RTD – RECRUIT TRAIN DEPLOY METHOD
FOR HIRING EMPLOYEES IN YOUR ORGANIZATION
Perception regarding adoption
Organized (in %) Unorganized (in %) Total (in %)
of RTD
Interested to adopt RTD 64 77 71
Not sure 31 15 23
Not willing to adopt RTD 4 8 6
N=143
Question: Will you adopt the RTD – Recruit Train Deploy method for hiring employees in your organization?
Employers who were hesitant or uncertain about adopting RTD as a recruitment strategy cited reasons such as
skepticism about the approach (56 percent), lack of resources for training collaboration (22 percent), difficulty in
partnering with training service providers (11 percent), and uncertainty about the quality of trainers (11 percent).
4.5. Job Roles for Entry-Level Workers
To gauge the job-role level recruitment of entry level workers, we inquired with the employers about their sector-
specific recruitment priorities. We categorized top job roles at sub-sector levels and by form type, yielding valuable
insights into current trends and employer preferences.
We asked the employers about the top job roles in which they hired entry-level workers in FY22-23. We found that
top entry-level job roles are consistent across both organized and unorganized sectors, but organized employers tend
to favor executive positions more than unorganized ones. For example, in the hotels sub-sector, 32 percent of
employers from organized firms recruited executive housekeeper, compared to 21 percent among unorganized firms’
employers. Similarly, within the facilities management sub-sector, 61 percent of employers in organized firms hired
the entry level workers for the job role of a facility management executive, compared to only 21 percent of employers
in unorganized firms. In the Hotels sub-sector (289 employers), entry level workers for roles like Assistant Chef (43
percent), Commis Chef (31 percent) and Duty Manager (29 percent) were prominently recruited. In the Food Services
sub-sector (155 employers), Kitchen Helper (45 percent), Demi Chef De Partie (35 percent), and Food and Beverage
Service (35 percent) were the top entry-level positions. For Facility Management (42 employers), roles such as facility
staff manager (48 percent), multi-purpose associate (45 percent) and billing executive (45 percent) were notable. In
the Tourism, Tours and Travels sector (62 employers), Assistant Instructor - Rope Activities (58 percent), Adventure
Travel Guide (53 percent), and Customer Service Executive (Meet and Greet) (52 percent) were sought-after entry-
level roles. In the Cruise Liners – Cruise Ships sector (5 employers), Chef de Partie (80 percent), Assistant Chef (60
percent), and Demi Chef De Partie (60 percent) were the prominent entry-level positions.
TABLE 9: SHARE (IN PERCENTAGE) OF EMPLOYERS CITING TOP 5 JOB ROLES IN WHICH MAJORITY OF ENTRY LEVEL
WORKERS WERE RECRUITED IN THE FY 2022-23
Sub-Sector Job Roles Overall (in %) Organized (in %) Unorganized (in %)
Assistant Chef 43 42 43
Commis Chef 31 38 26
Hotels Duty Manager 29 29 29
(n = 289) Executive Housekeeper 27 32 21
Food and Beverage
23 42 43
Associate
Kitchen Helper 45 49 43
Demi Chef De Partie 35 53 28
Food and Beverage
Food Services 35 49 29
Service - Associate
(n=155)
Counter Sales Executive-
34 51 27
Facility Manager - staff 48 67 33
Multi - Purpose Associate 45 67 29
Facility Management Billing Executive 45 56 38
(n =42) Facility Management
38 61 21
Executive
Property Manager (FM) 38 56 25
Assistant Instructor -Rope
58 63 56
Activities
Adventure Travel Guide 53 42 58
Tourism – Tour and Travel Customer Service
(n =62) Executive (Meet and 52 74 42
Greet)
Camp Helper 47 47 47
Meet and Greet Officer 39 58 30
Chef de Partie 80 75 100
Cruise Liners – Cruise Ships Demi Chef De Partie 60 50 100
(n=5) Duty Manager 40 50 0
Guest Service Associate
40 50 0
(Front Office)
Note: this was a multiple-choice question, responses may not add up to 100 percent.
Note: The sample size for cruise liner employers was small, and hence findings may not be inferential.
Question: What are the top 5 job roles in which you have recruited majority of your entry level workers in the past year, i.e., FY 2022-23?
We also consulted senior representatives of the THSC Board Members regarding vacancies in their respective
organizations to gauge the demand for entry-level workers in various job roles. Our findings indicate that employers
were actively seeking to recruit workers in a multitude of job roles over the next 12 months. Specifically, within hotels,
these roles encompass Event Management, Finance and Accounting, Food and Beverage and Culinary,
Housekeeping and Laundry, Loss Prevention and Security, Procurement, Purchasing, and Quality Assurance,
Property Leadership, Revenue Management, Rooms and Guest Services Operations, Sales and Marketing, and Spa.
In the field of tourism and travels, there is a demand for roles such as Ticketing Executive, Visa Executive, Tour
Executive (Inbound and Outbound), Accountant and Marketing Executive.
These findings highlight how the most sought-after job roles in the present era, as per employers recruitment
preferences at the sectoral level, reflect the evolving trends within the job markets. Further, we asked the industry
associations as well on how they perceive relevant job roles across sub-sectors to advance or evolve with the
changing technological advancements. According to the Consulting Chief Executive Officer, Federation of
Associations in Indian Tourism and Hospitality, the impact of automation on job roles varies across skill levels, with
skilled roles such as managers and customer-facing positions in industries like food production less likely to be
significantly affected. Jobs requiring people-intensive tasks, such as servicing customers in transportation or hotels,
will continue to rely on human interaction. In certain areas like market analysis or accounting, where tasks are data-
driven, automation may play a role in supplementing work, but direct one-on-one interactions tasks within the industry
may not be drastically reduced.
Additionally, we asked the employers about the hard-to-fill occupations in their organization for entry-level workers.
Our inquiry revealed that the top five entry-level job roles in which entry level workers are recruited aligned with the
most challenging positions in recruitment. This is particularly evident in certain job roles, such as assistant chefs in
unorganized firms and hotels and executive-level positions in the organized sector, particularly due to a lack of
technical skills. For instance, for employers in the hotel sub-sector, job role of assistant chef was one of the most
challenging or hard-to-fill job roles with 38 percent employers citing it as a challenging job role. While the same job
role is also highly required job role but not easy to fill, as shared by 43 percent employers within hotels sub-sector.
Conversely, among surveyed employers in the Cruise Liners – Cruise Ships sub-sector, job roles like bartender (4
percent), commis chef (3 percent), and barista executive (3 percent) were identified as hard-to-fill positions, not
aligning with the top job roles demanded in that sub-sector. For the rest three sub-sectors, i.e., Food Services,
Facilities Management and Tourism – Travels and Tours employers, the top five job roles demanded aligned with the
top hard-to-fill job roles, with employers sharing reasons such as lack of technical skills, lack of soft skills in the
prospective workers, etc.
To ensure our quantitative findings align with the qualitative insights, we interacted with the Founder President and
Chairman of Professional Housekeepers Association who mentioned that finding labour for roles such as
housekeeping associates, kitchen stewards and cleaning staff poses as a challenge, given the nature of these
positions as menial jobs. The difficulty lies in recruiting individuals with the requisite education level and training them
stands an additional challenge. The Director of The Indian Federation of Culinary Associations also mentioned that
well-trained chefs are most difficult to recruit especially because the assistant chefs in hotels are not skilled enough
and makes the recruitment a lot more challenging.
TABLE 10: SHARE (IN PERCENTAGE) OF EMPLOYERS CITING TOP 5 HARD-TO-FILL JOB ROLES
Banquet Manager
39 27 39
(Operation) – staff
Hotels Duty Manager 31 22 25
(n = 289) Chef de Partie 31 22 28
Commis Chef 25 17 32
Counter Sales Executive-
22 51 25
Food Services Tourism and Hospitality
(n=155) Food and Beverage
13 30 21
Controller
Food and Beverage
11 26 30
Service - Associate
Kitchen Helper 11 26 24
Store Assistant- Tourism
10 23 24
and Hospitality
Facility Management
12 67 8
Executive
Facility Management Multi - Purpose Associate 11 61 8
(n =42) Catering Manager - staff 4 22 9
Cafeteria Supervisor 1 6 10
Pantry Associate 3 17 7
Adventure Travel Guide 10 53 17
Tour Escort 9 47 16
Tourism – Tour and Travel Meet and Greet Officer 8 42 15
(n =62) Assistant Instructor -Rope
7 37 13
Activities
Camp Helper 4 21 12
Commis Chef 4 100 1
Bartender 3 75 0
Cruise Liners – Cruise Ships Barista Executive 3 75 0
(n=5) Banquet Manager
1 25 1
(Operation)
Demi Chef De Partie 0 0 1
Note: this was a multiple-choice question, responses may not add up to 100 percent.
Note: The sample size for cruise liner employers was small, and hence findings may not be inferential.
Question: What are the hard-to-fill occupations in your organization for entry-level workers?
Given how the expectations in this industry are constantly dynamic and changing, our qualitative insights revealed
that conventional tourism is evolving. The roles of travel agents and tour operators are shifting, with a potential focus
on the transportation services. Tourism packaging has transformed, incorporating walk-in and specialized interest
tours. The industry is adapting to changing preferences and expectations, as remarked by the President, Tourist
Guides Federation of South India during our interactions with him.
4.6. Wages and Wage Premium

In the youth survey findings, we FIGURE 51: MEDIAN MONTHLY WAGES (IN INR) OFFERED TO ENTRY LEVEL
discovered that wages play a WORKERS
significant role in determining 15000 15000 15000
14000
employment satisfaction or
dissatisfaction. In this section, 10000
we therefore delved into an SUB-SECTOR-WISE
understanding of the
remuneration provided by the
employers. To assess the wage
dynamics, we asked the
employers about the monthly Hotels Food Services Facilities Tourism – Tour & Cruise Liners
Management travel
employers-level workers in their N=553
organization. The employers’ Question: What is the average monthly wage offered to entry-level workers in your organization?
survey findings revealed that the
overall median monthly wage for entry-level workers was INR 13,000. At the firm-level analysis, the median monthly
wage in the organized sector was INR 15,000, while in the unorganized sector, it was INR 12,000. The sub-sector
level analysis revealed that employers in the hotels, facilities management and tourism- tour and travel sub-sectors
offered a median monthly wage of INR 15,000 each, while employers in the cruise liners – cruise ships sector offered
INR 14,000 and employers in the food services sub-sector offered INR 10,000 only.
During our qualitative interactions with different stakeholders, we found a similar perspective being shared by the
training service providers. As per the Technical lead of the Hospitality sector, IL&FS Skills Development Corporation
Limited, about 80-85 percent of trained candidates get placed or acquire internships and then offer jobs through
campus interviews. But the wage level offered varies from city to city, the minimum being INR 15,000 on an average.
We also inquired about wage level offered to workers for different firm categories within the sub-sectors. Notably, in
the food Services sub-sector, all categories of firms, except for restaurant chains and outdoor catering, offer a monthly
median wage of INR 10,000 or lower to entry-level workers. Restaurant chains and outdoor catering provide a slightly
higher monthly median wage at INR 15,000 each. In the hotels sub-sector, luxury and star hotel categories offer a
median monthly wage of INR 15,000 to workers, followed by budget hotels with INR 13,000. Within the facilities
management sub-sector, the malls category leads with the highest offering at INR 20,000. In the Tourism-Tour and
Travel sub-sector, firms in the tour and travel – adventure transport category offer the highest monthly median wages
to their workers, as reported by employers.
FIGURE 52: MEDIAN MONTHLY WAGES (IN INR) OFFERED TO ENTRY LEVEL WORKERS ACROSS DIFFERENT
CATEGORIES OF FIRMS IN SUBSECTOR WISE
15000 Food Services 15000
15000 Hotels
13000
10000 10000
8750
8000
7000
Luxury and Star Budget Hotel Guest House Homestays Restaurant Fast food & Independent Canteens and Outdoor
Hotel chains QSR Cafes Dhabas catering
Facilities Tourism – Tour

Management and Travel
20000
15000
15000 15000 12000 12000
12500
10000
Tour operators and Tour transport Tour and Travel –

Theatres Malls Corporate Guesthouses Hospitals agent Adventure Transport
towers
N=289 for Hotels; N=155 for Food Services; N=42 for Facilities Management; N=62 for Tourism - Tours and Travels
Question: What is the average monthly wage offered to entry-level workers in your organization?
FIGURE 53: REASONS FOR PROVIDING WAGE PREMIUM BY

We further tried to understand if the employers
SHARE (IN PERCENTAGE) OF EMPLOYERS
provide a wage premium over and above the
regular wage to the workers. Regarding the 80
67
70
provisioning of wage-premium to entry-level
60
workers and employees, 83 percent employers 49
50
40
responded to offer premium wages. To these 83 40
percent of employers, we further inquired about the 30
reasons for offering such wage premiums. Among 20
the 83 percent of employers surveyed, 67 percent 10

0
cited technical skills as reasons for offering wage
For technical skills For hands-on For completed
premiums, 49 percent mentioned hands-on training experience relevant short term
training as a factor, while 40 percent pointed to the N=461
training courses
exposure gained through vocational training Question: Do you currently provide wage-premium to entry-level workers/
programs (short-term training programs). employees if they have some qualification relevant to job profile any relevant
short term training courses or technical skills?
Additionally, we asked the employers the basis on which premium on wages was offered to workers. The primary
reason that emerged for all employers, was for technical skills as expressed by 67 percent employers. Among the
large-scale employers, 74 percent employers among medium scale firms, 60 percent, among small-scale firms and
57 percent among micro-sized firms, 49 percent employers accounted for offering wage premiums based on technical
skills. Further, 28 percent of employers in small-sized enterprises provide wage premiums for completing relevant
short-term training courses. Notably, when it comes to hands-on experience, employers in large-sized enterprises
were more inclined, with 59 percent of them offering wage premiums for this criterion.
FIGURE 54: SHARE (IN PERCENTAGE) OF EMPLOYERS PROVIDING WAGE PREMIUMS, ACROSS FIRM SIZES
80 74
70 59 60 57 56
60 49
50 42 42 41
35 35 38
40 33 33
28
30
20
10
0
Large Medium Small Micro Overall
For technical skills For hands-on experience For completed relevant short term training courses
Overall N=461; N for Large = 62; N for Medium = 108; N for Small = 113; N for Micro = 178; The percentages may add up more than 100% as this was a multiple-
choice question.
Question: Do you currently provide wage-premium to entry-level workers/ employees if they have some qualification relevant to job profile any relevant short
term training courses or technical skills?
Of those willing employers to give premium wages, 88 percent among organized firms provided wage premium, which
is slightly higher than employers in the unorganized firms (80 percent employers). Facilities management (88 percent)
and hotels (86 percent) employers led in providing wage premiums across sub-sectors. Regarding reasons for
providing premium on wages, employers of Facilities Management emphasized short-term training courses, while
employers of hotel sub-sector prioritized technical experience among workers. Moreover, we asked the employers to
imagine two people at entry-level job with exact same educational qualifications and work experience with one person
having additional skills.
In this situation, the question was posed regarding what employers would offer as an additional wage premium to
individuals with extra skills. The findings revealed that mostly employers would like to pay premiums within a range
of 1-10 percent. Among those expressing a willingness to offer wage premiums, 47 percent of the employers from the
micro-sized enterprises indicated a preference for offering premium of 1-5 percent more than standard wages. In the
case of medium-sized and small-sized enterprises, approximately 44 percent of employers in each category reported
willingness to provide a premium ranging from 6-10 percent more than normal wages for skilled entry-level workers.
TABLE 11: RANGE OF WAGE PREMIUM PROVIDED BY SHARE (IN PERCENTAGE) OF EMPLOYERS, ACROSS DIFFERENT FIRM
SIZES
Range of Wage Premium offered Large Medium Small Micro Total

1-5% more than normal wage 26 34 29 47 37
6-10% more than the normal wage 32 44 44 32 38
26% and more than normal wage 10 2 5 4 5
Overall N=461; N for Large = 62; N for Medium = 108; N for Small = 113; N for Micro = 178; The percentages may add up more than 100% as this was a multiple-
choice question.
Question: Imagine two people at entry-level job, with exact same educational qualifications and work experience, but one person has additional skills. In such a
scenario, what will you provide the average wage premium (in %) to the person with additional skills?
4.7. Skills and Training Requirements
To understand the skilling scenario of workers across firms, we inquired the employers whether they felt there was a
need of skill development training for their workers. We find that 51 percent of the employers agreed on the need for
skill training for their employees. Among the organized and unorganized firms, we found that employers from the
organized sector (54 percent) required skill development for their workers more than those in the unorganized sector
(49 percent).
We further asked the employers about the top five skills that they considered as most relevant for employees in their
organization. Written and verbal communication emerged as the top skill as cited by 60 percent of employers, followed
by complex problem-solving (49 percent of employers), and literacy/numeracy skills (47 percent of employers). A sub-
sectors level analysis revealed that among the top five skills deemed most relevant by employers in their respective
sub-sectors, three out of five sub-sectors' employers, prioritized written and verbal communication skills as the
foremost attribute in their employees. This aligns with the overarching findings of the overall employers too. Further,
employers in the hotels and tourism-tours and travels sub-sectors mentioned that critical thinking skills were important,
while facility management employers underscored the importance of social and interpersonal skills.
Qualitative insights gathered from industry associations underscore the significance of foreign language skills in
various sectors. According to the Executive Committee Member of the Association of Tourism Trade Organizations
India, proficiency in languages, particularly in English is crucial. English-speaking guides, for instance, can potentially
earn up to INR 6,000 to INR 7,000 per day. Thus, for training service provider companies, investing in foreign language
studies not only enhances communication in the tourism and business sectors but also opens doors to market Indian
products in countries like Japan. He further highlighted the importance of language training and creating avenues for
diverse career paths. As highlighted by the National Training Delivery Head, Frankfinn Aviation Academy, Delhi, along
with the core skills, digital and software skills are required due to the changing future of work. He shared that recently,
more companies prefer software skills in students who would like to work in the hospitality industry.
Insights from qualitative interviews with different training service providers revealed that entry-level workers in the
tourism and hospitality industry require a blend of skills and not just a few core skills alone. While specific technical
skills related to the job are essential; personality traits and communication skills are equally important in this sector.
Attributes such as effective interaction, adaptability, communication and multi-tasking are considered crucial. This
dual emphasis on both soft skills and technical expertise reflects the dynamic nature of skill requirements within the
evolving landscape of the tourism and hospitality industry.
FIGURE 55: TOP 5 MOST RELEVANT SKILLS, SUB-SECTOR WISE, AS CITED BY SHARE (IN PERCENTAGE) OF
EMPLOYERS
Hotels Food Services Facilities Management

 Written and verbal communication
 Written and verbal communication (60%)  Complex Problem Solving (62%)
(61%)
 Complex problem solving (46%)  Team Management Skills (60%)
 Literacy/Numeracy Skills (52%)
 Adaptive Learning (45%)  Literacy/Numeracy Skills (52%)
 Complex Problem Solving (50%)
 Critical Thinking (44%)  Written, verbal communication (50%)
 Critical Thinking (50%)
 Literacy/Numeracy Skills (44%)  Social Skills (48%)
 Adaptive Learning (41%)
Tourism – Tours and travels Cruise Liners – Cruise Ships Overall
 Written and Verbal Communication  Adaptive learning (100%)  Written and verbal communication
(60%)  Critical thinking (80%) (60%)
 Complex problem solving (52%)  Literacy/Numeracy skills (60%)  Complex problem solving (49%)
 Adaptive learning (45%)  Written and Verbal Communication  Literacy/Numeracy Skills (47%)
 Critical thinking (44%) (60%)  Team Management Skills (46%)
 Team management skills (44%)  Complex problem solving (20%)  Adaptive learning (45%)
Overall N=553
Question: Which five skills are most relevant for employees in your organization?
While identifying the pertinent skills is crucial, it is equally important to assess the areas where workers exhibit the
least proficiency. Therefore, we asked the employers to identify the top five skills deemed most relevant to the
workplace, as well as those in which workers are least proficient. As per the employers, written and verbal
communication skills are most commonly deficient across three (hotels, food services, and tourism – tour and travel)
out of five sub-sectors. Furthermore, in the facilities management sub-sector, 52 percent of employers and 40 percent
employers in cruise liner sub-sector mentioned that evaluation, judgment, and decision-making skills are also lacking
in workers.
FIGURE 56: TOP 5 SKILLS WORKERS ARE LEAST PROFICIENT IN, SUB-SECTOR WISE, AS CITED BY SHARE (IN
Hotels Food Services Facilities Management

 Evaluation, judgment, and decision-
 Written and verbal communication (51%) making (52%)
(58%)
 Complex problem solving (45%)  Digital/ICT skills (48%)
 Complex problem solving (53%)
 Job relevant language skills (44%)  Complex problem solving (45%)
 Job relevant language skills (51%)
 Digital/ICT skills (43%)  Adaptive Learning (41%)
 Team management skills (39%)  Written, verbal communication (41%)
 Digital/ICT skills (39%)
Tourism – Tour and Travel Cruise Liners – Cruise Ships Overall
 Written and Verbal Communication  Complex problem solving (100%)
(63%)  Job relevant language skills (60%)
(53%)
 Complex problem solving (63%)  Evaluation, judgment, and decision-
 Complex problem solving (50%)
 Job relevant language skills (52%) making (40%)
 Digital/ICT skills (44%)  Digital/ICT skills (40%)
 Digital/ICT skills (43%)
 Team management skills (42%)  Social/interpersonal skills (40%)
 Adaptive Learning (42%)  Leadership (40%)
Overall N=553
Question: Mention the top 5 skills most relevant to work in your organization which workers lack the most or are least proficient in?
During our interactions with educational institutions, we found that the Professor at the Institute of Hotel Management
(IHM) shared that the culinary skilling landscape is undergoing a transformation and is seen to be no longer confined
to traditional hotel management skilling aspects only. There is a growing need for increased focus on human
behavioral training over the conventional kitchen skill-based training. The curriculum must be revamped to align with
these changes. Additionally, it is imperative to consider a rise in manpower costs dependent on case-by-case basis
for various sub-sectors within the industry. Overtime compensation along with wage hikes, is essential to address the
looming manpower crunch.
We further found that specific skilling-related challenges exist, especially in certain job roles within the industry. Our
discussions with Confederation of Indian Industry (CII) revealed that re-acquiring skilled talent has proven challenging,
particularly in culinary roles where the transition from traditional ‘bawarchi’ to modern chefs is significant. The demand
for culinary skills has increased, especially in food and beverage sector, yet attracting talent remains a hurdle.
Reskilling programs have become vital, involving three tiers of training: institutional training, functional training and
continuous upskilling. These programs are tailored to align with company requirements, evolving trends reflecting
customer preferences and market-driven demands.
In a scenario where the same skill may be very relevant as well as lacking in proficiency among the workers, skill
gaps are apparent to exist. The founder and CEO of Tasanaya Consulting Services highlighted that there is a
noticeable shortage of skilled workers, and the same type of skills ranging from technical to soft skills are sought
across various sectors, including retail and Banking, Financial Services and Insurance (BFSI). The requirement for
employees capable of working across sectors is increasing. The issue of skills gaps was emphasized by the Vice
President and the South India Chef Association, as he shared about shortage of entry-level and mid-level workers
considering educational institutions like IIHM and IHM catering to higher-level education prominently. Further, similar
skills are sought across various sectors and unavailability of skilled workers affects all sectors in different ways.
As a response to the skill gaps and training needs of workers, the establishment of skill hubs offering travel and
hospitality courses post-school hours is one of the forward-thinking initiatives, as the qualitative interactions revealed
that these hubs not only accommodate the schedules of individuals seeking additional training, but also respond to
the growing demand for specialized skills in the industry. With a focus on practicality, the courses integrate
components such as cloud kitchens to align with evolving trends in the hospitality sector. Simultaneously, language
skills among workers are emphasized as integral components by certain organizations whom we interacted with,
highlighting its significance towards enhancing communication and service delivery of workers in the travel and
hospitality fields.
Existing Training Landscape
Regarding training facilities for the employees, we inquired of the employers whether their organization provides
training and further asked them what kind of facilities are being provided. Overall, only 34 percent of employers had
training facilities for their employees. Of these 34 percent employers, 60 percent had in-house training facility while
others (37 percent) relied on sponsored trainings or provided internship opportunities (33 percent). Further, organized
firms had a higher percentage of training facilities compared to unorganized firms, with 54 percent and 21 percent,
respectively, as reported by employers in each firm type. The sub-sector level analysis revealed that, hotels and
facilities management had relatively more training facilities as accounted by 52 percent and 40 percent employers
respectively.
FIGURE 57: SHARE (IN PERCENTAGE) OF EMPLOYERS HAVING TRAINING FACILITY
60 52
40
40 34
21 21
20
0
Hotels Food Services Facilities Management Tourism Overall
Overall N=553
Question: Does your organization have any training facility for the employees?
During conversations about the dynamics of industry training programs with interviewed stakeholders, the Executive
Director of Skills at the Confederation of Indian Industry highlighted distinctions across size of the firm. Larger entities,
with established programs and partnerships, differ in terms of provision of training from smaller players who depend
on independent, uncertified training. Further, major industry players boast robust initiatives, while the smaller entities
lack linkages, emphasizing the need for adaptability to online platforms across both industry and classroom training.
We also asked the employers about the output efficiency of a formally trained employee at the time of recruitment in
comparison with an untrained employee. We noted slight differences across organized and unorganized firms’
employers. Overall, 39 percent employers reported no difference in the output of trained and untrained employee.
This was followed by 24 percent of the employers believing that a formally trained person was better by untrained by
a margin of less than 10 percent.
TABLE 12: OUTPUT EFFICIENCY OF FORMAL TRAINED EMPLOYEE VERSUS UNTRAINED EMPLOYEE, AS CITED BY SHARE
(IN PERCENTAGE) OF EMPLOYERS
Output Efficiency Organized and Unorganized Total
relative of trained
Organized Unorganized In
versus untrained Percentage
employee In Numbers Percentage In Numbers Percentage Numbers
No difference 70 31 145 45 215 39
Formally trained
person is better by
60 26 74 23 134 24
untrained by Less
than 10%
Formally trained
person is better by
41 18 47 15 88 16
untrained between
10% to 20%
Formally trained
person is better by
22 10 24 7 46 8
untrained between
20 to 30%
Output Efficiency Organized and Unorganized Total
relative of trained
Organized Unorganized In
versus untrained Percentage
employee In Numbers Percentage In Numbers Percentage Numbers
Formally trained
person is better by
19 8 17 5 36 7
untrained between
30 to 40%
Formally trained
person is better by
16 7 18 5.5 34 6
untrained by above
then 40%
Overall N=553; N=228, N=325 for organized, unorganized firms respectively
Question: What is the output efficiency of a formally trained employee at the time of recruitment in comparison with untrained employee?
Current Training Requirements

In terms of current requirements for providing skills training to employees, we inquired with the employers whether
their workers required skills training. Out of the 553 overall surveyed employers, 51 percent of employers agreed on
the need for providing skill training for their employees. Across the sub-sectors, the highest training need is required
by 62 percent employers of Facilities Management sub-sector, followed by 53 percent employers each of Tourism
and Cruise Liners sub-sectors.
FIGURE 58: SHARE (IN PERCENTAGE) OF EMPLOYERS ON REQUIREMENT FOR SKILL TRAINING FOR THEIR WORKERS
70 62
60 52 53 53 51
50 43
40
30
20
10
0
Hotels Food Services Facilities Tourism Cruise Liners Overall
Management
N=553 for total; N=289 for hotels, N=155 for Food Services; N=42 for Facilities Management and N=62 for Tours and Travels; N=5 for
cruise liners
Question: Do you currently require that skills training is needed for your workers?
We correlated these findings with insights gained from our qualitative interactions with the selected educational
institutions and government bodies. They shared on importance of the need for continuous training and upskilling of
youth and how their academic curriculum attempts including on training in presentation skills, communication lab, and
video blogging (French and English) along with various public speaking exercises, but these requirements depends
on universities. Certain training activities such as learner-based assignments tailored for different levels (slow
learners, intermediate learners, active learners) also differ from institute to institute. These insights matched with the
youth surveys’ findings as well on this issue.
Less than half of the employers expressed the need for additional training, citing reasons such as cost constraints,
high attrition among workers and time constraints due to the fast-paced nature of work.
We further inquired with the employers on trainings that they had provided in the past 12 months. We found that of
the 34 percent of employers who had training facility, 21 percent of employers had not provided any kind of trainings
in the past year. The primary reasons cited for not providing training included cost constraints (39 percent employers)
and high employee attrition (34 percent employers).
FIGURE 59: SHARE (IN PERCENTAGE) OF EMPLOYERS CITING REASONS FOR NOT PROVIDING TRAINING TO WORKERS
45 39
40 34
35 30 29
30 25
25 22
20
15
10
5
0
Cost High attrition of Time constraints Time constraints Lack of We do not have
constraints/Not employees leads due to high paced due seasonal awareness about the kind of work
have enough to wastage of work nature of work the skill training that requires skill
resources training training
investment
N=553 total
Question: Why have you not provided any training in last 12 months?
Regarding the plan for providing training to employees, we asked the employers whether they would be interested in
providing the same. Overall, only 43 percent were interested in providing training for their employees in the coming
12 months. There were no significant differences across organized and unorganized sectors in their willingness to
provide training. As a firm's size decreases, the willingness to provide training for their employees also decreased.
The reasons shared by employers for no inclination to provide future training included cost constraints and not having
enough resources, time constraints due to high-pace, high attrition of employees leading to wastage of training
investment, as accounted for by 45, percent, 43 percent and 42 percent employers, respectively.
From our youth survey findings and qualitative survey insights, it was gathered that effective training programs for 2-
3 years, rather than short-term courses, are deemed essential towards the skilling of youth. Communication skills
(including response time and language command), and computer proficiency skills are increasingly crucial, and
certain institutions like the Oberoi School of Training and the Taj Training Centre excel in training their personnel on
these skills. However, standalone hotels are yet to match their level as they encounter challenges, as shared by the
co-founder of Innovative Food Entrepreneurs Alliance. With the alignment of training needs and ongoing technological
advancements, the upcoming years will show how each sub-sector is influenced by the demands of its training
requirements. For instance, the emergence of data analytics for understanding customer preferences and menu
analysis is anticipated for the food service industry, as revealed by our qualitative interviews.
4.8. Technology and Future of India’s Tourism and Hospitality Sector

Technological progress causes a dual effect, encompassing both positive and negative facets. It is crucial to
acknowledge that advancements in technology may displace certain jobs, but it can also give rise to new employment
opportunities91. Automation has the potential to impact specific tasks, across different sub-sectors.. However,
technological changes are unlikely to entirely replace the need for human laborers, especially considering the
importance of soft skills in various job roles, at least in the near future.
In our discussion with an Executive Committee Member of the Association of Tourism Trade Organizations India, we
found that the integration of AI tools at the workplace is changing the job landscape in the tourism and hospitality
industry. Job roles which earlier required human engagement, such as content writing and social media management
are now being affected by AI tools like ChatGPT. This shift towards AI-driven operations is creating new roles,
especially in digital marketing. According to the Vice President of the National Restaurant Association of India,
technological advancements are expected to impact some human tasks involving repetitive and manual work more
than leading to specific job losses in the overall industry, for example, technology has already begun to affect roles
such as cashiers. At the customer level, there is a noticeable change in user activity, fast-paced adoption of
technology, and the increasing influence and use of social media. Technology plays an important role in spreading
word-of-mouth, significantly impacting customer acquisition.
Technological changes are reshaping the future of work. In this context, our focus, through employer surveys and
qualitative interviews, was on recognizing the necessity to adapt to advancing technologies, the dynamic shifts in job
91
Pew research center. (2014). AI, Robotics, and the Future of the Jobs. Retrieved from https://www.pewresearch.org/internet/2014/08/06/future-of-jobs/
roles, and the effect on skilling requirements in various segments of the tourism and hospitality industry. Our objective
was to understand the industry's perspectives on technology and innovation, driven by socio-economic factors such
as enhancing product quality, improving service delivery, increasing productivity and minimizing costs.
Current Adoption of Technology
Firstly, we inquired about the integration of technology into organizational operations. Overall, all the surveyed
employers unanimously confirmed (i.e., 100 percent) to employing technology in some capacity within their
organization’s routine activities. Further inquiry into the current extent of technological adoption revealed that 69
percent of employers reported a relatively low (0-25 percent tasks being automated) level of technology adoption in
their business activities.
FIGURE 60: SHARE (IN PERCENTAGE) OF EMPLOYERS CITING EXTENT OF TECHNOLOGY ADOPTION CURRENTLY IN THE
ORGANIZATION’S BUSINESS ACTIVITY
High (50-75% of tasks within jobs are automated) 4
Medium (25-50% of tasks within jobs are automated) 27
Low (0-25% of tasks within jobs are automated) 69
N=553 total; N=243, 128, 116 and 66 for Micro-enterprise, small enterprise, medium enterprise, and large enterprise respectively
Question: What is the current extent of technological adoption in your organization’s business activity?
While all employers were integrating technology into their business operations, most of the employers shared of
having automated less than 25 percent of their tasks. Large-sized employers, however, indicated relatively more
advanced technology adoption. Similarly, when conducting a sub-sector level analysis, there was a consensus among
employers indicating a low level of technology adoption. Majority of employers, ranging from 58 percent in tourism
and travel sub sector to 80 percent in cruise-liners sub-sector, reported a similar perception of limited technology
utilization.
TABLE 13: CURRENT EXTENT OF TECHNOLOGY ADOPTION ACROSS SUB-SECTORS AS EXPRESSED BY SHARE (IN
Extent of current Food Facilities Tourism – Cruise Liners –

Hotels Total
technology adoption Services Management Tour and travel cruise ships
Very high (75-100% of
tasks within jobs are 0 0 0 2 0 0
automated)
High (50-75% of tasks
5 3 5 5 0 4
within jobs are automated)
Medium (25-50% of tasks
26 26 29 35 20 27
within jobs are automated)
Low (0-25% of tasks within
70 72 67 58 80 68
jobs are automated)
N=553 for total; N=289 for hotels, N=155 for Food Services; N=42 for Facilities Management and N=62 for Tours and Travels; N=5 for cruise liners
Question: What is the current extent of technological adoption in your organization’s business activity?
With a notable low extent of technology usage in employers business operations, it became essential to examine this
trend across various firm sizes. The analysis revealed that the prevalence of low technology use was more
pronounced in micro and medium-sized enterprises, reported by 73 percent and 70 percent of employers,
respectively. In large-sized enterprises, some level of technology adoption was observed, but it only covered a
moderate range of 25-50 percent of business tasks being technologically advanced.
FIGURE 61: EXTENT OF TECHNOLOGY ADOPTION AS EXPRESSED BY SHARE (IN PERCENTAGE) OF EMPLOYERS
80 73
70
66
70
60 55
50
40 35
31
30 22 25
20 11 8
10 2 2
0
High (50-75% of tasks within jobs are Medium (25-50% of tasks within jobs are Low (0-25% of tasks within jobs are
automated) automated) automated)
Large (last year’s turnover should be more than 250 crore)

Medium (last year’s turnover does not exceed two hundred and fifty crore rupees)
Small (last year’s turnover does not exceed fifty crore rupees)
Micro-Enterprise (last year’s turnover does not exceed five crore rupees)
Question: What is the extent of automation expected in your organization’s business activity say in next 3 years?
Our discussions with industry associations regarding the adoption of technology within the tourism and hospitality
industries provided valuable insights. The Founder President and Chairman of the Professional Housekeepers
Association stated that top management in the hospitality sector is already looking into using machines for cleaning,
especially focusing on robotics. While big establishments like Taj and ITC can afford these changes, these changes
are not common everywhere yet. For example, processes like room clearance and laundry are being streamlined
through smartphone applications especially in large scale employers, indicating a gradual integration of technology
into operational tasks within the industry.
Our interactions with the Confederation of Indian Industry also revealed that the smaller entities, while potentially
relying less on technology, will still need to devise effective marketing strategies, including a presence on social
media. The evolving landscape necessitates a nuanced approach considering both technological integration and
strategic marketing for businesses of varying sizes in the dynamic Indian market. Further, the technological adoption
as well as its effects in terms of application across different sectors are not the same. For instance, the Consulting
CEO of Federation of Associations in Indian Tourism and Hospitality shared that adoption of self-check-in and digital
keys in hospitality is applicable only to specific hotel-types within the tourism and hospitality industry but may not suit,
for instance, the budget hotels or premium establishments that prioritize human interactions. While certain job roles,
especially in travel, may see some impact, widespread job reduction due to automation is expected to be lower
compared to the knowledge industry, where personalization is highly valued.
Future Expected Technology Adoption
Employers were also inquired not only about the current extent of automation but also about their perceptions
regarding the anticipated extent of automation in their organization's business activities in next three years. We found
that 52 percent employers perceived the extent of technological adoption to be medium (i.e., 25-50 percent of tasks
within jobs to get automated) in the next three years. 40 percent employers expressed that they perceive low extent
of automation or technology usage in the next three years. The sub-sectors level analysis revealed that employers
expect low extent of automation in the next three years.
FIGURE 62: SHARE (IN PERCENTAGE) OF EMPLOYERS CITING EXPECTED EXTENT OF AUTOMATION IN THE
ORGANIZATION’S BUSINESS ACTIVITY FOR NEXT THREE YEARS
Very high (75-100% of tasks within jobs are

4
automated)
High (50-75% of tasks within jobs are automated) 5
Low (0-25% of tasks within jobs are automated) 40

Medium (25-50% of tasks within jobs are
52
automated)
N=553 total
The assessment of how employers perceive the anticipated level of technology adoption and automation, analyzed
across the sizes of the firms they belonged to, revealed meaningful insights. It is seen that across the employers in
large-sized enterprises, 45 percent employers perceived medium extent (i.e. 25-50 percent of tasks within jobs of
their organization can be automated) and 29 percent employers perceived low (i.e. 0-25 percent of tasks within jobs
of their organization can be automated) extent of automation. Few employers, specifically 11 percent in large sized
enterprises even expected a very high extent i.e., 75-100 percent tasks in jobs within their organizations to get
automated in the next three years. Within the small enterprises, 49 percent employers expected medium extent of
automation in the next three years, while 46 percent employers expected low automation. This reflects an overall
gradual approach for embracing technological advancements within tourism and hospitality industry across firms of
various sizes.
FIGURE 63: SHARE (IN PERCENTAGE) OF EMPLOYERS CITING EXPECTED EXTENT OF TECHNOLOGY ADOPTION
CURRENTLY IN THE ORGANIZATION’S BUSINESS ACTIVITY
80
58
60 52
45 46 49 42
46
38 40
40
29
20 15
11 7
6 3 4 3 5
2 1
0
Very high (75-100% of tasks High (50-75% of tasks within Medium (25-50% of tasks within Low (0-25% of tasks within jobs
within jobs are automated) jobs are automated) jobs are automated) are automated)
Large (last year’s turnover should be more than 250 crore)
Medium (last year’s turnover does not exceed two hundred and fifty crore rupees)
Small (last year’s turnover does not exceed fifty crore rupees)
Micro-Enterprise (last year’s turnover does not exceed five crore rupees)
The sub-sectoral analysis further revealed valuable insights. Overall, employers anticipated a moderate level of
automation (specifically, 25-50 percent of tasks within jobs being automated) over the next three years. At the sub-
sectors level, 60 percent employers of food services and 55 percent employers of tourism – tours and travels
anticipated a medium extent of automation in their respective organization’s business activity in the next 3 years.
About 12 percent employers in facilities management expected high degree of automation, i.e., 50-75 percent of tasks
within jobs getting automated. In the cruise liners – cruise ships sub-sector, 80 percent of employers perceived a low
degree of automation expectation in the next three years.
FIGURE 64: OVERALL EXPECTED EXTENT OF AUTOMATION SUB-SECTOR WISE IN THE ORGANIZATION’S BUSINESS
ACTIVITY
90 80
80
70 60
60 52 55
47
50 44 42
40 36
32
30 20
20 12
10 4 6 3 6
0 0 2 0 0
0
Very high (75-100% of tasks High (50-75% of tasks within Medium (25-50% of tasks Low (0-25% of tasks within
within jobs are automated) jobs are automated) within jobs are automated) jobs are automated)
Hotels Food Services Facilities Management Tourism – Tour & travel Cruise Liners – cruise ships
N=553 for total; N=289 for hotels, N=155 for Food Services; N=42 for Facilities Management and N=62 for Tours and Travels; N=5 for
cruise liners
Mirroring the employers’ survey findings, i.e., a medium extent of automation expectation in next three years, our
qualitative interactions revealed similar insights. As put forth jointly by the Deputy Director, Director, and Executive
Director, Confederation of Indian Industry, the tourism and hospitality sector envisions to reach USD 3 trillion by 2047,
aiming for a 15X job multiplier effect, equivalent to around generating 600 million jobs. They further added that Online
Travel Agencies (OTAs) are becoming the norm in tourism and travel, and therefore increased focus on experiential
personalized services is witnessed. Advances such as AI-driven immersive tourism experiences are emerging, with
startups playing a significant role. Even with rise of technological use especially in areas like hotels leveraging
customer behavior trends, attracting clientele and optimizing revenue through data analysis, the industry experts do
not anticipate complete technology transfer.
In the wake of the post-COVID-19 pandemic era, there is an increased demand for the digital footprint of industries.
Our qualitative interviews revealed that the evolution of travel marketing, propelled by technological advancements is
clearly evident. An Executive Committee Member of the Association of Tourism Trade Organizations India shared
that digital channels reach 80 percent of travelers. For example, video content is a key tool for effective tourism
promotion especially with declining attention span of travelers Moreover, traditional registers are being replaced by
web-based apps, enhancing efficiency in guest tracking. Communication methods have transformed, with a notable
shift from emails to WhatsApp messages. The integration of AI tools has proven beneficial for optimizing both
marketing strategies and operational processes, resulting in substantial time savings within business operations.
Reasons for Technological Adoption in Current and Future Times
We next inquired the employers about the reasons for introducing technology in their organizations. Overall, 66
percent employers reported cost reduction as a prime reason for technological adoption, followed by service
enhancement (47 percent), productivity enhancement (36 percent), and quality enhancement (36 percent). A firm-
type level analysis suggested that quality enhancement in service provision emerged as a top reason, cited by 56
percent of employers in organized firms. In contrast, only 23 percent of employers in unorganized firms identified this
as a primary reason for utilizing technology. No significant differences were observed across sub-sectors.
We also inquired with the employers about whether there had been an increase in technology adoption in their
organization since COVID-19 pandemic. Among the surveyed employers, 93 percent concurred with this scenario.
Upon further examination within organized and unorganized firms, we found that 94 percent of employers in organized
firms and 92 percent in unorganized firms reported an uptick in technology utilization after the COVID-19 pandemic.
Furthermore, assessment at the firm-size level suggested that the highest increase in technology usage since the
pandemic was seen for medium-sized enterprises as 97 percent employers expressing support for it, followed by
large-sized enterprises with 95 percent of employers accounting for it.
FIGURE 65: SHARE (IN PERCENTAGE) OF EMPLOYERS CITING MAJOR REASONS TO INCREASE THE USE OF TECHNOLOGY
BY THE ORGANIZATION IN PRESENT TIMES
For quality enhancement in providing services 36
For productivity enhancement 36
For service delivery enhancement 47
For cost reduction 66
N=553 for total; Note: These are multiple choice questions; responses may not add up to 100 percent.
Question: Why have you introduced the technology in your organization?
Given the importance of changing labour dynamics, work efficiencies and sectoral outputs with the changing
technological developments, we inquired from the employers, on whether they intend to increase the use of technology
in the next twelve months. We found that 96 percent of employers agreed to increase technology usage. This
assessment at the firm level type revealed that unorganized firms’ employers (97 percent) were keener to enhance
technology use than organized firms’ employers (95 percent) in the next 12 months. At the sub-sectoral level analysis,
more than 90 percent of employers expressed a willingness to increase the use of technology in the next 12 months.
This prompted us to ask the reasons for willing to adopt technology and not adopting technology in the next year.
The inquiry with employers on their reasons for introducing technology in the next 1 year revealed that 69 percent of
the employers wanted to adopt technologies for cost reduction purposes, followed by 58 percent employers for service
delivery enhancements and 48 percent employers for quality enhancements in providing their services. The sub-
sectors level analysis revealed varied reasons: employers of Facilities Management and Cruise-Liners sectors cited
cost reduction as the primary reason for technology adoption (100 percent and 70 percent, respectively). In contrast,
employers in the Food Services and Tourism – Tours and Travels sectors identified service delivery enhancement as
the main reason, with 95 percent and 84 percent expressed this rationale, respectively. About 70 percent of employers
of Facilities Management and 100 percent employers of Cruise-liners prioritized cost reduction as a reason for wanting
to introduce technology, while employers of Food Services (69 percent) and Tourism – Tours and Travels (59 percent)
emphasized on service delivery enhancement in their technology adoption motivations.
In our surveyed sample, 57 percent employers did not plan to adopt technology in the next 12 months, due to lack of
financial capacity to implement new technologies and a perceived absence of necessity to automate additional
products or services within their organizations. Some employers in Hotels (58 percent), Food Services (67 percent),
and Facilities Management (50 percent) sub-sectors resisted technology adoption due to financial constraints.
FIGURE 66: TOP REASONS FOR NOT USING TECHNOLOGY IN THE NEXT 12 MONTHS AS EXPRESSED BY SHARE (IN
60
50
40
30 57 57
20 38
10 19
0
Not having financial No requirement to Not enough technical Processes are labour
capacity to introduce new automate more products, knowledge and/or know- intensive
technologies services in organization how to introduce new
technologies
N=22 for total; N=12 for hotels, N=6 for Food Services; N=2 for Facilities Management and N=2 for tours and Travels
Note: These are multiple choice questions, responses may not add up to 100 percent.
Question: Why are you not intending to introduce the technology in next 12 months?
Awareness and Usage of Technology in Tourism and Hospitality Sector
Broad Technological Changes
All employers were aware of ongoing technological changes in the industry, with particularly greater awareness of
digital reservations, digital marketing, AR/VR, and the use of location-based services and electronic customer
feedback. However, there was a prevalent greater usage of technology only for digital reservations.
We assessed the employers level of awareness of technological changes in the tourism and hospitality industry in
particular. We asked the employers if they were aware of technological changes (such as digital marketing, customer
chat support, assistance from robots, digital payment modes etc.) in the tourism and hospitality sector. All the
employers expressed having an awareness of technological changes within the industry. Next, we specifically inquired
with them about the kind of changes that they were aware of taking place within the tourism and hospitality sector. All
the employers were aware about the automation and digitalization of services like digital reservations and payments,
complementing concierges with chatbots, digital guides, self-check-in kiosks, in-room technology, keyless entry. 80
percent employers were aware about the digital marketing and social media.
In terms of the utilization of these technologies among employers expressing awareness, we inquired with them on
the extent of technology usage compared to their awareness of the same. In certain instances, such as usage for
digital marketing and social media, while overall 80 percent employers were aware, only 27 percent employers were
noted to utilize the same. Likewise, awareness of virtual reality/augmented reality technologies, and location-based
services/electronic customer platforms was lower, comprising 35 percent and 37 percent each, respectively. The
respective utilizations among employers were even lower as only 14 percent employers and 28 percent employers
respectively. There were no significant differences noted across employers from different organization types. For
instance, regarding technologies such as virtual reality and artificial intelligence, 39 percent organized firms’
employers were aware and only 11 percent of such employers were utilizing the same. Similarly, for unorganized
firms’ employers, 32 percent employers were aware but only 13 percent of such employers were utilizing them.
FIGURE 67: SHARE (IN PERCENTAGE) OF EMPLOYERS BEING AWARE ABOUT TECHNOLOGIES AND SHARE (IN
PERCENTAGE) OF EMPLOYERS USING TECHNOLOGIES IN TOURISM AND HOSPITALITY INDUSTRY
100 100 100 100 100 100

91
80
73
35 39 32 37 38 37
27 28 26 27
20 23
14 11 13
Automation and Technologies Digital marketing Location-based
digitalization of such as virtual and social media services, and
services like reality and electronic Automation and Technologies Digital marketing Location-based
digital artificial customer digitalization of such as virtual and social media services, and
reservations and intelligence feedback services like reality and electronic
payments platforms digital artificial customer
reservations and intelligence feedback
payments platforms
Overall Organized Unorganized Overall Organized Unorganized
Overall N=553; N for organized = 228; N for unorganized = 325 (for awareness); Overall N=531; N for unorganized = 307; N for organized = 224 (for usage)
Question: What kind of changes are you aware of that are taking place within tourism and hospitality sector?; Do you use any of these technologies in your
.organization on a regular basis?
The sub-sector level analysis showed that there were no significant differences observed, except for the fact that
employers of hotels and, tourism and travel subsectors tend to use certain technologies more extensively than other
subsectors. For instance, 27 percent of employers in the hotels, 20 percent employers in facilities management
reported using car rental app, compared to 14 percent employers in tourism – tour and travel sub-sector and 10
percent of food service employers. Digital reservations, on the other hand, are employed almost uniformly across all
types of employers.
Specific Technological Changes

Given the different types of specific technologies becoming relevant for any industry over time, including the tourism
and hospitality industries, we inquired with the employers on their extent of awareness and usage of specific types of
technologies in their respective sub-sectors and organization types. All employers were familiar with digital menu and
payment modes. However, for self-check-ins/keyless entry to rooms, and app-based reservations and transactions,
only 79 percent, 73 percent of employers, respectively, reported having knowledge of these technologies. There were
certain differences observed among the employers surveyed belonging to different organization types. For instance,
regarding app-based reservations/transactions, 60 percent unorganized firms’ employers were aware compared to
51 percent organized firms’ employers. For car rental app usage with automated processes, only 46 percent organized
firms’ employers were aware compared to 53 percent unorganized firms’ employers.
FIGURE 68: SHARE (IN PERCENTAGE) OF EMPLOYERS BEING AWARE ABOUT SPECIFIC TECHNOLOGIES IN TOURISM
AND HOSPITALITY INDUSTRY
100 100 100

79
73
66 60 63
57 51 53
46 44 44 44
Digital menu/payment Self-check in/Keyless App-based Car rental app with On-demand ride sharing
modes entry to room reservations/transactions automated processes app
Organized Unorganized Overall
Overall N=553; N for organized = 228; N for unorganized = 325; Only top 5 choices are shown. Responses may add up more than 100%
since this was a multiple-choice question.
Question: Are you aware about these specific technologies being used in tourism and hospitality sector?
When examining the adoption of technology across various firm sizes within the surveyed industry, it was seen that
awareness and utilization of all these technologies were notably lower among micro-enterprises employers. For
example, regarding app-based reservations and transactions, only 49 percent of employers in micro scale firms
shared being aware, which was lower than awareness among large-scale enterprise employers (74 percent), small
scale enterprise employers (68 percent) and medium-scale enterprise employers (66 percent). Across the different
types of organizations, no significant differences were observed from employers surveyed. For instance, regarding
digital ticketing for tours, 86 percent organized firms’ employers cited of using it compared to 84 percent unorganized
firms’ employers.
FIGURE 69: SHARE (IN PERCENTAGE) OF EMPLOYERS USING SPECIFIC TECHNOLOGIES IN TOURISM AND
HOSPITALITY INDUSTRY
100 100 100

82 86 84
72 67 67
62
56 54 52 53 53 52
51
39
Digital menu/payment Digital ticketing for tours Digital itinerary planning AR/VR enhanced experience App tour guide App-based
modes platform for sightseeing reservations/transactions
Overall N=553; N for organized = 228; N for unorganized = 325; Only top 5 choices are shown. Responses may add up more than 100%
since this was a multiple-choice question.
Question: Are you aware about these specific technologies being used in tourism and hospitality sector?
Employers foresee technology causing both job displacement and creation, with larger and medium-sized employers
particularly anticipating the emergence of new roles. Employers had also experienced the impact of technology in the
last three years, notably marked by job losses among less- and medium-skilled workers.
We further asked the employers in what ways they think employment in the tourism and hospitality sector will change
in the future, say in the next 3 years. About 73 percent of employers believed that technology would lead to both the
displacement and creation of job roles. Large-sized enterprise employers (23 percent) and medium-sized enterprise
employers (31 percent) in particular, strongly believed that the emergence of new job roles would be a key outcome
of technological advancements.
FIGURE 70: SHARE (IN PERCENTAGE) OF EMPLOYERS BELIEVING IN IMPACTS OF TECHNOLOGY IN TOURISM AND
HOSPITALITY SECTOR
80 80
76 73
70 Technology will lead to job displacement of
60 workers
Technology will lead to creation of new job
roles
31
18 19 20 17 Both of the above
10 9 10 10 9
2 1 0 3 2 0 0 1
I am not aware/don’t know
Hotels Food Services Facilites Tourism - Tour Curise Liners Total
Management and Travel
N=553 for total; N=289 for hotels, N=155 for Food Services; N=42 for Facilities Management and N=62 for Tours and Travels; N=5 for cruise
liners
Question: In what ways do you think employment in the tourism and hospitality sector will change in future say in next 3 years?
For those employers who remarked that they expect technology will lead to the displacement of workers, we asked
their perceptions on the anticipated impact of technology in the future in the next 3 years. We further asked employers
if their organization had been impacted by any significant changes in the past 3 years. Regarding awareness of
technological impact leading to job losses among less skilled workers, overall, 51 percent of employers were aware
while 52 percent of employers were impacted by job losses issue among such workers. For medium-skilled workers,
overall, 58 percent of employers shared that they were aware of technology impact leading to job losses while 52
percent employers were impacted by the issue of job losses of such workers due to technology changes. This trend
signifies the growing influence of technology in the tourism and hospitality sector, a realization that employers across
all surveyed sub-sectors are progressively acknowledging.
FIGURE 71: SHARE (IN PERCENTAGE) OF EMPLOYERS BEING AWARE AND BEING IMPACTED BY TECHNOLOGY IN TOURISM
AND HOSPITALITY SECTOR
62 61
Job-losses among less-skilled workers who 60 59
57 58
perform repetitive tasks such as housekeeping;
54 54 5353 54
waiters; kitchen assistance
50 52 52 51 5252
50
Job-losses among medium-skilled workers who
46
perform somewhat technology-dependent roles
tasks such as data analytics 40
36 38 36
New job-roles with specialized skills such as 34 34
33 33
customer service, and operational managers etc. 32 30
28
New job-roles with a greater use of digital skills 21
such as data analytics, AI/ML etc 19 17
14 15
12
A rise in ‘hybrid’ jobs combining transversal skills
with a basic level of ‘digital fluency
More efficient processes leading to productivity

gains Aware Impacted Aware Impacted Aware Impacted
Overall N=553
Question: According to you, what is the anticipated impact of technology in future in next 3 years? And has your organization been impacted by any of the
following in the recent 3 years?
Employers in the sector foresee key labor-intensive roles like assistant chefs and barista executives continuing, albeit
with a slight chance of displacement. Meanwhile, there is an expected rise in demand for roles related to digital
marketing and revenue management.
We additionally explored the viewpoints of employers on the anticipated high-demand job positions over the next five
years, influenced directly or indirectly by technological advancements within their specific sub-sectors. The future job
roles anticipated as crucial for employers in the hotels sub-sector were revealed to be banquet manager (operations)
staff and assistant chef, expressed by 45 percent and 44 percent of respective employers. In the food services and
cruise-liners cruise ships sub-sectors, assistant chef (47 percent and 100 percent respectively) and barista executive
(41 percent and 80 percent respectively) are the job roles employers expect to be in high requirement, in each of
these two sub-sectors. In the facilities management sub-sector, cafeteria supervisor and facility manager – staff were
cited as highly demanded job roles, as expected by 76 percent and 50 percent employers, respectively. For the
tourism- tour and travels sub-sector, job roles of meet and greet officer and adventure travel guide were accounted
for by 65 percent and 53 percent employers, respectively.
TABLE 14: TOP 5 JOB ROLES TO BE IN DEMAND IN THE NEXT FIVE YEARS, DUE TO ADVANCEMENT IN TECHNOLOGY, SUB-
SECTOR
Sub-Sector Job Roles Overall (in %)
Banquet Manager (Operation) - staff 45
Assistant Chef 44
Hotels
Bartender 40
(n = 289)
Barista Executive 21
Chef de Partie 29
Assistant Chef 47
Food Services
Chef de Partie 41
(n=155)
Counter Sales Executive-Tourism and Hospitality 3
Demi Chef De Partie 5
Cafeteria Supervisor 76
Facility Manager - staff 50
Facility Management
Facility Management Executive 48
(n =42)
Multi - Purpose Associate 45
Pantry Associate 45
Meet and Greet Officer 65
Adventure Travel Guide 53
Tourism – Tour and
Assistant Rafting Guide 48
Travel (n =62)
Camp Helper 44
Ground Crew Chief 39
Assistant Chef 100
Banquet Manager (Operation) - staff 80
Cruise Liners – Cruise
Ships (n=5)
Demi Chef De Partie 20
Commis Chef 20
N=553 for total; N=289 for hotels, N=155 for Food Services; N=42 for Facilities Management and N=62 for Tours and Travels; N=5 for cruise liners
Question: According to you, what are the top 5 job roles in your organization that will be in demand in the next five years, due to advancement in technology?
According to our qualitative interviews with training service providers, specific job roles within sub-sectors are
emerging due to changing customer preferences, the demand for healthy food, and technological advancements. For
instance, training institutions mentioned that the job role of multi-cuisine cook is expected to be in high demand in
India. The qualitative interviews also noted the importance of aligning academic and training programs with employers
demands for newer job roles. Senior representatives of Industry Associations, such as the Director of the Indian
Federation of Culinary Associations (IFCA), pointed out the increasing importance of incorporating technology,
including AI, across different sub-sectors. For example, the emergence of scientific gastronomy courses in institutes
focuses on improving food quality and customer experience. Educational institutions also highlighted the need for
adapting teaching methods to enhance technological understanding and equip students with various skills for
emerging job roles. For instance, Manipal University offers students opportunities to manage commercial restaurants,
helping them learn essential skills such as menu planning, digital marketing, team building, and event management.
Qualitative interviews also emphasized the growing importance of roles in experiential tourism, wellness, and care,
such as ayurveda and yoga. Roles involving virtual tours and digital integration are gaining significance and must be
included in academic curricula, as per the educational institutions. Further, the Vice President of Industry and
Academia Collaboration at the National Skill Development Corporation highlighted that a strategic initiative to align
education with evolving technological advancements is in progress. This initiative promotes courses in
entrepreneurship, finance, and revenue management to help adapt to changing market dynamics. The introduction of
hotel consultancy courses further aims to align curricula with global standards, focusing on developing culinary skills
in foreign cuisines and proficiency in foreign languages.
5. Future Manpower Requirement in
the Tourism and Hospitality Sector
To understand the overall labor demand in the tourism and hospitality sector for 2024-2028, we adopted a sectoral
employment elasticity approach, where employment elasticity measures the percentage change in employment
associated with a one percentage point change in economic growth, i.e., gross value added (GVA) 92. To forecast
future labor demand, we utilized the employment and GVA data available between 2011-12 and 2022-23. The main
sources of data on sector-specific employment and GVA included the 68th round of the Employment and
Unemployment Survey by the National Sample Survey Organization (NSSO), World Development Indicators, United
Nations Population Fund’s Population Projections, various rounds of unit-level data from the Periodic Labour Force
Survey (2017-2022), and the latest data from the Reserve Bank of India’s KLEMS database.
To project future demand, it was essential to understand the average growth rate of GVA from 2024 to 2028 and the
changes in employment and GVA from 2019 to 2011. We deliberately excluded the years 2020 and 2021, affected
by the COVID-19 pandemic, from all calculations to avoid underestimating GVA and employment estimates. Using
PLFS 2021-22 data, we estimate that the tourism and hospitality sector employed 10.5 million individuals aged 15
years and above in 2022, generating a GVA of INR 12,171 million93. Based on these calculations, we estimated an
employment elasticity of 0.97, i.e., for every one percentage point change in GVA within the tourism and hospitality
sector, employment is expected to change by 0.97 percentage points in the same direction. By extrapolating the
Ministry of Statistics and Programme Implementation's GVA data until 2021, we projected the future (2022-2028)
average growth rate of GVA for the tourism and hospitality industry to be 5.9 percent.
Using the described methodology, our estimates indicate that the tourism and hospitality sector employed 11.1 million
persons in 2023 and will further require a total workforce of 11.8 million individuals (aged 15 years and above) in
2024. This figure is anticipated to increase to 14.8 million by 2028, exhibiting a CAGR of 16.5 percent. The primary
contributor to the total workforce demand will be the accommodation and food services activities, engaging around
93 percent of the workforce, i.e., 11 million individuals (aged 15 years and above) in 2024 which is further expected
to increase to 13.8 million in 2028. Following next is the administrative and support service activities subsector, with
a labor demand of 0.6 million in 2024, demonstrating a percentage increase of around 33.3 percent to nearly 0.8
million in 2028.
In terms of incremental demand, we estimate that the total incremental demand between 2024-2028 is projected to
be 3 million, of which 93 percent (i.e., 2.8 million) is expected to come from accommodation and food services alone.
The table below provides a forecast for employment and incremental labour demand within the overall tourism and
hospitality sector and the identified subsectors between 2024-2028.
TABLE 15: PROJECTED LABOUR DEMAND (AGED 15+ YEARS) IN MILLIONS (2024-2028)
2024 2025 2026 2027 2028
demand (2024-2028)
Incremental demand
Incremental demand
Incremental demand
Incremental demand
Total incremental
Employment
Employment
Employment
Employment
Employment
Sector and sub-sectors
Tourism and Hospitality 11.8 12.5 0.7 13.2 0.7 14.0 0.8 14.8 0.8 3.0
Accommodation and Food Services 11.0 11.7 0.6 12.4 0.7 13.1 0.7 13.8 0.8 2.8
92
Tourism and hospitality sector’s sub-sectors are defined as (i) accommodation and food services; (ii) administrative and support service activities; (iii) cruise liners, and (iv) arts,
entertainment, and recreation.
93
Ministry of Statistics and Programme Implementation. (n.d.). Retrieved from: https://mospi.gov.in/data
2024 2025 2026 2027 2028
demand (2024-2028)
Incremental demand
Incremental demand
Incremental demand
Incremental demand
Total incremental
Employment
Employment
Employment
Employment
Employment
Sector and sub-sectors
Administrative and Support Service Activities 0.60 0.63 0.03 0.67 0.04 0.71 0.04 0.75 0.04 0.15
Cruise Liners 0.12 0.13 0.01 0.13 0.01 0.14 0.01 0.15 0.01 0.03
Arts, Entertainment and Recreation 0.06 0.06 0.00 0.07 0.00 0.07 0.00 0.08 0.00 0.02
Note: The sub-sector employment and incremental demand numbers have been rounded off to two-decimal places and therefore do not
add up exactly to the total of ‘tourism and hospitality’ sector.
Source: Authors’ calculation using data World Development Indicators, United Nations Population Fund’s Population Projections, and
various rounds of unit-level data from the Periodic Labour Force Survey (2017-2022).
The following definition of the sector and sub-sectors has been used:
 Accommodation and food services (NIC code 5510 within code I) included hotels and motels, inns, resorts providing short term
lodging facilities; includes accommodation in house boats; provision of short-term lodging facilities to members of a particular
organization such as govt. guest houses; provision of short stay accommodation n.e.c. (e.g., holiday homes, private guest houses
etc.); operation of canteens or (e.g. for factories, offices, hospitals or schools) on a concession basis (NIC code 5610); Restaurants
without bars (NIC code 5621); cafeterias, fast-food restaurants and other food preparation in market stalls (NIC code 5629), and ice
cream mobile vendors, mobile food carts (NIC code 5630).
 Administrative and support service activities (NIC code N) included travel agency activities (NIC code 7911); tour operator activities
(NIC code 7912); and other reservation service and related activities (NIC code 7990)
 Cruise Liners (NIC code H) included sea and coastal ferry service; sea and coastal water cruise, water taxis and other sightseeing
boats; sea and coastal long distance water transport; other sea and coastal water transport n.e.c (NIC code 5011); sea and coastal
freight water transport; storage of freight; harbour operation and other auxiliary activities such as docking, pilotage; lighterage, vessel
salvage; cargo handling; sea and coastal freight water transport; (NIC code 5012); inland passenger water transport; river ferry service;
river cruise, water taxi, boat services; Long distance river water transport; Other inland water transport n.e.c. (NIC code 5021)
 Arts, entertainment and recreation (NIC code R) included activities of amusement parks and theme parks (NIC code 9321) and
other amusement and recreation activities n.e.c. (NIC code 9329)
To understand the need for workers across different skill categories, we categorize the additional workforce
requirement based on self-reported skill-level data from surveyed youth. According to the survey findings, 36 percent
of wage and salaried youth classify themselves as skilled workers, 36 percent as semi-skilled and 30 percent as
unskilled workers94. This indicates that out of 3 million additional workforce needed until 2028, approximately 1.1
million will be skilled, another 1.1 million will be semi-skilled, and the remaining 0.8 million will be unskilled.
Further, we conducted a state-wise analysis to understand how the incremental manpower demand of 3 million (from
2024-2028) is divided across the country. The incremental manpower demand across geography has been divided
into 4 categories, i.e., High (9-11 percent share), Medium (4-8 percent share), Low (1-3 percent share), and lowest
(<1 percent share). The key highlights of the incremental manpower demand across the states in the country are as
follows:
 High share of incremental demand: Maharashtra (11 percent), West Bengal (11 percent) and Tamil Nadu (10
percent) account for the highest share of incremental human resource demand.
 Medium share of incremental demand: Uttar Pradesh (8 percent), Karnataka (7 percent), Andhra Pradesh (7
percent), Bihar (5 percent), Gujarat (4 percent), Odisha (4 percent), Rajasthan (4 percent), Kerala (4 percent),
and Madhya Pradesh (4 percent) fall under this category together constituting 49 percent of the total incremental
manpower requirement.
94
Unskilled work is defined as work that requires little or no independent judgement /previous experience although familiar with occupational environment; Semi-skilled work is defined
as work that has a well-defined nature of work wherein the major requirement is not for judgement or skill but for proper discharge of duties; skilled work is defined as work that
requires exercising considerable independent judgement and of discharge of duties with responsibilities.
 Low share of incremental demand: Punjab (3 percent), Assam (3 percent), Telangana (3 percent), Jharkhand (2
percent), Haryana (2 percent), Chhattisgarh (1 percent), Delhi (1 percent), Uttarakhand (1 percent), Jammu and
Kashmir (1 percent), and Himachal Pradesh (1 percent) fall under this category together constituting 17 percent
of the total incremental manpower requirement.
The table below presents the incremental manpower demand by geography for the 2024-2028 period:
TABLE 16:INCREMENTAL MANPOWER DEMAND DIVIDED ACROSS STATES (2024-2028)

Incremental manpower demand
Name of the State State category
(in absolute numbers) (in percentage)
Maharashtra 339,653 11% High
West Bengal 321,125 11% High
Tamil Nadu 305,885 10% High
Uttar Pradesh 254,074 8% Medium
Karnataka 203,875 7% Medium
Andhra Pradesh 195,477 7% Medium
Bihar 163,064 5% Medium
Gujarat 132,835 4% Medium
Odisha 132,694 4% Medium
Rajasthan 130,866 4% Medium
Kerala 123,512 4% Medium
Madhya Pradesh 121,049 4% Medium
Punjab 90,833 3% Low
Assam 82,303 3% Low
Telangana 76,448 3% Low
Jharkhand 56,559 2% Low
Haryana 44,822 1% Low
Chhattisgarh 41,113 1% Low
Delhi 38,597 1% Low
Uttarakhand 35,579 1% Low
Jammu and Kashmir 22,139 1% Low
Himachal Pradesh 21,798 1% Low
Meghalaya 14,632 0% Lowest
Goa 14,023 0% Lowest
Andaman and Nicobar Island 6,012 0% Lowest
Tripura 5,202 0% Lowest
Daman and Diu 5,187 0% Lowest
Puducherry 4,372 0% Lowest
Sikkim 3,838 0% Lowest
Chandigarh 3,692 0% Lowest
Incremental manpower demand
Manipur 3,594 0% Lowest
Mizoram 1,810 0% Lowest
Ladakh 1,644 0% Lowest
Arunachal Pradesh 869 0% Lowest
Nagaland 644 0% Lowest
Lakshadweep 180 0% Lowest
Total 3,000,000 100% -
Note: The percentages have been rounded to 0 decimal places. When percentages are shown as 0, it means the share was approximately
0, for example around 0.1 or 0.2 percentage.
Source: Authors calculation using World Development Indicators, United Nations Population Fund’s Population Projections, various rounds
of unit-level data from the Periodic Labour Force Survey (2017-2022).
6. Potential Trainable Pool in the
Tourism and Hospitality Sector
To understand the pool of trainable young (aged between 15-34 years) manpower and the consequent training gap
in the tourism and hospitality sector, we analyzed periodic labour force data from 2022-23, utilized data from our youth
survey, and gathered information from multiple government sources. This enabled us to ascertain the count of young
individuals (aged 15-34 years) who are either trained or are interested in receiving training within the tourism and
hospitality sector.
To estimate the potential pool of young individuals available to be trained and identify the resultant training gap, we
first estimated the number of unemployed young individuals who were unemployed but were available for work across
all the sectors. Subsequently, we narrowed our focus to assess the availability of such youth, specifically within the
tourism and hospitality sector. Next, using PLFS 2022-23 data, we determined the proportion of young individuals
who had undergone formal training in tourism and hospitality sector, thus providing an estimate of those available for
employment but lacking formal training. This analysis enabled us to identify the trainable pool of youth within the
Using the described methodology, we estimated that in 2022, India held a pool of 400 million individuals who were
aged between 15-34 years95. Among such individuals, 180 million were part of the labor force, comprising both the
unemployed but available to work and the employed 96. Out of this labor force, 160 million were employed and were
working across various sectors97. This indicates that around 20 million individuals aged 15-34 years were unemployed
but were available to work across various sectors.
Given the absence of direct data regarding young individuals who were unemployed yet seeking employment
specifically within the tourism and hospitality sector, we turned to insights from our youth survey. One of the key focus
of the survey was on the share of individuals classified as NEET (Not in Education, Employment, or Training) who
expressed a willingness to work in tourism and hospitality sector. Section 3.1 of the report revealed that 61 percent
of surveyed NEET individuals were open to employment across any sector, with 47 percent expressing a preference
for the tourism and hospitality sector. This translates to 29 percent of NEET youth being available for employment
within the tourism and hospitality sector. Consequently, out of the 20 million individuals aged 15-34 years who
expressed readiness for employment across various sectors, approximately 5.8 million were available for employment
specifically within the tourism and hospitality sector.
Continuing our analysis, we estimated the proportion of young individuals who had received formal training in the
tourism and hospitality sector using PLFS 2022-23 data. The findings reveal that only 1 percentage of individuals
aged 15-34 years have undergone formal training specifically within this sector. This implies that out of the 5.8 million
individuals, only 50,000 young individuals have received formal training in the sector, leaving behind a pool of 5.7
million youth aged between 15-34 years who still possess the potential to undergo formal training over the next 5
years. This pool of individuals includes the youth who can be trained for hospitality, facility management, tour and
travels, cruise liners, food services, and other allied services such as aviation, drivers, home delivery, retail, sales and
management etc.
This group of 5.7 million young people, who could potentially be targeted for training over the next five years, can
assist in fulfilling the workforce needs of 3 million by 2028.
TABLE 17: ESTIMATION OF TRAINABLE MANPOWER POOL OVER THE NEXT 5 YEARS
Particulars Numbers (in millions)/%
Persons aged between 15-34 years 400
95
National Statistical Office. (2021). Periodic Labour Force Survey (July 2022-June 23).
Ministry of Statistics and Programme Implementation, Government of India.
Retrieved from: https://www.mospi.gov.in/sites/default/files/publication_reports/AR_PLFS_2022_23N.pdf?download=1.
96
Based on the data extracted from the PLFS 2022-23, it is observed that the Labor Force Participation Rate (LFPR) for individuals aged 15-29 years stands at 45 percent. This rate is
presumed to remain consistent across the broader age bracket of 15-34 years.
97
Based on the data extracted from the PLFS 2022-23, it is observed that the Worker Population Ratio (WPR) for individuals aged 15-29 years stands at 40 percent. This rate is
presumed to remain consistent across the broader age bracket of 15-34 years.
Particulars Numbers (in millions)/%
Persons aged between 15-34 years who are in labour force (unemployed but
180
available to work and the employed)
Persons aged between 15-34 years who are employed across various sectors 160
Persons aged between 15-34 years who are unemployed but available to work
20
across various sectors
Share (in percentage) of NEET youth aged between 15-34 years willing to work in
29%
tourism and hospitality sector
Persons aged between 15-34 years who are unemployed but available to work in
5.8
tourism and hospitality sector
Share (in percentage) of youth aged between 15-34 years who has undergone any
1%
form of formal training within tourism and hospitality sector in 2022
Number of persons aged between 15-34 years who can potentially be trained
5.7 million
to work in tourism and hospitality sector until 2028
Source: Authors calculation using unit-level data from the Periodic Labour Force Survey (2022), Youth Survey with 10,158 respondents,
Census 2011
Further, we conducted a state-wise analysis to understand which states have the maximum potential to train the youth
who are interested in being trained in tourism and hospitality industry. The potential trainable pool across geography
has been divided into 4 categories, i.e., High (8-16 percent share), Medium (5-7 percent share), Low (1-4 percent
share), and lowest (<1 percent share). The key highlights of the potential trainable pool across the states in the country
are as follows:
 High share of potential trainable pool: Uttar Pradesh (16 percent), Maharashtra (10 percent), Bihar (8 percent)
and West Bengal (8 percent) account for the highest share of potential trainable pool.
 Medium share of potential trainable pool: Andhra Pradesh (7 percent), Tamil Nadu (6 percent), Madhya Pradesh
(6 percent), Rajasthan (6 percent), Karnataka (5 percent), and Gujarat (5 percent) fall under this category together
constituting 35 percent of the total potential trainable pool.
 Low share of potential trainable pool: Odisha (3 percent), Assam (3 percent), Jharkhand (3 percent), Kerala (3
percent), Punjab (2 percent), Haryana (2 percent), Chhattisgarh (2 percent), Delhi (2 percent), Jammu and
Kashmir (1 percent), Uttarakhand (1 percent), and Himachal Pradesh (1 percent) fall under this category together
constituting 22 percent of the total potential trainable pool.
The table below presents the distribution of potential trainable pool by geography:
TABLE 18:POTENTIAL TRAINABLE POOL IN TOURISM AND HOSPITALITY ACROSS STATES
Youth aged 15-34 years who can be potentially trained
Uttar Pradesh 907,269 16% High
Maharashtra 547,921 10% High
Bihar 446,367 8% High
West Bengal 438,987 8% High
Andhra Pradesh 415,029 7% Medium
Tamil Nadu 350,581 6% Medium
Madhya Pradesh 337,950 6% Medium
Rajasthan 315,724 6% Medium
Karnataka 299,840 5% Medium
Gujarat 295,413 5% Medium
Odisha 195,728 3% Low
Assam 150,577 3% Low
Jharkhand 149,558 3% Low
Kerala 144,605 3% Low
Punjab 135,879 2% Low
Youth aged 15-34 years who can be potentially trained
Haryana 124,196 2% Low
Chhattisgarh 118,351 2% Low
Delhi NCR 88,615 2% Low
Jammu and Kashmir 59,658 1% Low
Uttarakhand 47,569 1% Low
Himachal Pradesh 33,165 1% Low
Tripura 18,222 0% Lowest
Manipur 14,272 0% Lowest
Meghalaya 13,664 0% Lowest
Nagaland 10,088 0% Lowest
Goa 7,115 0% Lowest
Arunachal Pradesh 6,884 0% Lowest
Puducherry 6,322 0% Lowest
Chandigarh 5,659 0% Lowest
Mizoram 5,562 0% Lowest
Sikkim 3,371 0% Lowest
Andaman and Nicobar
2,088 0% Lowest
Islands
Dadra and Nagar Haveli 1,918 0% Lowest
Daman and Diu 1,536 0% Lowest
Lakshadweep 318 0% Lowest
Total 5,700,000 100% -
Note: The percentages have been rounded to 0 decimal places. When percentages are shown as 0, it means the share was approximately
0, for example around 0.1 or 0.2 percentage.
Source: Authors calculation using unit-level data from the Periodic Labour Force Survey (2022), Youth Survey with 10,158 respondents,
and Census 2011 data
Examining the broader training requirements of individuals in the tourism and hospitality sector, the Indian government
has implemented several measures to educate people of all age groups (as shown in the below table). For instance,
by 2022, approximately 0.3 million individuals had undergone training through various short-term training programs,
and 62,086 apprentices had been registered until 2023-24 in the tourism and hospitality sector98. Additionally, 72,637
students and 9755 students were enrolled in bachelor's, masters' and diploma courses in tourism and hospitality
offered by the All-India Survey on Higher Education (AISHE) and the All-India Council for Technical Education (AICTE)
approved institutions99. Furthermore, 11,604 seats were allocated for the Industrial Training Institutes students
pursuing various trades related to tourism and hospitality until 2023100. Overall, nearly 5 lakh individuals are being
trained in the tourism and hospitality ecosystem. However, despite the government’s efforts, there remains a scope
of training 5.7 million youth aged between 15-34 years who are available to work within tourism and hospitality sector,
as shown in table 19.
TABLE 19: NUMBER OF INDIVIDUALS TRAINED IN TOURISM AND HOSPITALITY SECTOR ACROSS VARIOUS GOVERNMENT
INITIATIVES
Number of
Particulars individuals
enrolled/trained
Number of people trained in short-term training courses in tourism and hospitality sector
in 2021-22 322,056
Apprentices enrolled in tourism and hospitality sector until 2023-24 62,086
98 National Apprenticeship Scheme Dashboard. Retrieved from: https://dashboard.apprenticeshipindia.org/.

99 All India Survey on Higher Education. (2021). AISHE 2020-21: Final Report. Ministry of Education, Government of India. Retrieved from:
https://aishe.gov.in/aishe/viewDocument.action?documentId=353; All India Council for Technical Education. (2024). AICTE Dashboard 2023-24. Ministry of Education, Government of
India. Available at:
https://app.powerbi.com/view?r=eyJrIjoiZmJkZmMwNDYtNzJjYy00N2FlLThjMjAtZGFlN2Q1ODYyOTczIiwidCI6ImVkYjFiNjA2LWJlMzYtNDFlZi04ODRhLTJiMGMxNjY2OGU4NiJ9
100 National Council for Vocational Training. (n.d.). Dashboard - Trainees Certified. Retrieved from:https://www.ncvtmis.gov.in/Pages/Dashboard/DashboardTraineesCertified.aspx.
Number of
Particulars individuals
enrolled/trained
Total enrolled students in various educational institutions approved by All India Survey
72,637
on Higher Education (AISHE) in 2021-22
Total enrolled students in various educational institutions approved by All India Council
9,755
for Technical Education (AICTE) in 2023-24
Number of seats available in trades related to tourism and hospitality across various ITI
11,604
in India in 2023
Total number of individuals trained in tourism and hospitality sector across
478,138
various government initiatives until 2023-24
Note: We have used the latest year’s data as per the availability
Source: National Apprenticeship Scheme Dashboard; All India Survey on Higher Education Final Report (2021); All India Council for
Technical Education Dashboard 2023-24; National Council for Vocational Training Dashboard
7. Conclusion and Policy
Recommendations
The tourism and hospitality sector stands as the major contributor to India’s GDP and employment. The sector has
experienced a consistent growth, fueled by factors such as increased international travel, expanding consumer
demand, and a rebound from pandemic-related disruptions. As a result, the tourism and hospitality industry emerged
as the second most substantial contributor to India's services sector, trailing only behind the IT-BPM sector. Further,
emerging trends such as adventure tourism, wellness, medical tourism, and cruise tourism, coupled with technological
advancements are transforming the industry’s employment and skilling landscape resulting in an increased
requirement of skilled workers. However, currently, only one percent of the workforce in this sector has undergone
any form of formal training, highlighting a training and skills gap. In this report, we explored the current and changing
skill needs based on insights from both youth and industry experts. We explored their opinions on training needs and
how they foresee technology impacting the industry. Additionally, we estimated the future workforce needs within the
industry.
The study followed a four-step analysis process, starting with a review of existing literature on economic trends,
sector-specific indicators (such as GDP contribution, growth patterns, COVID-19 impact, and employment), and the
skilling ecosystem. Secondary research focused on understanding the changing nature of the tourism and hospitality
industry. Primary research involved engaging with employers to understand their perspectives on skill requirements
and drawing the aspirations of young individuals entering or already in the workforce. An in-depth qualitative
consultations with various stakeholders, including high-level ministries, educational institutions, training service
providers, and industry associations were also conducted. Finally, data from periodic labor force surveys, Census
2011, World Development Indicators, United Nations Fund for Population Projections data were analyzed to forecast
manpower needs within the industry. The synthesis of these findings resulted in this comprehensive skill gap report.
The survey findings indicated that the youth, whether currently involved in or open to engaging with the tourism and
hospitality sector, showcased a strong inclination toward pursuing either salaried positions or self-employment or
entrepreneurial businesses within the industry. Personal interests, alignment with educational qualifications, and a
desire for a diverse and dynamic work environment emerged as key reasons encouraging individuals towards the
tourism and hospitality industry. However, among those already employed in the sector, wages significantly impacted
job satisfaction or dissatisfaction, resulting in a decision to continue or discontinue the job. Consequently, low wages,
according to employers, stood out as a primary reason for the high attrition rate across organizations in the industry.
In addressing the challenges of a high attrition rate and wage-related job satisfaction concerns among workers,
employers expressed a willingness to offer wage premiums to their workers. Wage premium provision emerged as a
dependent factor on workers’ technical skills or prior hands-on training experience.
The findings of employer surveys highlighted a core challenge: despite common recruitment practices adopted by
tourism and hospitality colleges, which emphasize practical teaching methods and soft skills, employers had
expressed concerns regarding the lack of essential skills, particularly soft skills, among entry-level workers. Even with
pre-placement activities such as mock interviews, regular tests and preparation efforts by the educational institutions,
employers observed a lack of essential skills such as written and verbal communication, literacy, numeracy, and job-
relevant language skills in these workers. Employers found a lack of problem-solving skills, especially in customer-
facing roles, despite training from educational institutions. Youth also understood the importance of soft skills such as
communication and were willing to be trained for such skills. However, only a few large employers conduct training in
these essential soft skills.
Additionally, according to the employers and the youth, tourism and hospitality sector is facing several challenges.
These include issues like non-alignment with international job role standards, concerns about underpayment in the
hotel industry, and difficulties in aligning the skilling requirements between industry and academia. Only large chain
employers offer on-the-job training to their workers, while smaller businesses lack both training and certification
processes. Moreover, educational institutions face challenges in keeping up with the evolving skilling needs of the
tourism and hospitality sector, leading to a shortage of training opportunities.
In view of technological advancements, employers have automated fewer than 25 percent of tasks in their
organizations. However, they anticipate an increase in automation in the future, expecting 25-50 percent of tasks to
be automated within the next three years. This means that existing skilling requirements are likely to change. As a
result, roles such as assistant chef, bartender, commis chef, kitchen helper, and facility managers are expected to
remain, while new roles such as digital marketer, social media manager, market analysis, intelligence, accounting,
menu analyst, walk-in/special tour operators, revenue management, and data analysis are expected to emerge. At
the same time, roles like back-end food production, check-in, ticketing, in-room billing and ordering, content writing,
social media management, and cleaning may become obsolete. The youth also recognized that technology in the
industry may both create and eliminate jobs, highlighting the growing importance of workforce readiness skills.
Further, youth indicated a growing emphasis on soft skills, including communication and leadership, alongside digital
skills and computer programming. In response, there is a heightened emphasis by educational institutions on fostering
entrepreneurship, finance and revenue management, along with the imperative of basic data analysis through
statistics. This may be seen as essential for enhancing workforce productivity and facilitating career advancement,
especially in light of technological advancements and evolving industry demands.
Secondary research suggests that the tourism and hospitality sector is projected to experience a significant growth,
accompanied by an increase in foreign exchange earnings and a rising demand for manpower. However, despite this
potential, only one percent of the workforce in the tourism and hospitality industry is currently trained, but there
remains a substantial scope for training within the sector. States such as Uttar Pradesh, Madhya Pradesh,
Maharashtra and Bihar are expected to show increased workforce requirements in the coming years. Interestingly,
these states also boast the largest share of trainable youth in the tourism and hospitality sector.
Given the identified issues, challenges, and context of this report, below are six broad thematic areas where we
recommend that the Tourism and Hospitality Skill Council (THSC) strengthen its training and skilling ecosystem.
These recommendations are based on consultations, in-depth insights, interviews with key stakeholders such as
employers, government authorities, training service providers, industry associations, workers and youth individuals.
The recommendations are also grounded in an assessment of the technology and future of work in the tourism and
hospitality industry in India.
TABLE 20: KEY ISSUES AND RECOMMENDATIONS FOR INDIA'S TOURISM AND HOSPITALITY INDUSTRY
Challenges Evidences Recommendations
Theme 1: Worker’s Skilling and Training Needs
1.1 | Youth and workers’ evolving skilling and cross training, including upskilling, reskilling needs
As the tourism and hospitality  The Indian tourism and hospitality  Industry must recognize the
industry grows, future manpower industry contributed US$150 billion in potential of skilling the youth and
requirement is expected to rise, but 2022 and is further expected to initiate in providing as well as
the share of formally trained youth contribute US$ 1 trillion by 2047. scaling up the formal trainings to
within the industry remains low. skill the interested youth. While
This presents a significant  According to the findings using these trainings must be led by the
challenge of skilling the youth Period Labour Force Surveys (PLFS) Tourism and Hospitality Skill
within the growing sector. data, the tourism and hospitality Council (THSC)’s trainers,
industry is expected to employ 14.8 industry experts should be kept in
million workers by 2028, with an regular loop to ensure the delivery
incremental labour demand of 3 of the curriculum is in line with
million workers between 2024-2028. industry requirements.
Further, out of the total 3 million
additional workforce needed until  THSC may take insights from the
2028, approximately 1.1 million will existing demand studies to
be skilled, another 1.1 million will be understand which job roles and
semi-skilled, and the remaining 0.8 consequent skilling requirements
million will be unskilled. are becoming redundant.
Consequently, state governments
 According to the findings using PLFS should be briefed on these
data while 5.8 million youth aged findings and industry associations
between 15-34 years are within each state (and sub-sector)
unemployed but available for work in should take charge of enhancing
the tourism and hospitality sector, training programs for workers.
only 1 percent of youth aged 15-34
years have undergone formal  In order to provide training for the
training within the sector, highlighting 3 million youth interested in
that 5.7 million youth can be entering the tourism and
potentially trained within the sector.
hospitality sector, there is a need
for expanded training
infrastructure, government
financial support and the
implementation of THSC courses
across ITI. Failure to do so will
only widen the training gap.
The largest states in India not only  Findings from PLFS survey indicate  State governments should take
face the challenge of creating most that overall, among the 3 million proactive steps to implement their
employment opportunities in additional workforce required until state-specific requirements
tourism and hospitality sector but 2028, Maharashtra, West Bengal, outlined in their Tourism Policies,
also have the highest share of and Tamil Nadu account for the focusing on expanding training
people who could potentially be highest shares of incremental human and employment opportunities for
trained to work in these sectors. resource demand, with 11 percent youth. This requires active
each. collaboration and support of
THSC, Ministry of Tourism and
 Furthermore, among the estimated Ministry of Skill Development and
5.7 million pool of youth who can be Entrepreneurship. Few states
trained for the tourism and hospitality examples are mentioned below
sector, Uttar Pradesh holds the specifying on what they could
largest share at 16 percent, followed tangibly do, in next 3-5 years
by Maharashtra at 10 percent, Bihar towards training skilled workforce:
and West Bengal each at 8 percent,
and Rajasthan at 6 percent.  The Maharashtra state
government, under its ‘Aai
 Each state's tourism policies Tourism Policy’ emphasizing
possess unique potential for women entrepreneurship and
adequately skilling and training advancement, may prioritize
youth, whether through the provision advocating for training programs
of financial incentives, fiscal support, and industry initiatives aimed at
or addressing state-specific needs women-centric job roles such as
that arise as a result of the state's culinary entrepreneurs and
developmental path. For instance, community engagement
the Maharashtra Government in coordinators. Additionally, given
2023 launched ‘Aai (mother tongue) the development of Agro Tourism
Tourism Policy’, which aims to and Adventure Tourism sub-
empower women through its five- sectors in Maharashtra, there is a
point program ranging from women demand for training youth in roles
entrepreneurship to women safety such as Farm Tour Guides and
and travelers’ discounts Wildlife Safari Guides.
incentives101.
 The Uttar Pradesh state
According to the Uttar Pradesh government can set up
Government's Tourism Policy 2022, specialized training institutes in
there is a promotion of tour packages prominent tourist destinations
for pilgrimage tours. Additionally, such as Agra (home to the Taj
specific tourist spots like Lucknow, Mahal) and Varanasi to provide
Ayodhya, and Prayagraj have been training in hospitality management
declared as village tourism hubs. The and tour guiding. Moreover,
policy emphasizes fostering local recognizing the significant
entrepreneurship within low-income potential for Religious Tourism in
groups to create additional income Ayodhya, training programs
opportunities102. focusing on the history of the Ram
Mandir and other religious sites
The Rajasthan Government’s 2020 should also be offered. This would
tourism policy lays emphasis on require either developing newer
promoting rural tourism, enhancing job roles such as cultural
the unique forms handicrafts of interpreter, and/or reskilling and
village experiential tourism covering upskilling the workers in areas
arts, culture, folk dance, music, such as communication, and
etc.103 knowledge of the religious history
of the region.
 The Central Government’s National

 The Rajasthan state government
Strategy for Rural Homestays policy
has an opportunity to expand its
2022 emphasizes on enhancing
offerings in hospitality skills,
youth’s self-employment,
particularly in folk dance, music,
entrepreneurship and facilitate
traditional cuisines, and luxury
enterprise development104. hospitality management for
heritage hotels, focusing on
heritage tourism. This involves
creating new job roles like cultural
tour guides and Rajasthani
cuisine chefs, and developing
skills such as language
proficiency, networking, team
101
The Indian Express. (2023). Maharashtra cabinet nod to ‘Aai’ tourism policy; women entrepreneurs, tourists to get special benefits. Retrieved from:
https://indianexpress.com/article/cities/mumbai/maharashtra-cabinet-nod-to-aai-tourism-policy-women-entrepreneurs-tourists-special-benefits-8637485/ ; Maharashtra Tourism.
https://maharashtratourism.gov.in/aai-login/
102
Uttar Pradesh Government. (2023). Uttar Pradesh Tourism Policy 2022. Retrieved from: https://uptourism.gov.in/site/writereaddata/siteContent/202304121228277212Tourism-Policy-
2022_Website.pdf
103
Rajasthan Government. (2020). Rajasthan Tourism Policy. Retrieved from: https://www.tourism.rajasthan.gov.in/content/dam/rajasthan-
tourism/english/homepage/topslider/Rajasthan%20Tourism%20Policy%202020.pdf
104
Ministry of Tourism. 2022. National Strategy for Rural Homestays. Retrieved from: https://tourism.gov.in/sites/default/files/2022-
09/National%20Strategy%20for%20Promotion%20of%20Rural%20Homestays%202022.pdf
management, and leadership
among the youth. Collaboration
between THSC, industry-led
training initiatives, and state
government support is essential
for its success.
 Regarding rural homestays, while

the central government policy is
appreciable, the real push for
entrepreneurship and enterprise
development through home stays
can be promoted by state
governments. The specific
training and upskilling needs can
be addressed with support from
the THSC and NSDC. THSC,
leveraging its existing qualification
pack and guide for Home stay
hosts can provide tailored advice
and training to meet the
requirements of the sector105.
States like Maharashtra, with the
highest projected workforce
requirements for training in the
coming years, can enhance their
current homestay policies106.
Instead of solely listing homestay
tour operators on their tourism
websites, Maharashtra can
develop comprehensive policies
that support the growth of
homestay businesses. This could
include providing training and
resources for aspiring homestay
hosts, promoting quality
standards for homestay
accommodations, and facilitating
networking opportunities within
the industry. By actively
supporting and promoting
homestays, Maharashtra can tap
into the potential of this sector to
create employment opportunities
and enhance the tourism
experience in the state.
India's most tourism-intensive and  As per the youth survey findings, 21  Given the possibility of workforce
employment-heavy states, notably percent of the youth was willing to mobilization across Southern
Southern states like Karnataka migrate out of their native place for states, it is recommended to
and Tamil Nadu, are experiencing work opportunities. Of these, 56 place greater emphasis on holistic
an aging population, underlining percent are willing to migrate out of training and upskilling of the
the need for workforce mobilization their native state. Of these 56 workforce to enable them to work
from other regions of the country. percent, 19 percent demonstrate a in any part of the country. The
preference for relocating to states training may prioritize areas like
like Karnataka, which are facing cultural sensitivity (such as
105
Tourism and Hospitality Skill Council. (n.d.). Home Stay Host. Retrieved from: https://thsc.in/admin/uploads/curriculum/Home%20Stay%20Host_THC%20Q0504.pdf
106
Maharashtra Tourism. (2024). Login. Retrieved from: https://maharashtratourism.gov.in/aai-login/#
demographic aging. Given that Tamil respecting people from different
Nadu and Karnataka will account for states and races), and personality
10 percent and 7 percent, development. The trainings
respectively, of the 3 million should include a module focusing
incremental demand anticipated until on learning the basics of at-least 1
2028. Consequently, these states will regional language as per the
experience a rise in both migrant preferences of the candidates.
inflow and their native workforce. This will ease their integration into
the workforce of the state to which
 According to the employer survey they migrate for employment.
findings, employers who recruit
migrant workers predominantly  THSC may organize awareness
source labor from Bihar, Uttar sessions for youth and introduce
Pradesh, Maharashtra and Delhi, modules for trainer/teachers that
meaning that employers from cultivate an understanding of
Karnataka and Tamil Nadu may diverse cultures, races, and
source labour from the mentioned customs prevalent in different
states. This finding is corroborated regions of the country to
with secondary research which encourage open dialogue and
shows that low urbanization in the experiential learning activities that
central, eastern, and north-eastern promote empathy, tolerance, and
regions of India encourages workers appreciation for differences.
to migrate towards the southern and
western regions where greater
employment opportunities are
available107.
 Migrants however often face racial
discrimination. For instance, North-
eastern migrants are often
considered as being East-Asian or
Chinese due to their ‘yellowish skin
tone’108.
Despite the availability of courses  Training service providers and  THSC may collaborate with the
catering to crucial technical, digital, educational institutions highlighted a Ministry of Skill Development and
and soft skills, employers express rising preference among employers Entrepreneurship and Ministry of
concerns about the apparent gap for students with soft skills and digital Education to encourage premier
in these essential skill skills (including software and institutions to offer a short term (3-
competencies among workers. computer skills) in addition to job- 6 months) fresh skilling and/or
specific technical skills for upskilling/re-skilling course. This
employability in the hospitality course could be an e-learning
industry. type of certificate course around
the essential skills such as
 The employers survey revealed that communication, complex problem
job-relevant soft skills such as verbal solving, relevant language skills,
and written communication (53 and data analysis. These courses
percent employers), complex may have a component for
problem-solving skills involving mandatory internships during the
customer interactions (50 percent), course and provide opportunities
job-relevant language skills (46 for apprenticeships post-
percent), digital/ICT skills (43 completion.
percent) are lacking in workers.
 Regarding these e-learning short
term trainings, THSC can
107
International Labour Organization. (2020). India: Road map for developing a policy framework for the inclusion of internal migrant workers in India. Retrieved from
https://www.ilo.org/wcmsp5/groups/public/---asia/---ro-bangkok/---sro-new_delhi/documents/publication/wcms_763352.pdf
108
Dolly Kikon and Bengt G. Karlsson (2020) Light Skin and Soft Skills: Training Indigenous Migrants for the Hospitality Sector in India, Ethnos, 85:2, 258-275, DOI:
10.1080/00141844.2018.1543717
encourage the service providers
to provide curricula in multiple
languages, including mother
tongue and local languages and
English so that students can learn
the courses with ease.
Educational institutions recognize  The interactions with industry  The existing qualification packs
the emergence of new job roles; associations and educational offered by the THSC should aim at
however, they often fail to institutions reveal that job roles such providing training in emerging
adequately address the evolving as chef entrepreneurs, airline skills such as cultural sensitivity,
skilling needs in their curriculum hospitality, facility management foreign language, problem-
delivery. planners, customer handling, tech- solving, tour costing alongside
friendly tour guides; specialized technical competencies like data
revenue management; event analysis, hospitality management
management, industrial catering; systems, sustainable practices,
adventure tourism, religious tourism, hygiene and cleanliness related
experiential tourism will emerge in skills.
future.
 THSC may increase their focus on

As per the interactions with industry new qualification packs which
associations, culinary skills, tour cater to the emerging job roles
costing, foreign language skills, particularly for chef
revenue management skills, that entrepreneurs, facility
educational institutions should place management planner, experiential
more emphasis on, as workers are tourism, and religious tourism.
least proficient in these skills.
1.2 | Trainer/Teacher Training and Professional Development
The tourism and hospitality  In our qualitative interactions with  THSC can invest in regular
industry faces a critical shortage of different stakeholders, one common training, i.e. once in every quarter
professionally trained instructors. concern was about the lack of for their teachers and trainers to
adequate and professional trainers in keep them abreast of industry
educational institutions. trends related to curriculum
delivery.
 Having well-qualified instructors who
does not only have expertise, but  For the smaller private
also excel as effective educators is educational institutions or training
deemed critical for nurturing the service providers, THSC should
youth and professionals in the ensure that these institutions are
hospitality industry109. frequently reached out by the
industry for their regular
professional development
training.
1.3 | Increased focus on gig workers’ skilling
Although youth may opt for gig  As per the youth survey, 22 percent  Specific type of workers within gig
work, especially in the food of the youth expressed interest in economy such as taxi drivers,
services sub-sector of tourism and pursuing gig work, with the maximum Uber and Ola auto drivers,
hospitality, there is a lack of interest observed among students, cleaners, and cooks should
training programs tailored for such followed by wage and salaried receive training support (from
workers. workers. government through initiatives like
Prime Minister Vishwakarma) for
 Qualitative interviews showed that their skill improvement.
training for gig workers, especially
those engaged in food services like  Prioritizing specialized training for
Zomato and Swiggy, is crucial. workers in various segments,
109
Hospitality Insights. (n.d.). Quality education and training solutions in hospitality education. Retrieved from https://hospitalityinsights.ehl.edu/quality-education-training-solutions-
hospitality-education
including tourist touchpoints and
street food vendors, will not only
enrich their contributions to the
tourism experience but also foster
inclusive growth within the
industry. Collaborative efforts of
THSC, educational and training
institutions, industry and the
National Skill Development
Corporation (NSDC) and Ministry
of Skill Development and
Entrepreneurship (MSME) may
help in customizing the training
program.
Theme 2: Training Facilities and Curricula: Issues and Challenges
Disparity in provision of training  Overall, of the 553 employers  THSC must encourage small
programs exist for informal firms surveyed, only 34 percent employers sized firms and informal sector
and small sized firms. While larger had training facilities for their employers to provide either in-
companies often provide workers. Only 21 percent of the house training or outsourced
comprehensive training and unorganized sector employers training to their workers.
certification processes, smaller compared to 54 percent organized
players frequently lack such sector employers had some sort of  Support for small players,
resources and opportunities for training facility in their organizations. constrained by costs, can be
their workforce. facilitated through collaborations
 Of those 34 percent employers who between THSC and industry
had training facilities, 60 percent stakeholders. This collaboration
employers had an in-house training can involve disseminating
facility for their workers. A firm size- information about freely available
wise analysis suggested that of those online training courses or
group of employers having training assisting them in collaborating
facilities, 91 percent large-sized with training providers who offer
employers, 49 percent small-sized affordable solutions. Moreover,
employers, 33 percent micro-sized incentivizing participation by
employers, and 67 percent medium- offering certificate benefits and
sized employers provided inhouse recognizing firms through features
trainings for their workers. on THSC's social media platforms
can serve as rewards for
 Further, of the 34 percent of expanding their training facilities
employers who have training facility, for their workers.
21 percent of employers had not
provided any kind of trainings in the
past year. The primary reason cited
was cost constraints (39 percent
employers).
 Overall, only 43 percent employers

reported to be interested in providing
skill development training to their
employees in the coming 12 months.
Only 29 percent small sized
employers expressed the willingness
compared to 67 percent large sized
employers.
Limited integration of Food Safety  The qualitative interactions revealed  Joint certification initiatives can be
and Standards Authority of India that the informal units such as street established by THSC and the
(FSSAI) rules and regulations into food vendors and food delivery units FSSAI, specifically targeting
the existing training curricula. face challenges in understanding the informal workers such as street
food safety standards (including food vendors and food delivery
hygiene) and FSSAI standards. associates. This certification
program would ensure that these
workers meet the required
standards of hygiene and food
safety, enhancing consumer
confidence and promoting the
overall quality of services within
the industry.
Theme 3: Quality Placements through Industry – Institute Linkages
Despite the ongoing efforts of  Qualitative insights suggested that 
To ensure quality placements, and
educational institutions to equip although educational institutions strengthen academia-industry
students for employment, implementing various best practices linkages, THSC already plays an
industries continue to experience such as introducing separate active role in advisory boards,
skill shortages among the workers modules on employability skills, offers its own courses, curriculum,
they recruit from these institutions. inviting guest lectures, andand career support. Additionally, it
conducting numerous mockis suggested that THSC may
interviews, pre-placement talks, anddirectly engage with private and
sessions, employers still face government educational institutes
challenges related to skill adequacyand industry partners through
and shortages when hiring students webinars, seminars, and
from these institutions. workshops to communicate
industry needs and advocate for
necessary changes in delivery of
education curricula. Facilitating
dialogue on evolving skilling
needs, emerging job roles, and
industry changes is crucial, and
THSC, as a mediator, can inform
educational institutions and
industries about necessary
adjustments to enhance the
overall quality of placements.
Theme 4: Awareness Generation Programs for Youth including Workers, Employers, and Industry
A. For Skilling and Training Initiatives and Apprenticeships
There is a relative lack of  The surveyed youth exhibited limited  While THSC has been actively
awareness among youth, including awareness of government skilling promoting the NAPS and
workers, and employers regarding initiatives, such as the National emphasizing the importance of
skilling and training initiatives, as Apprenticeship Promotion Scheme apprenticeships, it can further
well as opportunities for (NAPS), with just 45 percent youth enhance awareness beyond its
apprenticeships and internships. citing an awareness about the official gazette notification. The
apprenticeship training scheme. apprenticeship scheme should be
positioned as a robust skilling
 The enquiry with employers on their model, with industry stakeholders
awareness of training strategies such stepping forward to educate youth
as Recruit-Train-Deploy (RTD) about its benefits.
suggested that only 26 percent
employers were aware of the  THSC could adopt innovative
strategy. The degree of awareness digital measures for awareness,
varied among surveyed employers such as use of interactive digital
belonging to different size of firms as brochures, features such as ‘news
follows - large-sized employers (47 tracker’, vacancy circulars etc.
percent), medium-sized employers These may be featured not only
(44 percent), small-sized employers on their own websites and social
(28 percent) and micro-sized media platforms but also linked
employers (10 percent). with the Ministry websites,
managed periodically, and
 As per the India Skills report 2024, updated regularly by the THSC
promoting Vocational Education and marketing team.
Apprenticeship Programmes is
inclined to create a steady pipeline of  THSC can effectively utilize social
skilled manpower110. media platforms to disseminate
information about its Recruit-
Train-Deploy (RTD) strategy for
industries, the significance of
Short-Term Training (STT), the
Recognition of Prior Learning
(RPL) scheme, and other
government initiatives.
Additionally, occasional posts
featuring success stories of these
strategies and schemes, as well
as information on emerging sub-
sectors such as homestays, can
help raise awareness and
engagement among stakeholder.
 In addition to digital outreach

efforts, expanding awareness of
apprenticeships and internships,
particularly among small-sized
firms, can be achieved through
interactive sessions such as
workshops tailored for these firms.
These sessions can involve
discussions on success stories
and facilitate networking or
interlinking between different firms
with the support of THSC. By
facilitating knowledge-sharing and
collaboration among various types
of firms, including small-sized
ones, the industry as a whole can
benefit from learning from each
other's experiences.
B. For Industry Awareness
Poor working conditions and low  The average attrition rate across the  To foster positive sentiment within
wage levels are resulting in high 553 surveyed employers was found the industry, THSC can address
attrition rate and further contribute to be 21 percent. Reasons cited for information asymmetries by
to a lack of motivation and this high turnover include lower conducting periodic industry
sustained interest in the sector for wages, better job opportunities awareness sessions and
workers. elsewhere, and pressures related to collaborating with key
household duties. These findings stakeholders such as the NSDC
underscore the existence of poor MSDE, Ministry of Tourism, and
working conditions within the employers from various firms.
industry, as reported by the surveyed Platforms like webinars, seminars,
employers. At the sub-sectoral level, and sessions can facilitate
110
Wheebox (2024). India Skills Report 2024. Retrieved from: https://wheebox.com/assets/pdf/ISR_Report_2024.pdf.
tourism-tour and travel companies effective communication and
and micro enterprises had relatively problem-solving.
highest attrition rate as accounted by
22 percent employers each,  Industry should be encouraged to
respectively. consider standardizing and
enhancing workers’ working hours
 The youth survey revealed that low and wage rates to prevent
wages were a significant source of workforce attrition, in which THSC
dissatisfaction among waged and/or may support via active backing
salaried youth, cited by 34 percent of and real-time suggestions to
respondents. industries for implementing their
sub-sectors specific
 Additionally, regarding working improvements, fostering a
hours, while 71 percent of waged and mutually beneficial environment
salaried youth reported having a for both employers and workers.
designated 8-hour workday, only 38
percent adhered strictly to these
designated hours.
 According to a latest global report of

Hospitality Industry Outlook 2023111,
the hospitality industry is seen to
have an unfavorable reputation
rooted in frequently stressful working
conditions, regular overtime
demands and comparatively modest
salaries. When coupled with the
complexities of rapidly evolving job
expectations and insufficient entry-
level training, it becomes evident that
the industry needs assistance.112
C. Career Counseling Services for Youth
Limited awareness and utilization  As per the youth survey, only 43  THSC should collaborate with
of career counseling services percent of the youth was aware educational institutions to train
among youth. about the career counselling services their teachers who would further
in their neighboring areas. Out of counsel the students regarding
those youth who are aware, 65 possible career opportunities in
percent of them is currently utilizing tourism and hospitality industry.
the career counselling services.
 Building on THSC's recent launch
of their career guidance brochure
for aspirants, the expansion of
career counseling services could
be enhanced through
collaboration with the National
Career Services under the
Ministry of Labour and
Employment. This partnership
could facilitate increased outreach
and scalability, providing
comprehensive career guidance
and support to a wider audience.
111
Hospitality Insights. (n.d.). Quality education and training solutions in hospitality education. Retrieved from https://hospitalityinsights.ehl.edu/quality-education-training-solutions-
hospitality-education
112
Hospitality Insights. (n.d.). Hospitality industry report 2023. Retrieved from https://hospitalityinsights.ehl.edu/hospitality-industry-report-2023
 THSC should promote inclusive
targeting for career planning and
progression in its knowledge
sessions and training programs to
ensure the continuous
participation of all forms of
workers, including women, self-
employed individuals, informal
workers, gig workers, and
entrepreneurs. This approach will
facilitate equitable access to
opportunities and support the
diverse needs of individuals
across various segments of the
workforce.
Theme 5: Research, Monitoring and Evaluation
Missing public information on  THSC’s website currently does not  A public dashboard or an
industry knowledge, updates on a have an interactive interface for information portal is
real-time basis on THSC’s website. public information such as latest recommended to be developed by
industry trends, workers and THSC, given THSC is engaged in
Measuring the effectiveness of employer’s login page or such constant industry dialogues,
training programs for newer sub- facilities. research initiatives and
sector segments such as development of tourism and
homestays or emerging tourism  The qualitative interactions revealed hospitality industry. This
streams. that youth and workers working dashboard may be periodically
across emerging forms of tourism monitored and dynamically
such as adventure tourism, religious updated for public information
tourism, experiential tourism etc. purposes at large.
struggle in communicating with their
clients owing a low awareness of  Consistent efforts to update the
these new avenues. portal about emerging trends,
technologies, and safety
innovations in newer streams of
tourism such as adventure sports
is suggested.
Theme 6: India’s Cruise Tourism Development
The Indian cruise tourism sector  India’s cruise tourism represents  In line with India's cruise tourism
heavily relies on the international about 1 percent of the global cruise national policy aimed at creating a
market for domestic sector’s industry, and has experienced skilled workforce aligned with
overall growth. Additionally, there consistent growth in the recent years, international cruise tourism
is a lack of skilling and educational presenting a promising opportunity standards, THSC can play a
opportunities for India's cruise for the country113. pivotal role. This involves
tourism workforce. assessing the market demand for
 Youth survey findings suggest that of cruise tourism workers, facilitating
the 35 percent students pursuing training for the Indian youth
education within tourism and tailored to both domestic and
hospitality industry, only 1 percent global markets, and offering
study courses related to cruise sector-specific courses to
tourism. Further, of the wage and enhance the development of
salaried youth, only 1 percent are workers in this segment.
working in cruise liners.
 India’s Draft National Strategy for

Cruise Tourism 2023 emphasizes on
113
Ministry of Ports, Shipping and Waterways, Government of India. (n.d.). Maritime Amrit Kaal Vision 2047 (MAKV 2047). Retrieved from
skilling for cruise tourism value chain,
as well as destination-based skilling
programs for upgradation and
development of tourism skills, which
is often seen as missing along any of
the tourism value chains.114
114
Government of India. (2023, June). Skill Development for Employability and Youth Transformation Scheme. Press Information Bureau.
https://static.pib.gov.in/WriteReadData/specificdocs/documents/2023/jun/doc2023627218001.pdf
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1.pdf
9. Annexures
Annexure A: Sampling Methodology
Selection of States and Districts
For the quantitative surveys, it was required to select 20 states and 6 UTs with maximum tourist footfall. We, however,
believed that tourist footfall alone is not sufficient determine the top 20 states and 6 UTs for our study as this variable
alone did not represent the entirety of the tourism landscape. Therefore, we utilized the data on number of persons
engaged in accommodation sector within each state from the Periodic Labour Force Survey (PLFS) 2018-19115, along
with number of domestic tourists visits from India Tourism Statistics 2019 116 to select top 20 states and 6 Union
Territories for our study.
Step 1: Validating the choice of variables.
We picked the (i) number of domestic tourists visits in 2018-19 from the India Tourism Statistics 2019 and estimated
the (ii) number of workforces engaged in accommodation sector in each state from PLFS 2018-19. While we
understood that the two variables represent main aspects of the tourism industry, it was important to validate whether
these two variables are strong determinants of tourism landscape. We therefore calculated Pearson’s Correlation
Coefficient to understand the strength and direction of association between these variables.
Using the formula for Pearson’s Correlation Coefficient (Ρ), we found that the chosen two variables were strongly
positively correlated (P = +87 percent). The strong correlation determined that both these variables together validated
that if a state has a large number of tourist visits, then it was also likely to have a large number of workforces engaged
in accommodation sector, and vice versa. If the P had been lower than 40 percent, we would have dropped either of
these variables.
Step 2: Selection of 20 states

Next, in order to choose 20 states depicting the tourism landscape, we sort (in descending order) the two chosen
variables across all 29 states and 7 UTs. We then chose the 20 states and 6 UTs topping the list for further ranking
of the states.
Step 3: Ranking the chosen states

Once we had the list of 20 states, the last step was to rank them in order of 1 – 20, 1 being the relatively more ‘touristy’
state, while 20 being relatively less ‘touristy’ state.
To rank the states, we ordered the states based on following two parameters:
1. Tourism landscape i.e., number of tourist visits and number of workforces engaged in accommodation sector
- this is termed as ‘Rank Type 1’ and was calculated to determine ‘magnitude’ of a tourist place.
2. Geographical coverage i.e., size of the state in terms of number of districts in each state - termed as ‘Rank
Type 2’ and was calculated to understand the spread of a tourist place.
It was important to consider size of the state because some states had a relatively higher number of tourist visits per district, but
were concentrated in only few districts For example, some states such as Himachal Pradesh will have more tourists concentrated
in 2-3 districts (such as Shimla, Kullu, Spiti etc.), as compared to Madhya Pradesh where tourists are spread across more
districts (Ujjain, Bhopal, Jabalpur, Gwalior, Indore, Niwari etc.). Therefore, it was important to consider both, the magnitude and
spread of a tourist place.
For calculate each type of rank, we sorted the respective variables in a descending order. We then calculated the
average rank for each state (using rank 1 and rank 2), which is used to calculate the final rank.
Step 4: Selection of districts

In order to select the districts, we will divide the 20 states in 3 stratums –
115
We have deliberately chosen the year 2018-19 instead of 2022 to avoid the over or underestimation of employment after COVID-19 years during and post COVID (i.e.
2020,2021,2022) are therefore not taken into consideration for the purpose of sampling.
116
We have deliberately chosen the year 2019 instead of latest year (i.e. 2022) to avoid the over or underestimation of tourist footfall after COVID-19 years during and post COVID (i.e.
2020,2021,2022) are therefore not taken into consideration for the purpose of sampling.
a) 4 district per state if rank was between 1 to 6.
b) 3 district per state if rank was between 7 to 14.
c) 2 districts per state if rank was between 15 to 20.
This type of selection ensured we cover a greater number of districts from relatively larger states, which had more
tourism visits and workforce engaged in accommodation sector, and relatively lesser number of districts from states
which had lesser tourism visits and workforce engaged in accommodation sector. We utilized state tourism
databases/reports to select the districts which had highest tourism concentration (i.e., maximum number of tourist
visits). The final list of selected states and districts is given below in the table.
TABLE 21:LIST OF STATES AND DISTRICTS COVERED FOR QUANTITATIVE SURVEYS WITH EMPLOYERS AND YOUTH
S.No. State Number of Districts District Name
Varanasi
Mathura
Prayagraj
Ayodhya
1. Uttar Pradesh 8
Jhansi
Agra
Lucknow
Pilibhit
Chennai
Dindigul
Madurai
Kanyakumari
2. Tamil Nadu 8
Thanjavur
The Nilgiris
Ramanathapuram
Kanchipuram
Balaghat
Bhopal
Chhatarpur
Gwalior
Indore
3. Madhya Pradesh 10
Jabalpur
Mandla
Panna
Ujjain
Umaria
Mumbai
Ahmednagar
Pune
Aurangabad
Kolhapur
4. Maharashtra 10
Nagpur
Nasik
Thane
Satara
Raighad
Bangalore
Mysore
Mangalore
Udupi
5. Karnataka 8
Bijapur
Chikamagalur
Kodagu
Uttara Kannada
Gujarat 8 Ahmedabad
Devbhumi Dwarka
Surat
Gir Somnath
6. Bhavnagar
Kutch
Narmada
Gandhinagar
Chittoor
Visakhapatnam
7. Andhra Pradesh 5 Konaseema
Tirupati
Alluri Sitharama Raju
Ajmer
Sawai Madhopur
Jaisalmer
8. Rajasthan 6
Jaipur
Jodhpur
Udaipur
Gaya
9. Bihar 3 Patna
Nalanda
Kolkata
Purba Medinipur
North 24 Parganas
10. West Bengal 6
South 24 Parganas
Darjeeling
Kalimpong
Deoghar
11. Jharkhand 2
Ranchi
Puri
Khordha
12. Odisha 5 Cuttack
Ganjam
Jagatsinghpur
Haridwar
Dehradun
13. Uttarakhand 5 Tehri
Chamoli
Nainital
Jammu
14. Jammu and Kashmir (UT) 3 Reasi
Srinagar
Ernakulam
Thiruvananthapuram
Idukki
15. Kerala 7 Thrissur
Kozhikode
Alappuzha
Malappuram
Shimla
Kullu
16. Himachal Pradesh 5 Kangra
Chamba
Solan
Goa North Goa
17. 2
South Goa
Kamrup
Jorhat
18. Assam 4
Cachar
Nagaon
Gangtok
Mangan
19. Sikkim 4
Pakyong
Namchi
East Khasi Hills
West Garo Hills
20. Meghalaya 4
Ri Bhoi
West Jaintia Hills
Hyderabad
21. Telangana 3 Warangal
Nalgonda
Andaman
Pondicherry
22. Union territory of India 5 Daman and Diu
Ladakh
Delhi NCR
Total 121
Annexure B: List of Stakeholders Interviewed for In-Depth

Discussions
TABLE 22: LIST OF GOVERNMENT DEPARTMENTS/NON-PRIVATE ORGANIZATIONS INTERVIEWED
S.No. State Organization/ Ministry

1. Delhi Responsible Tourism Society of India
2. Delhi Ministry of Tourism
3. Delhi National Skill Development Corporation
4. Tamil Nadu Tamil Nadu Tourism Development Corporation
5. Pondicherry Labour Department, Pondicherry
6. Andhra Pradesh Labour Department, Vijaywada
7. Meghalaya Livelihoods Department, Meghalaya
TABLE 23: LIST OF INDUSTRY ASSOCIATIONS INTERVIEWED
S. No. State Association

1. Assam Federation of Indian Chambers of Commerce and Industry
2. Delhi National Restaurant Association Of India
3. Delhi Federation of Associations in Indian Tourism and Hospitality
4. Delhi Confederation of Indian Industry
5. Gujarat Hoteliers Club
6. Karnataka Professional Housekeepers Association
7. Kerala Association of Tourism Trade Organisations India
8. Meghalaya Federation of Indian Chambers of Commerce and Industry
9. Tamil Nadu South Indian Chef Association
10. Tamil Nadu Indian Federation of Culinary Association (IFCA)
TABLE 24: LIST OF EDUCATIONAL INSTITUTIONS INTERVIEWED
S. No. State Institution

1. Delhi Ambedkar University
Banarsidas Chandiwala Institute of Hotel Management and Catering
2. Delhi
Technology
3. Delhi Institute of Hotel Management, Pusa
4. Delhi Starex University
5. Delhi The Hotel School
6. Gujarat C.P. Patel and FH Shah Commerce College, Anand
7. Gujarat Institute of Hotel Management, Ahmedabad
8. Gujarat N S Patel Art College
9. Haryana GD Goenka University
10. Jharkhand Institute of Hotel Management, Ranchi
11. Karnataka CHRIST (Deemed to be University)
12. Karnataka Army Institute of Hotel Management and Catering Technology
13. Meghalaya IHM, Shillong
14. Meghalaya Lady Keane College
15. Meghalaya NEHU University
16. Tamil Nadu Madras Christian College
17. Uttar Pradesh Impact Institute of Hotel Management, Agra
18. Uttar Pradesh Mangalayatan University
19. Uttar Pradesh RIG Institute of Hospitality and Management
20. Uttarakhand Sawami Rama Himalayan University
21. West Bengal Gobardanga Hindu College
22. West Bengal Mugberia Gangadhar Mahavidhyalaya
23. West Bengal Nabagram Hiralal Paul College
24. West Bengal Serampore College
25. Karnataka Army Institute of Hotel Management and Catering Technology
26. Karnataka Central University of Karnataka
27. Odisha Community College Bhawanipatna
28. Odisha Fakir Mohan Autonomous College, Balasore
29. Odisha Niligiri College
TABLE 25:LIST OF TRAINING SERVICE PROVIDERS INTERVIEWED

1. Andhra Pradesh Skill Development Institute, Visakhapatnam – Anakapalle
Andhra Pradesh Andhra Pradesh Industrial and Technical Consultancy Organisation
2.
Limited
3. Andhra Pradesh Prince of Peace Educational Society
4. Delhi Jagan Nath Gupta Memorial Educational Society
5. Delhi Empower Pragati Vocational and Staffing Pvt Ltd.
6. Delhi IL&FS Skills Development Corporation Limited
7. Goa Aviation Skill Development Centre
8. Gujarat Frankfinn Aviation Services Private Limited - Ahmedabad Maninagar
9. Himachal Pradesh JITM Skills Pvt Ltd
10. Jammu and Kashmir Arc Hospitality Institute
11. Madhya Pradesh Indianeers Media Private Limited
12. Maharashtra Sols Assessment And Remedial Centre (Sols ARC)
13. Maharashtra Blue Whale Academy (A Division of E-Plus Technologies (I) Pvt. Ltd.)
14. Meghalaya Dasan K S
15. Tamil Nadu Jeyram Education Trust
16. Tamil Nadu Oscar Charitable Trust
17. Tamil Nadu Fathima educational and charitable trust
18. Tamil Nadu Jaya institute of hotel management and catering services
19. Tamil Nadu Lathas School of Baking and Cake art
20. Uttar Pradesh Centre for Advanced Research Development
21. Uttar Pradesh Salesman Corporation Private Limited (OPC)
22. Uttarakhand Youth Educational Society Dehradun
23. Uttarakhand Dev Rishi Education Society
24. West Bengal Future Vision Training Centre
25. Karnataka Sugar Craft Private Limited
26. Karnataka Forest Technical and Administrative Training Institute
TABLE 26:LIST OF INTERVIEWED SENIOR REPRESENTATIVES OF THSC BOARD AND SUB-COMMITTEE
S. No. Stakeholder Name Designation Name of the Organization

1. Ms. Gurleen Bhalla Area Director of Human Resources Marriott Hotels India
Airtravel Enterprises Group of
2. Mr. Zaheer Ellias Najeeb Executive Director
Companies
Senior Vice President Human
3. Mr. Rajesh Kumar The Lemon Tree Hotel Company
Resources
4. Mr. Julian Ayers Chief Resort Officer Mahindra Holidays and Resorts
General Manager Human
5. Mr. Nihar Mehta Sarovar Hotels Pvt. Ltd.
Resources
Mr. Sougata Roy
6. Executive Director Confederation of Indian Industry
Choudhury
7. Mr. Vijay Kumar Manager Human Resources Radisson Hotels
Head of Department of Hotel
8. Dr. Kerwin Savio Nigli CHRIST University
Management
Dr. Chef. K Welcomgroup Graduate School of
9. Principal
Thirugnanasambantham Hotel Administration
Indian Association of Tour
10. Mr. Pronab Sarkar President
Operator (IATO)
11. Mr. Satish Kumar Senior Director Talent and Culture Accor India and South Asia
Tasanaya Hospitality Private
12. Mr. Samir Kuckreja Founder and CEO
Limited
Vice President, Industry and National Skill Development
13. Mr. Rishikesh Patankar
Academia Collaborations Corporation
14. Mr. Gyan Bhushan Senior Economic Advisor Ministry of Tourism
Annexure C: Quantitative and Qualitative Surveys Coverage

TABLE 27:STATE WISE COVERAGE (IN PERCENTAGE) FOR QUANTITATIVE SURVEYS (EMPLOYER AND YOUTH)
S. No. State Employer (%) Youth (%)

1. Andhra Pradesh 4.1 4.7
2. Assam 3.3 1.4
3. Bihar 2.5 2.4
4. Daman and Diu 0.8 0.9
5. Delhi NCR 0.8 2.4
6. Goa 1.7 1.8
7. Gujarat 6.6 7.6
8. Himachal Pradesh 4.2 4.5
9. Jammu and Kashmir 2.4 2.5
10. Jharkhand 1.5 2.0
11. Karnataka 6.5 2.5
12. Kerala 5.8 7.8
13. Andaman and Nicobar 0.8 0.9
14. Madhya Pradesh 8.3 8.5
15. Maharashtra 8.5 11.4
16. Meghalaya 3.3 2.5
17. Odisha 4.0 4.9
S. No. State Employer (%) Youth (%)
18. Puducherry (Pondicherry) 0.8 0.7
19. Rajasthan 5.0 4.2
20. Sikkim 3.3 3.4
21. Tamil Nadu 6.5 4.9
22. Telangana 2.4 2.5
23. Uttar Pradesh 6.7 7.2
24. Uttarakhand 4.3 4.3
25. West Bengal 4.9 3.8
26. Ladakh 0.8 0.2
TABLE 28:STATE WISE COVERAGE FOR QUALITATIVE SURVEYS (IN NUMBERS)

Training Government
Educational Industry
S. No. State Service Departments/
Institutions Associations
Providers Organizations
1. Assam - - 1 -
2. Delhi 3 5 3 3
3. Gujarat 1 4 1
4. Karnataka 2 3 1
5. Maharashtra 2 1
6. Meghalaya 1 3 1
7. Tamil Nadu 5 1 3 1
8. Uttar
2 3
Pradesh
9. Uttarakhand 2 1
10. West
1 4
Bengal
11. Andhra
3 1
Pradesh
12. Madhya
1
Pradesh
13. Kerala 1
14. Odisha 3
15. Himachal
1
Pradesh
16. Jharkhand 1
17. Goa 1
18. Puducherry 1
19. Jammu and
1
Kashmir
Total 26 29 10 7
Annexure D: List of Employers Covered

TABLE 29: LIST OF EMPLOYERS COVERED FOR QUANTITATIVE SURVEYS (INCLUDING STATE WISE COVERAGE)
S. No. State Name of the Firm Category Subsector
1. Andhra Pradesh Panjabi Dhaba Unorganized Food Services
2. Andhra Pradesh Manasa Food Court Unorganized Food Services
3. Tourism – Tour and
Andhra Pradesh Venkataraman Travels Unorganized
travel
4. Andhra Pradesh Rehmula Restaurant Organized Food Services
5. Andhra Pradesh Swapna. Hotel Unorganized Hotels
6. Andhra Pradesh Ganapati Hotel Organized Hotels
7. Andhra Pradesh Bheerappa Dabha Unorganized Food Services
8. Andhra Pradesh Sahasri Service Unorganized Food Services
9. Andhra Pradesh Best Western Plus Tejvivaan Organized Hotels
10. Andhra Pradesh Jyothifood Cort Organized Food Services
11. Andhra Pradesh Fortune Select Grand Ridge - Organized Hotels
Andhra Pradesh Ratna Tours And Travels Pvt. Unorganized
travel
13. Andhra Pradesh Krishnaveni Catering Unorganized Food Services
14. Andhra Pradesh Sunil Turos And Travels Unorganized Hotels
Andhra Pradesh Jr Tours And Traveling Pvt.Lmt Unorganized
travel
16. Andhra Pradesh Gressmentoruim Unorganized Food Services
17. Andhra Pradesh BW Tirupati Organized Hotels
18. Andhra Pradesh Sulochana Egency Unorganized Facilities Management
19. Andhra Pradesh Renest Hotels By Unique Group Organized Hotels
20. Andhra Pradesh Kaverifood Court Organized Food Services
21. Andhra Pradesh BW Ramachandran Organized Hotels
22. Andhra Pradesh Pai Viceroy Organized Hotels
23. Four Points By Sheraton
Andhra Pradesh Organized Hotels
Visakhapatnam
24. Andhra Pradesh Keys Select Hotel Visakhapatnam Organized Hotels
Andhra Pradesh Sruthi Travels Unorganized
travel
26. Andhra Pradesh The Gateway Hotel - Visakhapatnam Organized Hotels
27. Assam Special Ours Unorganized Food Services
Assam Tour Transport Unorganized
travel
29. Assam Budget Hotel Unorganized Hotels
30. Assam Sanju Enterprises Unorganized Hotels
31. Assam The Gateway Hotel Organized Hotels
32. Assam Hotel Grand Starline Organized Hotels
33. Assam Vishwaratna Hotel Organized Hotels
34. Assam Novotel Guwahati G S Road Organized Hotels
35. Bihar Ruchi Restaurant Organized Hotels
36. Bihar Mohan Farm Unorganized Food Services
37. Bihar Gopal Mistan Hotel Unorganized Hotels
38. Bihar Gokul Mistan Bhandar Unorganized Food Services
39. Bihar Mamta Hotel Unorganized Hotels
40. Bihar Shreeram Hotel Unorganized Hotels
41. Bihar Food Plaza Unorganized Food Services
42. Bihar Surya Food Plaza Unorganized Food Services
43. Bihar Royal Food Plaza Unorganized Food Services
44. Bihar The Meera Hotel Unorganized Hotels
45. Bihar Mani Hotel Unorganized Hotels
46. Bihar Patliputra Unorganized Hotels
47. Bihar Lemon Tree Organized Hotels
48. Daman and Diu Zaika Caterers Unorganized Food Services
49. Tomar Facility Services And
Daman and Diu Unorganized Facilities Management
Management
Daman and Diu Fly Worldwide Tours And Travels Unorganized
travel
51. Daman and Diu Hotel Brighton Unorganized Hotels
52. Daman and Diu Hotel Sea Rock Villa Organized Hotels
Delhi NCR Swagatam Tours Pvt Ltd Organized
travel
54. Delhi NCR Signum Hotels And Resorts Organized Hotels
55. Delhi NCR Accor India And South Asia Organized Hotels
56. Delhi NCR Radisson Hotels Organized Hotels
57. Delhi NCR Marriott Hotels India Organized Hotels
58. Delhi NCR Mahindra Holidays And Resorts Organized Hotels
59. Delhi NCR Sarovar Hotels Pvt. Ltd. Organized Hotels
60. Delhi NCR The Lemon Tree Hotel Company Organized Hotels
61. Delhi NCR Epicurian Foods Pvt Ltd Organized Food Services
62. Delhi NCR Pan India Food Solutions Pvt.Ltd Organized Food Services
63. Delhi NCR The Lodhi Hotel Organized Hotels
64. Delhi NCR Burman Hospitality Pvt Ltd Organized Food Services
65. Cruise Liners – cruise
Delhi NCR Cruise Masters Organized
ships
66. Goa Zuri Hotels Unorganized Hotels
67. Mums Kitchen Ethnic World Cuisines
Goa Organized Food Services
Private Limited
68. Goa Le Meredian Goa Organized Hotels
69. Goa Resort De Coraco Unorganized Hotels
70. Goa Span Hotel Unorganized Hotels
71. Goa Azaya Hotel Unorganized Hotels
72. Goa Buga Beach Hotel Goa Unorganized Hotels
73. Goa Kenilworth Hotel Unorganized Hotels
74. Goa Cora Vela Beach Resort Organized Hotels
Goa Panjim Boat Cruise Organized
ships
76. Gujarat The Spicy Street Unorganized Food Services
Gujarat Shivsakti Tours Organized
travel
Gujarat Chamunda Tours And Travels Unorganized
travel
79. Gujarat Sai Home Stay Unorganized Hotels
80. Gujarat Dosti Home Staye Narmada Unorganized Hotels
81. Gujarat Aahna Lifestyle Private Limited Organized Facilities Management
82. Gujarat Unity Green Resort Unorganized Hotels
83. Gujarat Hotel Manav Unorganized Food Services
Gujarat S. G Travels Unorganized
travel
Gujarat Pink Travels Unorganized
travel
86. Gujarat Sardar Patel Unity Hotel Unorganized Hotels
87. Gujarat Ananya Hotel Unorganized Hotels
Gujarat Vardayni Travels Unorganized
travel
89. Gujarat Hotel Shree Ganesh Unorganized Hotels
90. Gujarat Hotel Doha Unorganized Hotels
91. Gujarat Hotel Wood Organized Hotels
92. Gujarat Hotel Kartik Unorganized Food Services
93. Gujarat Mayur Restaurant-2 Organized Food Services
94. Gujarat Hotel Bapasitaram Organized Hotels
95. Gujarat Hotel Sumery Organized Hotels
96. Gujarat Hotel Somnath Unorganized Hotels
97. Gujarat Hotel Chamunda Organized Food Services
98. Gujarat Hotel Triveni Darshan Organized Hotels
99. Gujarat Toral Hotel Unorganized Hotels
100. Gujarat Hotel Relish Unorganized Hotels
101. Gujarat Hotel Shubh Organized Hotels
102. Gujarat Galexy Hotel Unity Unorganized Hotels
Gujarat Radhe Krishna Tourism Unorganized
travel
104. Gujarat Hotel Lord In Organized Hotels
105. Gujarat Hotel Line Organized Hotels
106. Gujarat Hotel Dwaravati Organized Hotels
107. Gujarat Leena Resort Organized Hotels
108. Gujarat Hotel Kavya Organized Hotels
109. Gujarat Galaxy Hotel Unorganized Hotels
110. Gujarat Lords Plaza Organized Hotels
111. Gujarat The Amore Banquets Hotel Unorganized Hotels
112. Gujarat Amisha International Hotel Organized Hotels
113. Gujarat The Grand Bhagwati Hotel Organized Hotels
Gujarat Goverdhan Greens Holidays Pvt Ltd Organized
travel
115. Gujarat Lemon Tree Premier Dwarka Organized Hotels
116. Gujarat Courtyard By Marriott Hotel Organized Hotels
117. Gujarat Fern Dwarka Organized Hotels
118. Himachal
Vafhz Food Hub Unorganized Food Services
Pradesh
119. Himachal
Peepo Restaurant Unorganized Food Services
Pradesh
120. Himachal
Hotel Narayan Unorganized Hotels
Pradesh
121. Himachal
Himalaya Hill Cottage Unorganized Hotels
Pradesh
122. Himachal
Snow Trail Resort Organized Hotels
Pradesh
123. Himachal
Ishar Sweets And Fast Food Unorganized Food Services
Pradesh
124. Himachal Kamdhenu Restaurant And Guest
Organized Food Services
Pradesh House
125. Himachal
The Sagun Palace Organized Hotels
Pradesh
126. Himachal
Snow View Resort Unorganized Hotels
Pradesh
127. Himachal
Hotel City Heart Organized Hotels
Pradesh
128. Himachal
Regenta Inn By Riverside Unorganized Hotels
Pradesh
129. Himachal
Clarks Inn, Kangra Organized Hotels
Pradesh
130. Himachal
Stone Wood Mountain Resort Organized Hotels
Pradesh
131. Himachal
Regenta Exotica Dharamshala Unorganized Hotels
Pradesh
132. Himachal
Justa Birding, Dharamshala Unorganized Hotels
Pradesh
133. Himachal
Justa Hotel Unorganized Hotels
Pradesh
134. Himachal
The Victory Resort Unorganized Hotels
Pradesh
135. Himachal
The Orchard Green Organized Hotels
Pradesh
136. Himachal
Nature Vilas Sarovor Portico Organized Hotels
Pradesh
137. Himachal
Indraprastha Resort Dalhousie Organized Hotels
Pradesh
138. Himachal
Best Western Dalhousie Unorganized Hotels
Pradesh
139. Himachal
JK Clarks Exotica Dalhousie Organized Hotels
Pradesh
140. Himachal
Club Mahindra Organized Hotels
Pradesh
141. Himachal
Hotel Wildflower Oberai Organized Hotels
Pradesh
142. Himachal
Destination Unorganized Hotels
Pradesh
143. Jammu and
Grill And Cafe Unorganized Food Services
Kashmir
144. Jammu and
Coffee Bravageworker Unorganized Food Services
Kashmir
145. Jammu and
Pavilion Organized Food Services
Kashmir
146. Jammu and Tourism – Tour and
Aki Travel And Planners Unorganized
Kashmir travel
147. Jammu and
Bismillah Hotel Unorganized Hotels
Kashmir
148. Jammu and
Dar and Sons Unorganized Food Services
Kashmir
149. Jammu and
MBA Chai Wala Organized Food Services
Kashmir
150. Jammu and
Arif Cafe Unorganized Food Services
Kashmir
151. Jammu and
Mohmadi Hotel Unorganized Hotels
Kashmir
152. Jammu and
Comrade Inn Organized Food Services
Kashmir
153. Jammu and
Grand Mumtaz Unorganized Hotels
Kashmir
154. Jammu and
Cafe Unorganized Food Services
Kashmir
155. Jammu and
The Valley View Unorganized Hotels
Kashmir
156. Jammu and
Comrade Inn Pvt Ltd Organized Hotels
Kashmir
157. Jharkhand Saraswati Panda Ashram Unorganized Hotels
158. Jharkhand Rajmahal Dhaba Unorganized Food Services
159. Jharkhand Shivam Bhojnalaya Unorganized Food Services
160. Jharkhand Hotel Shree Hari Organized Hotels
161. Jharkhand Hotel Rajdhani Plaza Organized Hotels
162. Jharkhand Hotel Lord Shiva Unorganized Hotels
163. Jharkhand Hotel Lali Residency Unorganized Hotels
164. Jharkhand Hotel Royal Unorganized Hotels
165. Jharkhand Park Prime Organized Hotels
166. Jharkhand Chanakya BNR Hotel Organized Hotels
167. Jharkhand Hotel Genista Inn Unorganized Hotels
Karnataka Mahadev Tourist Unorganized
travel
169. Karnataka Shri Sayi Sagar Hotel Organized Food Services
170. Karnataka Hari Prasad Hotel Unorganized Food Services
171. Karnataka Nandini Hotel Unorganized Hotels
172. Karnataka Shabari Telecable Network Pvt Organized Facilities Management
173. Karnataka The Quorum Hotel Organized Hotels
174. Karnataka Mohamda Egg Rice Hotel Unorganized Food Services
175. Karnataka Bengaluru Restaurant Unorganized Hotels
176. Karnataka Udipi Sagar Hotel Organized Hotels
177. Karnataka Ama Plantation Trails Organized Hotels
178. Karnataka Apollo Power Systems Pvt Ltd Organized Facilities Management
179. Karnataka 247 Facility Services Pvt Ltd Organized Facilities Management
180. Karnataka Shankar Electricals Organized Facilities Management
181. Karnataka Siesta Hospitality Services Limited Organized Facilities Management
Kerala Ai Baik Restaurant Organized
travel
183. Kerala Calicut Homestay Unorganized Hotels
184. Kerala Nizam Homestay Unorganized Hotels
Kerala Holymount Travel And Leisure Organized
travel
186. Kerala PSG Catering Services Unorganized Food Services
Kerala Gokitetravels And Tours Unorganized
travel
188. Kerala Narmada Homestay Unorganized Hotels
189. Kerala Treat Catering Services Unorganized Food Services
Kerala Velavan Tours And Travels Organized
travel
191. The Great India Tour Company Pvt. Tourism – Tour and
Kerala Organized
Ltd. travel
Kerala Its Tours And Travels Organized
travel
193. Kerala Serenity Home Unorganized Hotels
194. Kerala Mom and Pop Thyparambil Heritage Organized Hotels
195. Kerala Jazeera Homemade Food Unorganized Food Services
196. Kerala Pipli Foods Organized Food Services
197. Kerala Shree Gokul Residency Hotel Organized Hotels
198. Four Points By Sheraton Kochi
Kerala Organized Hotels
Infopark
199. Kerala Gokulam Park Inn Organized Hotels
200. Kerala Jay Homestay Unorganized Hotels
201. Kerala Baywatch Beach Resort Organized Hotels
Kerala South Guru Tours And Travels Organized
travel
203. Kerala AVM Facility Management Services Unorganized Facilities Management
204. Kerala Café Cateliya Organized Food Services
205. Keys Select Hotel
Thiruvananthapuram
206. Kerala Mallaparamresidency Unorganized Hotels
207. Kerala Olive Downtown Hotel Organized Hotels
Kerala V Tour Travels Unorganized
travel
209. Kerala Armana Restaurant Food Service Organized Food Services
210. Kerala Bad man facility services Unorganized Facilities Management
Kerala Blue Hill Holiday Travel Tours Organized
travel
212. Kerala Amber Dale Organized Hotels
213. Kerala VLX Realtors Services Unorganized Facilities Management
214. Kerala Maranat Mana Heritage Homestay Organized Hotels
215. Kerala Sasthapuri Group Of Hotel Organized Hotels
216. Kerala Hotel North Seven Organized Hotels
217. Kerala Woodbine Foliage Organized Hotels
218. Kerala Hotel Elite International Organized Hotels
219. Port Muziris A Tribute Portfolio Hotel
Unit Of Qasr Hotels Co
220. Kerala Redbell Suites Unorganized Hotels
221. Kerala Fog Resorts And Spa Organized Hotels
222. Kerala Fion Facility Services Unorganized Facilities Management
223. Kerala Hotel Lake Palace Organized Hotels
224. Kerala Spark Facility Management Unorganized Facilities Management
225. Andaman and
Junglee Mirchy Unorganized Food Services
Nicobar
226. Andaman and
Safari Homestays Unorganized Hotels
Nicobar
227. Andaman and
Serene Palace Unorganized Hotels
Nicobar
228. Andaman and
Hotel Aries Unorganized Hotels
Nicobar
229. Andaman and Tourism – Tour and
Anand Tours And Travels Unorganized
Nicobar travel
230. Madhya
Mukesh Dhaba Unorganized Food Services
Pradesh
231. Madhya
Sabjiwala dhaba Unorganized Food Services
Pradesh
232. Madhya
Home Stay Unorganized Hotels
Pradesh
233. Madhya
Jain Hotel Unorganized Food Services
Pradesh
234. Madhya
Ansari Hotel Organized Hotels
Pradesh
235. Madhya
Mangal Hotel Unorganized Food Services
Pradesh
236. Madhya
Apna Sweets Unorganized Food Services
Pradesh
237. Madhya
Singh Mess Unorganized Food Services
Pradesh
238. Madhya Tourism – Tour and
Sikarwar Travels Unorganized
Pradesh travel
239. Madhya
Raj Rasoi Unorganized Food Services
Pradesh
240. Madhya
Baldev Sweet And Restaurant Hotel Organized Food Services
Pradesh
241. Madhya
Hotel Taj Khajuraho Panna Organized Hotels
Pradesh
Radhey Unorganized
Pradesh travel
Chistiya Tour And Travels Unorganized
Pradesh travel
244. Madhya
Food Service Point Unorganized Food Services
Pradesh
245. Madhya
Sweets Bakery Organized Food Services
Pradesh
246. Madhya
MH Restaurant Unorganized Food Services
Pradesh
247. Madhya
Seagal Services Unorganized Facilities Management
Pradesh
248. Madhya
Dining Hotel Unorganized Hotels
Pradesh
249. Madhya
Bethak Chai Longest Cafe Unorganized Food Services
Pradesh
250. Madhya
Hotel Mohan Vilash Unorganized Hotels
Pradesh
251. Madhya
Tatkhat Restaurant Unorganized Food Services
Pradesh
252. Madhya
Hichcki Cafe Organized Food Services
Pradesh
253. Madhya
Imperial Hotel Organized Hotels
Pradesh
254. Madhya
Ganga Garden Organized Hotels
Pradesh
255. Madhya
Kaidi Khana Restaurant Organized Food Services
Pradesh
Maha Ganesh Institute And MP Online Unorganized
Pradesh travel
Aliya Tour And Travels Organized
Pradesh travel
258. Madhya
Surbhi Garden Organized Hotels
Pradesh
259. Madhya
Hotel City Inn Unorganized Hotels
Pradesh
260. Madhya
Dadi Ki Kutiya Unorganized Food Services
Pradesh
261. Madhya
Narmada Hotel Organized Hotels
Pradesh
262. Madhya
Meghdoot Garden Unorganized Hotels
Pradesh
263. Madhya
The For Lake Unorganized Hotels
Pradesh
264. Madhya
Spicy Treat Hotel Unorganized Hotels
Pradesh
265. Madhya
Umang Garden Unorganized Hotels
Pradesh
266. Madhya
Chatore Restaurant Organized Food Services
Pradesh
267. Madhya
Shree Devnarayan Restaurant Unorganized Food Services
Pradesh
268. Madhya
Shagun Garden Organized Hotels
Pradesh
269. Madhya
Asoka Gold Unorganized Hotels
Pradesh
270. Madhya
Kasturi Garden Organized Hotels
Pradesh
271. Madhya
Shivhare Dhaba Unorganized Hotels
Pradesh
272. Madhya
Sweets And Food Unorganized Food Services
Pradesh
273. Madhya
Hotel R Unorganized Hotels
Pradesh
274. Madhya
The Handi Restaurant Organized Food Services
Pradesh
275. Madhya
Vijan Mahal Unorganized Food Services
Pradesh
276. Madhya
Gujral Hotels Pvt Ltd Organized Hotels
Pradesh
Maharashtra Shree Ganesh Tour And Travel Organized
travel
278. Maharashtra Bansuri Pure Veg Unorganized Food Services
279. Maharashtra Yellow Chilly Restaurant Organized Food Services
280. Maharashtra CLR Facility Services Pvt. Ltd Organized Facilities Management
281. Maharashtra Hotel Lake View Organized Hotels
282. Maharashtra Hotel Preeti Organized Food Services
Maharashtra Nikman Tour And Travels Unorganized
travel
284. Maharashtra Savali Management Consultancy Organized Facilities Management
285. Maharashtra Suvarna Group Unorganized Facilities Management
286. Maharashtra Hotel Maharaja Organized Hotels
Maharashtra Ak Tours And Travel Unorganized
travel
Maharashtra Capital Tours And Travels Unorganized
travel
289. Maharashtra Kuber Hotel Organized Hotels
290. Maharashtra Spree Shivai Organized Food Services
291. Maharashtra Sai Food Unorganized Food Services
292. Maharashtra Logicon Facility Management PV Organized Facilities Management
293. Maharashtra The Ritz Carlton Pune Organized Hotels
294. Maharashtra Keys Select Hotel Pimpri Organized Hotels
295. Maharashtra Della Adventure and Resorts Pvt Ltd Organized Hotels
296. Maharashtra Hotel Radhika Palace Organized Hotels
297. Maharashtra Keys Select Hotel Nestor Organized Hotels
298. Maharashtra Hotels S Food Park Organized Hotels
299. Maharashtra Speciality Restaurants Ltd Organized Food Services
300. Maharashtra Nikhil Caterers Organized Food Services
301. Maharashtra Blue Diamond Organized Hotels
Maharashtra Suruchi Tours And Travels Unorganized
travel
Maharashtra Facilities Tour And Travels Pvt Ltd Unorganized
travel
304. Maharashtra Food King Kitchen Unorganized Food Services
305. Maharashtra Bhavyanash Tiffin Services Unorganized Food Services
306. Maharashtra Ramji Caterers Unorganized Food Services
Maharashtra T3 Tourism Tours And Travel Agency Unorganized
travel
308. Maharashtra Sainath Food Services Unorganized Food Services
309. Maharashtra Mahesh Lunch Home Organized Food Services
310. Maharashtra Chetna Caterers Organized Food Services
311. Maharashtra Elsa Food Services Unorganized Food Services
312. Maharashtra Samruddhi Caterers And Food Service Unorganized Food Services
313. Maharashtra The Fern Residency Unorganized Hotels
314. Maharashtra Hotel Dwarka Unorganized Hotels
315. Maharashtra Hotel Mirchi Unorganized Hotels
316. Maharashtra Hotel Royal Heritage Unorganized Hotels
317. Maharashtra Hotel Aurus Unorganized Hotels
318. Maharashtra Wayne Food And Beverages Unorganized Food Services
319. Maharashtra Lite Bite Foods Organized Food Services
Maharashtra Ekveera Tours And Travels Unorganized
travel
321. Maharashtra Airpay Payment Services Organized Facilities Management
322. Maharashtra Balaji Holiday Home Unorganized Hotels
323. Maharashtra Kailasa Speciality Cuisine Pvt. Ltd. Organized Food Services
324. Maharashtra MTDC Hotel Aurangabad Organized Hotels
325. Maharashtra Bipin Facility Management Unorganized Facilities Management
326. Maharashtra Hotel Ashish Unorganized Hotels
327. Maharashtra NFS Facility Services Unorganized Facilities Management
328. Maharashtra Hotel Nagpur Inn Unorganized Hotels
329. Maharashtra The Gateway Hotel Organized Hotels
330. Maharashtra Anchaviyo Resort Organized Hotels
331. Maharashtra Hotel Samaira Residency Unorganized Hotels
332. Maharashtra Security Services Pvt Unorganized Facilities Management
333. Maharashtra Hotel Gulmohar Pride Unorganized Hotels
334. Maharashtra Myo Hospitality Organized Facilities Management
335. Maharashtra Bawa Group Of Companies Organized Facilities Management
336. Maharashtra Jungle Resort Organized Hotels
337. Maharashtra One Stop Facility Management Organized Facilities Management
338. Maharashtra Reliance Industries Limited Organized Facilities Management
339. Maharashtra Trident Bandra Kurla Mumbai Organized Hotels
340. Meghalaya Bies Suchiang Unorganized Food Services
341. Meghalaya CML Collection Unorganized Facilities Management
342. Meghalaya Fast Food Unorganized Food Services
343. Meghalaya Homestay Unorganized Hotels
344. Meghalaya Home Away From Home Guesthouse Unorganized Hotels
345. Meghalaya Food Stall Unorganized Food Services
346. Meghalaya Cool Kicks Unorganized Facilities Management
347. Meghalaya Lily Homestay Unorganized Hotels
348. Meghalaya Homestay Unorganized Hotels
349. Meghalaya Fast Food Unorganized Food Services
350. Meghalaya Raj Hotel Unorganized Food Services
351. Meghalaya Gr Orchid Guesthouse Organized Hotels
352. Meghalaya BH Dabha Unorganized Food Services
353. Meghalaya Spinnin’ Wheelz Unorganized Facilities Management
Odisha M Power Tour and Travels Unorganized
travel
Odisha Ananta Gopal Tour and Travels Unorganized
travel
356. Odisha Hara Tiffin Centre Unorganized Food Services
357. Odisha Flagship Hotel Unorganized Hotels
Odisha Cuttack Cruise Organized
ships
359. Odisha Mahadev Indo Services Unorganized Facilities Management
360. Odisha Ambica Residency Unorganized Hotels
Odisha Jagatsinghpur Cruise Unorganized
ships
Odisha Ganjam Cruise Organized
ships
363. Odisha Ambica Residency Organized Hotels
364. Odisha Royal Treat Unorganized Food Services
365. Odisha Utkal Facility Services Pvt. Ltd Unorganized Facilities Management
366. Odisha Shree Jaganath Hotel Unorganized Hotels
367. Odisha Mahalaxmi Catering Service Unorganized Food Services
368. Odisha Hotel Sagar Unorganized Hotels
369. Odisha Hotel Akbari Unorganized Hotels
370. Odisha Ambika Residency Unorganized Hotels
371. Odisha Ambica Hotel Unorganized Hotels
Odisha S N Tour and Travels Unorganized
travel
373. Odisha Hotel Ashoka Unorganized Hotels
374. Odisha Sagar Hotel Unorganized Hotels
375. Odisha Hotel Dwarika Organized Hotels
376. Odisha Ganesh Residency Unorganized Hotels
377. Odisha Sarkar Hotel Unorganized Hotels
378. Odisha Sagar Hotel Unorganized Hotels
379. Odisha Flagship Hotel Unorganized Hotels
380. Odisha Grand Residency Organized Hotels
381. Puducherry
Hotel Le Royal Park Pondicherry Organized Hotels
(Pondicherry)
382. Puducherry Tourism – Tour and
Manis Photography Unorganized
(Pondicherry) travel
383. Puducherry
Tea Buns Unorganized Food Services
(Pondicherry)
384. Puducherry
Sri Vinayaga Residency Unorganized Hotels
(Pondicherry)
385. Rajasthan Pratap Mahal Organized Hotels
386. Rajasthan Chokhi Dhani - The Palace Hotel Organized Food Services
387. Rajasthan The Daavat Organized Food Services
388. Rajasthan The Royal Melange Beacon Ajmer Organized Hotels
389. Rajasthan Shrinath Case Counter Unorganized Food Services
Rajasthan Mx Travel Unorganized
travel
391. Rajasthan Kanha Restaurant Unorganized Food Services
392. Rajasthan Chips and Chapati Organized Food Services
393. Rajasthan Rajaram Unorganized Facilities Management
394. Rajasthan Shri Dev Cash Counter Unorganized Food Services
395. Rajasthan Salvi Restaurant Unorganized Food Services
396. Rajasthan Brahmani Enterprise Unorganized Facilities Management
Rajasthan Radhe Tour Unorganized
travel
398. Rajasthan Markey Momo Unorganized Food Services
399. Rajasthan The Sawai Madhopur Lodge Organized Hotels
400. Rajasthan Balaji Dhaba Unorganized Food Services
401. Rajasthan Swaroop Lake View Restaurant Unorganized Hotels
402. Rajasthan Sai Ram Unorganized Facilities Management
403. Rajasthan Balaji Restaurant Unorganized Food Services
404. Rajasthan Park Regis Jaipur Organized Hotels
405. Rajasthan Hotel Diggi Palace Organized Hotels
406. Chokhi Dhani - The Ethnic Village
Rajasthan Organized Food Services
Resort
407. Rajasthan Neemrana Hotels Organized Hotels
408. Sikkim Homestay Unorganized Hotels
Sikkim Tshering Tours and Travel Organized
travel
412. Sikkim Mamta Homestay Unorganized Hotels
413. Sikkim Homestays Unorganized Hotels
414. Sikkim Jn Fast Food Unorganized Food Services
415. Sikkim Restaurant Unorganized Food Services
416. Sikkim Food and Beverages Unorganized Food Services
417. Sikkim Cafe Refule Unorganized Food Services
418. Sikkim Apricot Homestay Unorganized Hotels
419. Sikkim Rai Hotel Organized Hotels
420. Sikkim Dogra Inn Hotel Organized Hotels
421. Sikkim Hosanna Restaurant Unorganized Food Services
422. Sikkim Mount View Hotel Organized Hotels
423. Sikkim Little Sikkim Unorganized Hotels
424. Sikkim Divine Grace Unorganized Hotels
425. Sikkim Hotel Highlander Unorganized Hotels
426. Sikkim Sibin Cart Pvt Limited Organized Facilities Management
427. Tamil Nadu Benix Electronics Organized Facilities Management
428. Tamil Nadu JK Hostel Unorganized Hotels
429. Tamil Nadu Hotel Priya Organized Food Services
430. Tamil Nadu Ramya Cafe Unorganized Food Services
431. Tamil Nadu Mario Hotel Organized Hotels
432. Tamil Nadu Gayathri Mes Unorganized Food Services
433. Tamil Nadu Murugan Dhaba Unorganized Hotels
434. Tamil Nadu Ayyappaan. Cottage Organized Hotels
Tamil Nadu Moral Park Unorganized
travel
436. Tamil Nadu Ganapathi Stall Unorganized Hotels
437. Tamil Nadu Lakshmi Illam Unorganized Food Services
438. Tamil Nadu Saran Cafe Unorganized Food Services
439. Tamil Nadu Balaji Bhavan Unorganized Hotels
440. Tamil Nadu Kanga Restaurant Unorganized Food Services
Tamil Nadu Tourism Unorganized
travel
Tamil Nadu Nivi Travels Unorganized
travel
443. Tamil Nadu Muhammad Hall Unorganized Food Services
Tamil Nadu Diana World Travel Pvt. Ltd. Organized
travel
445. Kay Em Spectra Luxury Hotel And
Tamil Nadu Organized Hotels
Resort Pvt Ltd
446. Tamil Nadu Sterling Fern Hill Organized Hotels
447. Tamil Nadu Sterling Holiday Resorts Limited. Organized Hotels
448. Tamil Nadu Shalom Hostel Unorganized Hotels
449. Tamil Nadu Crowne Plaza Organized Hotels
Tamil Nadu Ayur Yatra. In Organized
travel
451. Tamil Nadu Karaikudi Hotel Unorganized Hotels
452. Tamil Nadu Aachis Hotel Organized Hotels
453. Tamil Nadu East Hotel Unorganized Hotels
454. Telangana Andavar Diffen Centre Unorganized Food Services
Telangana SKM travels Unorganized
travel
456. Telangana Sha Hotel Unorganized Hotels
457. Telangana Sas Hotel Unorganized Hotels
Telangana Vedha Travels Unorganized
travel
459. Telangana Senthooran Hospitality Unorganized Facilities Management
Telangana Dg Travels Organized
travel
461. Telangana Red Fox Hotel Organized Hotels
462. Telangana Saravanas Hotel Organized Hotels
463. Telangana Ms Hotel Unorganized Food Services
464. Telangana Kapston Organized Facilities Management
465. Suchirindia Hotels and Resorts Pvt.
Telangana Organized Hotels
Ltd.
466. Telangana VVRS India Pvt. Ltd. Organized Facilities Management
467. Telangana BW Ashoka Organized Hotels
468. Uttar Pradesh De Paris Organized Food Services
469. Uttar Pradesh Kalim Jan Seva Unorganized Facilities Management
470. Uttar Pradesh VNS Live Studio Organized Food Services
471. Uttar Pradesh Hotel Kanha Shyam Unorganized Hotels
472. Uttar Pradesh Audra Hotel Unorganized Hotels
473. Uttar Pradesh A P Palace Organized Hotels
474. Uttar Pradesh Panchsheel Hotel Unorganized Hotels
475. Uttar Pradesh Hotel Moon Agra Unorganized Hotels
476. Uttar Pradesh Chanda Hotel Unorganized Food Services
477. Uttar Pradesh Country Inn Hotel and Resort Organized Hotels
478. Uttar Pradesh Shivalaya Hotel Unorganized Hotels
479. Uttar Pradesh Rishabh Hotel Unorganized Hotels
480. Uttar Pradesh New Atithi Unorganized Hotels
481. Uttar Pradesh Bundelkhand Hotel Unorganized Hotels
482. Uttar Pradesh Hotel Prayag Unorganized Hotels
483. Uttar Pradesh Amar Yatri Niwas Organized Hotels
484. Uttar Pradesh Grand Organized Hotels
485. Uttar Pradesh Howard Plaza - The Fern Organized Hotels
486. Uttar Pradesh Hotel Radhika Palace Unorganized Hotels
487. Uttar Pradesh Brijwasi Royal Organized Hotels
488. Uttar Pradesh Shree Ram Hotel Unorganized Hotels
489. Uttar Pradesh Hotel Ayodhya Organized Hotels
490. Uttar Pradesh Lauries Organized Food Services
491. Uttar Pradesh Basera Vrindavan Organized Food Services
492. Uttar Pradesh Diamond Organized Hotels
493. Uttar Pradesh The Ramayana Hotel Unorganized Hotels
494. Uttar Pradesh Malik Unorganized Food Services
495. Hotel Madin A Unit Of Lav Laxmi Land
Uttar Pradesh Organized Hotels
Developers Pvt Ltd
496. Uttar Pradesh KGN Unorganized Hotels
Uttar Pradesh Vikrang Unorganized
travel
498. Uttar Pradesh Modern Unorganized Facilities Management
499. Uttar Pradesh Lucky Unorganized Hotels
500. Uttar Pradesh Galaxy Organized Hotels
501. Uttar Pradesh Cresent Villa Organized Hotels
502. Uttar Pradesh Hotel Sundaram Prayagraj Unorganized Hotels
503. Uttar Pradesh Grand Continental Organized Hotels
504. Uttar Pradesh Brijwasi Lands Inn Organized Hotels
505. Uttar Pradesh BW Sagar Sona Unorganized Hotels
506. Uttar Pradesh Kapoor's Unorganized Hotels
507. Uttar Pradesh Ginger Hotel Organized Hotels
508. Uttarakhand Cafe Chica Unorganized Food Services
509. Uttarakhand Country Inn- Sattal Organized Hotels
Uttarakhand Panwar Restaurant Unorganized
travel
511. Uttarakhand Purohit Restaurant Unorganized Food Services
512. Uttarakhand Cafe Tree Unorganized Food Services
513. Uttarakhand Club Mahindra Dancing Waters Organized Hotels
Uttarakhand Tomar House Unorganized
travel
515. Uttarakhand Murali Wala Unorganized Food Services
516. Uttarakhand The Food Factory Unorganized Food Services
517. Uttarakhand The Shubham Food Plaza Unorganized Food Services
518. Uttarakhand River Vally Unorganized Food Services
519. Uttarakhand Tanduri Cafe Unorganized Food Services
520. Uttarakhand Alka The Lake Side Organized Hotels
521. Uttarakhand Sweety City Unorganized Hotels
522. Uttarakhand Himanshu Food Cafe Unorganized Food Services
523. Uttarakhand Madho Loging House Unorganized Hotels
524. Uttarakhand Krishna Heritage Unorganized Hotels
525. Uttarakhand Shree Ram Food Plaza Unorganized Food Services
526. Uttarakhand Agrwal Hotel Unorganized Hotels
527. Uttarakhand Aman Chinese And Fast Food Unorganized Food Services
528. Uttarakhand Goldendeep Unorganized Hotels
529. Uttarakhand Hotel Ashirwad Unorganized Hotels
530. Uttarakhand Hotel Surya Unorganized Hotels
531. Uttarakhand Shree Garun Ganga Unorganized Hotels
532. West Bengal Mini Chains Fast Food Organized Food Services
West Bengal Susmita Travel Unorganized
travel
534. West Bengal Rai Fast Food Corner Unorganized Food Services
535. West Bengal Classic Family Restaurant Unorganized Food Services
536. West Bengal Gurung Food Plaza Unorganized Food Services
537. West Bengal Farebi Kitchen Unorganized Food Services
538. West Bengal Annapurna Bhater Hotel Unorganized Food Services
539. West Bengal Lively Inn Unorganized Food Services
540. West Bengal Arshalan Biryani Unorganized Food Services
541. West Bengal Dolma Resturent Unorganized Food Services
542. West Bengal A-Z Fast Food. Organized Food Services
543. West Bengal Innate Voice Tours and Travels Unorganized Food Services
West Bengal Purnima Travels Organized
travel
West Bengal Suvidha Tour and Travels Organized
travel
546. West Bengal Sunakhari Homestay Unorganized Hotels
West Bengal Excel Tours Organized
travel
548. West Bengal Medhasree Aaurbed Seba Kendra Unorganized Food Services
549. West Bengal Pramanik Sar Shop Unorganized Facilities Management
West Bengal Mondal Hardwards Unorganized
travel
551. West Bengal Nayek Fishari Unorganized Food Services
552. West Bengal Raju Food Centre Unorganized Food Services
553. Ladakh Delve Unorganized Food Services
Annexure E: Survey Tools

In-depth Interviews
Ministry of Tourism
Tourism and Hospitality Skill Council (THSC) has engaged Price Waterhouse Coopers Pvt. Ltd. to conduct a nation-
wide skill gap study for the Tourism and Hospitality sector. This study, as a part of the engagement, seeks to collect
up-to-date and reliable data concerning the skill needs of the workforce and the skill offerings by employers within the
tourism and hospitality sector. It also aims to address gaps specific to the tourism and hospitality industry, gain insights
into industry-specific details, operational procedures, and hiring practices, and explore future aspirations and outlook.
Furthermore, the study will assess the industry's willingness to participate in skills training programs, examine
migration patterns, and gauge preferences for skill training. To achieve this goal, we plan to conduct in-depth
interviews with government departments. This will enable us to gain valuable insights and a holistic understanding of
the industry's perspective in the tourism and hospitality sector.
Please remain assured that the responses captured under this study, will not be represented individually, and all the
responses will remain confidential.
Purpose of the interview:
• To understand the
- Skill development needs within tourism and hospitality.
- Technical and vocational education infrastructure
- Government policies and regulations for skilling and training of workforce
• To identify
- Skill gaps within the sector's workforce
- In-demand job roles and their future outlook
- The influence of technological advancements on job roles within the sector
- Necessary adaptations in the skill development ecosystem to align with industry’s needs.
Time: 30 minutes
General guidance for conducting the interview:
The purpose of the interview needs to be shared with the interviewee through email communication.
Note: The information provided by the respondent shall only be used for Skill Gap Study and shall be kept highly
confidential.
Question Answer
Name of respondents
Contact details of the

respondent
Email ID of the respondent
Designation of the respondent
Name of the Interviewer
Question Question
Number
1. INTRODUCTION
What is your department’s key roles and responsibilities for the development of tourism and
hospitality sector? How has the tourism and hospitality situation changed since COVID-19? What
role do economic social environment and institutional arrangements play a role in shaping the tourism
policy directions? Which channels does your department follows to promote the tourism (state
tourism, in case of state departments and national tourism in case of Ministry of tourism) in your
state/country? What impact educational institutions set up and labour market have on the skills
development in tourism and hospitality?
(Probe to understand the tourism and hospitality domain in India and their respective state, primary
objectives regarding skill development, what steps has been followed so far)
POLICY FRAMEWORK
2.
What were the tourism and hospitality reforms undertaken in last 5 years on national level and if any,
on state level? What are the national government policies and regulations related to skill development
and workforce training for tourism and hospitality sector? Are there any government initiatives to
support skill developments in tourism and hospitality sector? How do you make sure that
graduates/pas outs are employed in the sector and on the other side, industry have manpower they
require? What activities you perform to effectively coordinate among the job seekers and employers
in this sector? What changes in policy reforms is the government or the department anticipating in
the next 5 years?
(Probe to understand the tourism and hospitality reforms, educational reforms and labour market
reforms affecting the tourism and hospitality sector, impact they have created, challenges faced in
implementation, National Tourism Policy)
BUDGET ALLOCATION
3.
How much funding is allocated by the Government of India and state governments for promoting
tourism at national and state level? How much funding is allocated for upskilling and reskilling the
workforce in the tourism and hospitality sector? Have there been any recent budgetary reforms in
this context, and what are the allocation channels for these funds? Can you provide insights into the
government's future plans and strategies concerning the upskilling of workers? Are there any future
budgetary plans to improve the tourism and hospitality sector for skilling and matching the aspirants
to employers?
(Explore the budgetary aspects related to skill development within the tourism and hospitality sector.
Inquire about government-sponsored training and skilling campaigns, as well as any workshops
aimed at skill enhancement, how the budget is allocated to various stakeholders, including
educational institutes, training service providers, businesses/companies, tourism developers in this
sector)
MIGRATION DYNAMICS
4.
Could you provide insights into the internal migration patterns within the country? Which specific
cities or regions serve as major sources of migrant workers for this industry, and which cities or
locations are the primary destinations where they find employment? Which are the contributing
countries on all these factors and how many more years are these dynamics expected to continue
(either in upswing or as-is)?
(Probe to understand the origins and destinations of migrants, the motivations driving migration, the
age and gender breakdown of migrants, and the occupational patterns within the internal migrant
population)
EMERGING TRENDS
5.
What are some of the emerging trends (for next 5 years) in the tourism and hospitality sector? Which
aspects of technological advancement (such as digital transformation, evolving guest preferences,
online bookings, virtual tours, AI support etc.) will impact the tourism and hospitality sector? How is
the department embracing digital transformation to enhance the competitiveness of the state in
attracting tourists and visitors?
How does technological advancements affect technical and vocational education domain within
tourism and hospitality? How ready are the educational institutions, VTIs and training service
providers to adapt their curriculums according to the changing demands of industry due to
technological adoption in tourism and hospitality? What technology-related skill development and
training opportunities are being promoted to equip individuals with digital skills (technology) required
in this evolving sector? Which industries/sectors are early adopters of 4IR, emerging technologies,
etc.? What is their impact on the skill requirements from labour force/youth?
(Probe to understand the policies and interventions present in the country to support the school pass
outs or dropouts to be job ready, willingness for institutions to adapt, internships/ apprenticeships/
work-based skilling, changes in curriculum for better industry engagement, the emerging and
redundant job roles in next 5 years due to the changes mentioned in tourism and hospitality sector,
how to ensure job security)
SKILLING REQUIREMENTS
6.
In your opinion, are the skilling requirements (including skill mismatch) of workers witnessing a
change? What is the probable reason for the change and how is it affecting the supply and demand
of skills across workers and employers? How does the technological advancement impact labour
market dynamics in terms of requirement of skilled workforce? Does the changing labour market
dynamics disproportionally affect workers in the informal sector and/or gig workers? Are there any
particular areas or job roles within the tourism and hospitality industry where skill shortages are
pronounced? How have these skill gaps impacted the labour market i.e., job losses, difficult to attain
employment, need to upskill?
(Probe about the readiness of workforce with futuristic skills, skill gap in the workforce, upskilling and
reskilling requirements, adoption/ transitional challenges among the MSMEs, specific sectors, etc.
skill shortage and in which specific subsector, any specific geographical location, unavailability of
skilled labour, informal labour, challenges faced by government and if they can provide any examples
or specific areas)
In your assessment, what is the current state of Industrial Training Institutes (ITIs) and Vocational
7.
Training Institutes (VTIs) in the country, particularly those that offer courses related to tourism and
hospitality? Are these institutions receiving sufficient funding to maintain the quality of their curriculum
and faculty? How can these establishments enhance the quality of their educational programs and
teaching staff to bolster student employability? Furthermore, how are these institutes being prepared
to adapt to a future marked by technological advances, shifting work dynamics, and evolving skill
requirements?
Are there any policies to ensure skilling of vulnerable groups including migrant workers, women, and
8.
youth in the tourism and hospitality industry? What sort of initiatives are undertaken by the
Government to ensure adequate skilling opportunities are provided to the vulnerable groups? How
regularly are these policies upgraded?
COLLABORATIONS
9.
How does the government collaborate with industry associations, businesses, and educational
institutes to bridge the skill gaps in the tourism and hospitality sector? Do they engage in any
opportunity which provides incentives for private businesses to upskill/reskill their
students/employees? Do they provide any funds or financial incentives to educational institutions
(including vocational education providers) to conduct any trainings for any technical or futuristic skills
such as soft skills, digital skills etc.? What sort of initiatives are currently in place to address the skill
mismatch, improve student employability and reduce youth unemployment?
(Probe to gather information on government partnerships with educational institutions and

businesses in the tourism and hospitality sector; the nature and extent of collaboration and any
budgetary support involved)
ALIGNMENT WITH INDUSTRY NEEDS
10.
How does your department ensure that the content and structure of the content and structure of
courses in educational institutions and certification programs in training service providers align with
current and future needs of tourism and hospitality sector? Could you explain in detail the mechanism
or processes your department engage in actively to collect and integrate the feedback and insights
from the industry partners, industry association and other government departments (such as labour
department etc.) to continually refine and enhance the courses/programs?
11. FUTURE PLANS
How does the government plan to support the educational institutions, VTIs and training providers to
equip them with adequate resources (additional personnel, infrastructure or digital training tools etc.)
needed for them to transition or modify their curriculum according to industry demands (requirement
of higher order skills)? What are the upskilling and reskilling plan to cater the rising demand of skilled
workforce, as well as workforce to be equipped with new skills due to technological advancement?
How does the government foresee protecting workers who may be potentially affected by
technological disruption? What safeguard measures are being planned/ proposed? If not proposed
until now, is there a plan to introduce specific safeguard measures in the near future?
(Probe to understand if there is any new/revised plan of action for higher educational
institutions/TVETs/skill development institutes to promote new required skills due to technological
advancements, to change pedagogical methods to support for technological advancements;
understand what form of assistance is available for workers who are vulnerable to job losses due to
automation to gain the advantage of taking on new/ alternate employment opportunities; how will the
job be secured for those who are undergoing upskilling or reskilling to upgrade their skills?
Ministry of Labour and Employment
Tourism and Hospitality Skill Council (THSC) has engaged PricewaterhouseCoopers Services LLP to conduct a
nation-wide skill gap study for the Tourism and Hospitality sector. This study, as a part of the engagement, seeks to
collect up-to-date and reliable data concerning the skill needs of the workforce and the skill offerings by employers
within the tourism sector. It also aims to address gaps specific to the tourism industry, gain insights into industry-
specific details, operational procedures, and hiring practices, and explore future aspirations and outlook. Furthermore,
the study will assess the industry's willingness to participate in skills training programs, examine migration patterns,
and gauge preferences for skill training. To achieve this goal, we plan to conduct in-depth interviews with government
departments. This will enable us to gain valuable insights and a holistic understanding of the industry's perspective in
the tourism and hospitality sector.
• To identify
Time: 30 minutes
confidential.
Question Answer
Name of respondents

respondent
LABOUR DEPARTMENT
Question
Question
Number
1. INTRODUCTION
What is the labour market situation in our country? How has the labour market situation changed
since COVID-19? What are your department’s key roles and responsibilities for development of the
overall labour market and for tourism and hospitality sector, in particular? What role do labour market
institutions (i.e. public and private; academic and research; job-portals and employment exchanges)
play in shaping the labour market policy directions?
(Probe to understand the employment opportunities in the tourism and hospitality sector, availability
of skilled workforce, youth unemployment, general labour demand and supply scenario, formal and
informal labour market, participation of women in the tourism and hospitality sector, share of migrant
workers, participation of gig workers in the labour market etc.)
POLICY FRAMEWORK
2.
What were the labour market reforms undertaken in last 5 years on national level and if any, on state
level? What are the national government policies and regulations related to skill development and
workforce training and for tourism and hospitality sector, in particular? Are there any government
initiatives to support employment related developments in sub-sectors of tourism and hospitality
sector? What are the key policies to support the unemployed workforce, informal and job seekers in
the tourism and hospitality sector? What changes in policy reforms is the government or the
department anticipating in the next 5 years?
(Probe to understand the labour reforms, impact they have created, challenges faced in
implementation, ALMPs, cooperation with education and training providers, etc.)
BUDGET ALLOCATION
3.
How much funding is allocated by the Government of India and state governments for upskilling and
reskilling the workforce? Have there been any recent budgetary reforms in this context, and what are
the allocation channels for these funds? Can you provide insights into the government's future plans
and strategies concerning the upskilling of workers? Are there any future budgetary plans to improve
the status of ITI and VTI operating within the country, especially those encompassing tourism and
hospitality related courses?
educational institutes, training service providers, and businesses in this sector)
MIGRATION DYNAMICS
4.
Could you provide insights into the internal migration patterns within the country, particularly as they
relate to the tourism and hospitality sector? Which specific cities or regions serve as major sources
of migrant workers for this industry, and which cities or locations are the primary destinations where
they find employment? Which are the contributing countries on all these factors and how many more
years are these dynamics expected to continue (either in upswing or as-is)?
population)
EMERGING TRENDS
5.
How does technological advancements affect labour market in your country and within tourism and
hospitality? How ready are the tourism and hospitality industries for technological adoption? Which
industries/sectors are early adopters of 4IR, emerging technologies, etc.? What is their impact on the
labour force/ employment profile of youth?
outs or dropouts to be job ready, industry-engagement, internships/ apprenticeships/ work-based
skilling, changes in curriculum for better industry engagement, the emerging and redundant job roles
in next 5 years due to the changes mentioned in tourism and hospitality sector, how to ensure job
security)
6.
or specific areas)
7.
requirements?
8.
youth especially in the tourism and hospitality industry? What sort of initiatives are undertaken by the
COLLABORATIONS
9.
How does the government collaborate with industry associations, businesses and educational
budgetary support involved
10. FUTURE PLANS
How does the government plan to support the workers to transition to jobs requiring higher order
skills? What are the upskilling and reskilling plan to cater the rising demand of skilled workforce, as
well as workforce equipped with new skills required due to technological advancement? How does
the government foresee protecting workers who may be potentially affected by technological
disruption? What safeguard measures are being planned/ proposed? If not proposed until now, is
there a plan to introduce specific safeguard measures in the near future?
job be secured for those who are undergoing upskilling or reskilling to upgrade their skills)
Ministry of Skill Development and Technical Education
Note: Every state has a slightly different name for the department in their state Government. We will interview
the department which focuses on skill development, technical education, vocational education, and training.
Tourism and Hospitality Skill Council (THSC) has engaged Price Waterhouse Coopers Pvt. Ltd. to conduct a nation-
wide skill gap study for the Tourism and Hospitality sector. This study, as a part of the engagement, seeks to collect
up-to-date and reliable data concerning the skill needs of the workforce and the skill offerings by employers within the
tourism and hospitality sector. It also aims to address gaps specific to the tourism and hospitality industry, gain insights
into industry-specific details, operational procedures, and hiring practices, and explore future aspirations and outlook.
Furthermore, the study will assess the industry's willingness to participate in skills training programs, examine
migration patterns, and gauge preferences for skill training. To achieve this goal, we plan to conduct in-depth
interviews with government departments. This will enable us to gain valuable insights and a holistic understanding of
the industry's perspective in the tourism and hospitality sector.
- Technical and vocational education infrastructure
• To identify
Time: 30 minutes
confidential.
Question Answer
Name of respondents

respondent
Question Question
Number
1. INTRODUCTION
What is the vocational and technical education situation in our country? How has the educational
institutions evolved to meet the changing the need of our economy? What is your department’s key
roles and responsibilities for development of the technical and vocational education and for tourism
and hospitality sector, in particular? What role do vocational and technical education system (i.e.,
public, and private universities, colleges, ITIs, polytechnics, training service providers and other
institutions who grants diploma/certifications) play in shaping the skills of labour workforce?
(Probe to understand the educational institutions (technical and vocational education) in the tourism
and hospitality sector, primary objectives regarding skill development, public and private channels of
technical and vocational training esp. in tourism and hospitality sector etc.)
POLICY FRAMEWORK
2.
What were the technical and vocational education reforms undertaken in last 5 years on national
level and if any, on state level? What are the national government policies and regulations related to
skill development and workforce training and for tourism and hospitality sector, in particular? Are
there any government initiatives to support skill developments in sub-sectors of tourism and
hospitality sector? What are the key policies to support the graduates/pass outs from these
educational institutions? What changes in policy reforms is the government or the department
anticipating in the next 5 years?
(Probe to understand the educational reforms, impact they have created, challenges faced in
implementation, National Policy on vocational education and training, cooperation with industry
partners and other relevant labour market stakeholders)
BUDGET ALLOCATION
3.
How much funding is allocated by the Government of India and state governments for upskilling and
reskilling the workforce? Have there been any recent budgetary reforms in this context, and what are
the allocation channels for these funds? Can you provide insights into the government's future plans
and strategies concerning the upskilling of workers? Are there any future budgetary plans to improve
the status of ITI and VTI operating within the country, especially those encompassing tourism and
hospitality related courses?
educational institutes, training service providers, and businesses in this sector)
MIGRATION DYNAMICS
4.
Could you provide insights into the internal migration patterns within the country, particularly as they
relate to the tourism and hospitality sector? Which specific cities or regions serve as major sources
of migrant workers for this industry, and which cities or locations are the primary destinations where
they find employment? Which are the contributing countries on all these factors and how many more
years are these dynamics expected to continue (either in upswing or as-is)?
population)
EMERGING TRENDS
5.
What are some of the emerging trends (for next 5 years) in the tourism and hospitality sector? How
does technological advancements affect technical and vocational education domain within tourism
and hospitality? Which aspects of technological advancement (such as digital transformation,
evolving guest preferences, online bookings, virtual tours, AI support etc.) will impact the tourism and
hospitality sector? How ready are the educational institutions, VTIs and training service providers to
adapt their curriculums according to the changing demands of industry due to technological adoption
esp. in tourism and hospitality? Which industries/sectors are early adopters of 4IR, emerging
technologies, etc.? What is their impact on the skill requirements from labour force/youth?
outs or dropouts to be job ready, willingness for institutions to adapt, internships/ apprenticeships/
work-based skilling, changes in curriculum for better industry engagement, the emerging and
redundant job roles in next 5 years due to the changes mentioned in tourism and hospitality sector,
how to ensure job security)
6.
or specific areas)
7.
requirements?
8.
youth especially in the tourism and hospitality industry? What sort of initiatives are undertaken by the
COLLABORATIONS
9.
How does the government collaborate with industry associations, businesses, and educational
budgetary support involved)
ALIGNMENT WITH INDUSTRY NEEDS

10.
How does your department ensure that the content and structure of the content and structure of
courses in educational institutions and certification programs in training service providers align with
current and future needs of tourism and hospitality sector? Could you explain in detail the mechanism
or processes your department engage in actively to collect and integrate the feedback and insights
from the industry partners, industry association and other government departments (such as labour
department etc.) to continually refine and enhance the courses/programs?
11. FUTURE PLANS
How does the government plan to support the educational institutions, VTIs and training providers to
equip them with adequate resources (additional personnel, infrastructure or digital training tools etc.)
needed for them to transition or modify their curriculum according to industry demands (requirement
of higher order skills)? What are the upskilling and reskilling plan to cater the rising demand of skilled
workforce, as well as workforce to be equipped with new skills due to technological advancement?
How does the government foresee protecting workers who may be potentially affected by
technological disruption? What safeguard measures are being planned/ proposed? If not proposed
until now, is there a plan to introduce specific safeguard measures in the near future?
job be secured for those who are undergoing upskilling or reskilling to upgrade their skills)
Industry Associations
and gauge preferences for skill training. To achieve this goal, we plan to conduct comprehensive interviews with
industry associations within the tourism and hospitality sub-sector. This will enable us to gain valuable insights and a
holistic understanding of the industry's perspective in the tourism and hospitality sector.
 The purpose of the interview needs to be shared with the interviewee through email communication.
confidential
Key Respondent: The respondents should be senior level officials/member from the industry association.
Time: 25-30 minutes per interview (depending on the time availability of the respondent)
Team: 1 interviewer
A. General information on the respondent and association

Question Question Answers
Number
1. Name of the respondent
2. Contact number of the respondent
3. Email ID of the respondent
4. Name of industry association
5. Name of the sub-sector industry
association works in
(Hotels, Food services, facility

management, etc.)
6. Name of the state industry
7. Name of the district industry
8. Full address of the industry
association
9. Number of member industries/firms
Question Question
Number
10. INTRODUCTION
Could you please provide a concise overview of your industry association's role in the tourism
and hospitality sector, including the subsectors (say, hotel, travel agents, food services –
restaurants etc.) it encompasses and the major industries it represents. Also, provide a summary
of the association's key activities?
11. SECTORAL OVERVIEW
What is the short-term (5 years) and long-term (10 years) outlook of the tourism and hospitality
sector and the sub-sector (that is focused by the industry association) in terms of industry growth
and labour demand? What changes has the COVID-19 pandemic brought to the tourism and
hospitality sector, in terms of growth, labour market including employment and skilling
requirements?
(Probe to understand how the future of the tourism and hospitality and how the subsector would
change in terms of sectoral growth; job roles that will be in most demand and that will be
redefined/ created within the sector due to technology etc. emergence of gig economy; the
possibility of job losses (including for informal and gig workers) owing to technology)
12. TECHNOLOGICAL IMPACT
What are the new/ advanced technologies that are going to (or are already) impact(ing) the
industries operating in the tourism and hospitality sector (relevant to your association’s/
institution’s focus)? How ready are the member entities/ industries in your association to
introduce these new/ advanced technologies? How would you rate adoption of technology in
your sub-sectors (relevant to your association’s/ institution’s focus)? What major technological
advancements (in the wake of digitalization, automation, etc.) have been adopted by the
industries in the sub-sector (relevant to your association’s/ institution’s focus)?
13. SKILLING REQUIREMENTS
When recruiting workers, which specific skills are considered as most important and relevant for
workers? Have these skilling requirements witnessed a change in the last 5 years? Do your
member industries experience any challenge in finding skilled workers?
Are there any particular areas or job roles within the subsector (relevant to your association’s/
institution’s focus) where skill shortages are more pronounced? Which job roles are most hard
to fill in especially at the entry level? How have these skill gaps impacted the performance,
competitiveness, and growth of businesses within the subsector (relevant to your association’s/
institution’s focus)?
(Probe to understand the skill shortage and skill gaps i.e., are there unavailability of labour i.e.
skilled or unskilled both are unavailable, or are there unavailability of skilled labour i.e. there is
availability of unskilled labour but not skilled or are there unavailability of skilled labour with
specific skills such as soft skills, digital literacy etc.)
14. Do the industries recognize the changing nature of work and the need for futuristic skills set?
How ready are your member industries to introduce such changes? To what extent do they
realize the need to prepare their existing workforce for future of work (mostly among large
employers, MSME etc.?) What changes in labour markets (i.e. employment and skilling) do your
member industries anticipate in the wake of technological advancement?
(Probe to understand the specific skills and qualifications sought by employers, such as whether
they prefer candidates from government or private institutes, ITIs, colleges/universities, or
specific certification courses. Additionally, if possible, can they provide this information job role-
wise? Have there been any noticeable trends or shifts in the skills and competencies demanded
within the subsector relevant to your industry association?)
15. INDUSTRY INITIATIVES
Is the industry cognizant of the importance of enhancing the skills of their current workforce?
What strategies do they have in place for upskilling or re-skilling existing employees? If they are
currently conducting training programs, what specific skills are covered in these training
initiatives? Additionally, are these training programs typically conducted in-house? What kind of
changes and challenges do the member industries anticipate in re-skilling/ upskilling their
employees and what are the steps taken (if any) by them to mitigate the skilling challenges?
(Probe to understand the industry’s outlook for skills importance, and the steps taken so far by
industry)
16. Given the anticipated greater needs for skill development for workers, do your member industries
or any representative of your institution participated/ participating in curriculum designing at
educational institutions? Do the educational/ skilling institutions offer training in market relevant
trades (that are of high demand); or enable trainees/ students with relevant industrial exposure
through internship and/ or apprenticeship?
(Probe to understand the readiness (and proactiveness) of industries in engaging with higher
education/ training/ skilling institutions in terms of curriculum design for futuristic courses (short-
term and long-term) for both private and government.
17. What are your member industries’ views on from the labour force being prepared by higher
education institutes, TVET institutions and short-term skill development courses? Please answer
the following for each type of institute:
1. How job-ready/ employable (in terms of skills and knowledge) is the labour force
coming from the institution?
2. Do they need extensive training for their skill upgradation? What kind of training do
they require the most?
What kind of skills do they usually have, and what are the key employability skills they lack the
most?
18. PARTNERSHIPS AND COLLABORATIONS
Does your relevant subsector engage in collaborative efforts with educational institutions, training
service providers, or government bodies to address skill gaps among workers? Are there
initiatives aimed at providing industry-focused training, such as programs that encompass
recruitment, training, and deployment? Additionally, do they offer on-the-job training, internships,
or pre-placement opportunities to students from educational institutes?
(Probe to understand any partnerships with educational institutes or govt bodies where the hotel
industry specifies their skill requirements, and they create industry focused courses or
certifications such as RTD)
Educational Institutions
and gauge preferences for skill training. To achieve this goal, we are conducting in-depth interviews with educational
institutions across India. This will enable us to gain valuable insights and a holistic understanding of the educational
institution’s perspective in the tourism and hospitality sector.
 To understand the courses offered and industry relevant curriculum.

 To understand the employability of students’ graduating from the institutes
 To identify the job roles in demand at present and in future
 To understand the readiness of educational institutions in view of technological change
Time: 30 minutes
confidential.
This document details the tool for conducting interview with principal or any senior faculty member in the survey
catchment area. The respondents should be senior level officials from these educational institutes. The different types
of institutes to be covered include:
 Polytechnic Colleges
 ITIs
 Hotel Management Colleges
 Colleges providing vocational courses.
 Colleges providing bachelors/ post-graduate programmes in tourism and hospitality sector.
This questionnaire is designed to gather information about the infrastructure of educational institutes available, the
trades offered, profile of students etc. Key Respondent: Officials from the institutes listed above.
Questions Answers
1. Name of Respondent
2. Name of the Institute/College
3. State and District of the Educational
Institution
4. Designation of the respondent
5. Number of years of experience as
Principal/Teacher faculty
6. Name of courses offered in the Institute
7. No. of Faculty/Teaching Staff in the
institute
S.No Questions
COURSES
8.
What are the key courses and programs offered by your educational institute related to tourism and
hospitality? Among the courses mentioned, how many are diploma/certification courses, graduate,
and master’s courses?
(Probe to understand any type of changes in curriculum or any addition or elimination of courses,
reasons of any changes in curriculum or any modifications in courses in last 5 years)
INDUSTRY RELEVANCE
9.
How does your institute ensure that the curriculum is up to date and relevant to the changing needs
of the tourism and hospitality industry? How do you integrate industry’s suggestions and feedback to
into the course development and ensure that the courses align closely to industry standards and
requirements? How frequently you update the curriculum? Is there any provision of guest lectures by
industry partners conducted?
(Probe to understand any interactions or meetings conducted between the staff of educational
institutions and industry partners, frequency of their meetings, any teaching staff which has past
industry experience)
DIGITAL INFRASTRUCTURE
10.
How does your educational institution approach digital readiness, including budget allocation for
digital initiatives, the type of digital infrastructure in place, staff preparedness for using digital
technologies, the extent to which the technology is teacher-friendly, integration of digital tools, data
security and privacy measures, student access to digital resources, methods for assessing the impact
of digital initiatives, and future plans for enhancing digital readiness?
SOFT SKILLS AND ADAPTIVE LEARNING
11.
How much focus does your institute place on nurturing soft skills like communication, customer
service, and problem-solving, which are pivotal in the tourism and hospitality sector? Does your
institute have mechanisms in place to adjust its programs in response to evolving trends,
technological advancements, and changing consumer preferences within the tourism and hospitality
industry?
(Probe to understand how they have modified the curriculum for delivery of the soft skills, or conduct
separate sessions for all students across courses, do they hire separate personnel to impart such
teachings)
TEACHER TRAINING
12.
How often do you train your teaching staff? Do you face any challenges in training your staff on a
regular basis? What type of teaching delivery methods are used such as classroom teaching,
interactive sessions, smart boards etc.? Has there been any change in teaching methods over the
past 5 years?
(Probe to understand the shortage of teachers, any changes in teaching methods in last 5 years, and
any course specific, refresher trainings or futuristics skills trainings provided to teachers, discuss in
detail about teacher’s proficiency in future relevant skills such as digital skills, life skills,
entrepreneurship skills etc.)
SKILLING OF STUDENTS
13.
How do you assess and measure the readiness and skills of students upon completion of their
courses, and how do you use this information to enhance the delivery of your educational programs?
Could you provide details on the specific assessment methods, feedback mechanisms from students
and employers, and any instances where this feedback has led to improvements in your teaching
delivery and curriculum? Additionally, do you have systems in place to track the post-graduation
success of your students and how is the data utilized for ongoing improvement in teaching methods?
INDUSTRY PARTNERSHIPS
14.
Can you describe any collaborations or partnerships with hotels, travel agencies, food services unit,
hospitality industry, cruise liners or any industry associations in tourism and hospitality sector that has
enhanced the educational institutions delivery of curriculum? Do you partner with employers for
internships, on the job trainings or for Recruit Train Deploy?
RTD is an opportunity where industry can engage in developing the skills of youth as per the
industry/employer’s requirements.
(Probe to understand the current partnerships and if they are interested to increase their industry
exposure and would like to partner with industry partners, ask their willingness to engage or
collaborate for Recruit Train Deploy opportunities, internships etc.)
PLACEMENT SCENARIO
15.
How does your institute support students in finding employment in tourism and hospitality sector?
Does your institute provide preplacement support such as mock interviews, resume building or group
discussions? What type (i.e., subsector say hotel, travel agents, food services, hospitality etc.) of
companies visit the campus for hiring students from tourism and hospitality courses? What is the job
placement rate for your students? What has been the trend of placement from past 5 years? Do
companies prefer students from any specific educational qualification or any specific
skills/certifications/experience?
(Probe to understand the overall placement scenario, challenges faced by institute to place students,
reasons of low placements (if, any), number of companies visit the campus, way to approach the
companies, MOUs signed with any companies)
EMERGING TRENDS
16.
Can you share the insights into how your institute is preparing students for emerging trends in the
tourism and hospitality sector due to technology advancements etc.? What are the emerging job roles
in tourism and hospitality sector? Which job will be redundant or will require redefine? What are the
futuristic skills preferred by industry? How it will impact the work dynamics such as hybrid work,
flexible hours etc.?
CHALLENGES AND OPPORTUNITIES
17.
What specific challenges and opportunities does your institution encounter when it comes to skilling
students and teachers, and what strategies is your institution currently implementing to tackle these
issues? Additionally, looking ahead, what changes in skilling requirements do you anticipate in the
coming 5 years, and how do you plan to address these changes to ensure that both students and
teachers remain well-prepared?
Training Service Providers
and gauge preferences for skill training. To achieve this goal, we are conducting in-depth interviews with training
service providers across India. This will enable us to gain valuable insights and a holistic understanding of the
educational opportunities available in the tourism and hospitality sector.
 To understand the courses offered and industry relevant curriculum.

 To understand the employability of students’ graduating from these training service providers
 To identify the job roles in demand at present and in future
 To understand the readiness of these training service providers in view of technological change
Time: 30 minutes
confidential.
This document details the tool for conducting interview with any senior faculty member in the survey catchment area.
The respondents should be senior level faculty from these training service providers. This questionnaire is designed
to gather information about the infrastructure of training service providers available, the trades offered, profile of
students etc.
Key Respondent: Senior faculty from the institutes listed above.
Questions Answers
1. Name of Respondent
2.Name of the
Institute/College
3. State and District of the
Educational Institution
4. Designation of the
respondent
5. Number of years of
experience as Teacher
faculty
6. Number and Name of
courses offered in the
Institute
7. No. of Faculty/Teaching
Staff in the institute
Note: Institute here refers to the training service providers
S.No Questions
INTRODUCTION and COURSES
8.
What is the ownership status of the Training service provider i.e., Govt or Private? Is your training
service provider is affiliated to any corporation or scheme such as NSDC (National Skill Development
Council), NCVT (National Council of Vocational training) etc.? What are the key courses and
programs offered by your institute related to tourism and hospitality? Among the courses mentioned,
how many are diploma and certification courses? What is the duration of these courses? Which of
the courses have the high enrolment rate in past 3 years? Why are such courses generally preferred
by students?
(Probe to understand any type of changes in curriculum or any addition or elimination of courses,
reasons of any changes in curriculum or any modifications in courses in last 5 years, reason of
students of course preference)
INDUSTRY RELEVANCE
9.
How does your institute ensure that the modules of the program/course is up to date and relevant to
the changing needs of the tourism and hospitality industry? How do you integrate industry’s
suggestions and feedback to into the course development and ensure that the courses align closely
to industry standards and requirements? How frequently you update the course? Can you describe if
your institute collects feedback from industry professionals to enhance the curriculum and continually
improve the curriculum to bridge any skill gaps?
(Probe to understand any interactions or meetings conducted between the staff of training service
providers and industry partners, frequency of their meetings, any teaching staff which has past
industry experience)
DIGITAL INFRASTRUCTURE
10.
How does your institution approach digital readiness, including budget allocation for digital initiatives,
the type of digital infrastructure in place, staff preparedness for using digital technologies, the extent
to which the technology is teacher-friendly, integration of digital tools, data security and privacy
measures, student access to digital resources, methods for assessing the impact of digital initiatives,
and future plans for enhancing digital readiness?
SOFT SKILLS AND ADAPTIVE LEARNING
11.
How much focus does your institute place on nurturing soft skills like communication, customer
service, and problem-solving, which are pivotal in the tourism and hospitality sector? Does your
institute have mechanisms in place to adjust its programs in response to evolving trends,
technological advancements, and changing consumer preferences within the tourism and hospitality
industry?
(Probe to understand how they have modified the curriculum for delivery of the soft skills, or conduct
separate sessions for all students across courses, do they hire separate personnel to impart such
teachings)
SKILLING OF STUDENTS
12.
How do you assess and measure the readiness and skills of students upon completion of their
courses, and how do you use this information to enhance the delivery of your programs? Could you
provide details on the specific assessment methods, feedback mechanisms from students, and any
instances where this feedback has led to improvements in your teaching delivery and curriculum?
Additionally, do you have systems in place to track the success of your students and how is the data
utilized for ongoing improvement in teaching methods?
INDUSTRY PARTNERSHIPS
13.
Can you describe any collaborations or partnerships with hotels, travel agencies, food services unit,
hospitality industry, cruise liners or any industry associations in tourism and hospitality sector that has
enhanced the institutions delivery of curriculum? Do you partner with employers for internships, on
the job trainings or for Recruit Train Deploy?
RTD is an opportunity where industry can engage in developing the skills of youth as per the
industry/employer’s requirements.
(Probe to understand the current partnerships and if they are interested to increase their industry
exposure and would like to partner with industry partners, ask their willingness to engage or
collaborate for Recruit Train Deploy opportunities, internships etc.)
PLACEMENT SCENARIO
14.
How does your institute support students in finding employment in tourism and hospitality sector?
Does your institute provide preplacement support such as mock interviews, resume building or group
discussions? What type (i.e., subsector say hotel, travel agents, food services, hospitality etc.) of
companies visit the campus for hiring students from tourism and hospitality courses? What is the job
placement rate for your students? What has been the trend of placement from past 5 years? Do
companies prefer students from any specific educational qualification or any specific
skills/certifications/experience? Which of the courses provided by your institute are most relevant
according to industry preference? Which course has the maximum placement offers? What are the
reasons of these courses to be preferred by industry partners? What is the average monthly salary
of student’s (QP wise)? What are the job roles for which the students were generally hired for?
(Probe to understand the overall placement scenario, challenges faced by institute to place students,
reasons of low placements (if, any), number of companies visit the campus, way to approach the
companies, MOUs signed with any companies, track (mapping) the job roles with QPs)
EMERGING TRENDS
15.
Can you share the insights into how your institute is preparing students for emerging trends in the
tourism and hospitality sector due to technology advancements etc.? What are the emerging job roles
in tourism and hospitality sector? Which job will be redundant or will require redefine? What are the
futuristic skills preferred by industry? How it will impact the work dynamics such as hybrid work,
flexible hours etc.?
CHALLENGES AND OPPORTUNITIES

16.
What specific challenges and opportunities does your institution encounter when it comes to skilling
students and teachers, and what strategies is your institution currently implementing to tackle these
issues? Additionally, looking ahead, what changes in skilling requirements do you anticipate in the
coming 5 years, and how do you plan to address these changes to ensure that both students and
teachers remain well-prepared? Is there any support you think you need from govt.? What type of
support you may need?
(Probe to understand the challenges faced by institute such as difficulty in mobilizing students from
remote locations, unwillingness of trainers as the institute is in remote location, lack of industry
support for placements, general perception of the community that skill training is mostly for male
students, presence of traditional industries)
Quantitative Interviews
Employers
The Tourism and Hospitality Skill Council (THSC), in collaboration with PricewaterhouseCoopers Services LLP, is
conducting a primary survey aiming to assess the skills needed and available in the tourism and hospitality industry
across India. This study involves the participation of approximately 500 employers from the tourism and hospitality
sector. We have selected your organization to be a part of the survey, and therefore, you are requested to provide
details about workers in your organization, their recruitment methods, their skilling requirements, and provision of
training in your organization. Your responses will be kept fully confidential and private, with only the research team
being able to access your data. Participation in this survey is entirely voluntary, and you have the liberty to opt-out at
any point. This interview will take 30 minutes of your time. Thank you for considering taking part in this important
study.
- Workforce requirements in the tourism and hospitality sector.
- Trends in migration within the tourism and hospitality sector.
• To identify
- Necessary adaptations in the skill development ecosystem to align with employer needs.
Time: 30 minutes
General guidance for the interviewer:
1. The purpose of the interview needs to be shared with the interviewee through email communication.
Note: The data provided by the respondent will solely be utilized for the Skill Gap Study and will be maintained with
the utmost confidentiality.
Section A: This section consists of enquiries related to demographic details of the respondent.
S. Description Option Code Skip

No.
In which state is the respondent Andhra Pradesh 1
1.
currently located? Assam 2
Bihar 3
(Only one code) Daman and Diu 4
Delhi NCR 5
Goa 6
(To be filled by the enumerator) Gujarat 7
Himachal Pradesh 8
Jammu and Kashmir 9
Jharkhand 10
Karnataka 11
Kerala 12
Andaman and Nicobar 13
Madhya Pradesh 14
Maharashtra 15
Meghalaya 16
Odisha 17
Puducherry (Pondicherry) 18
Rajasthan 19
Sikkim 20
Tamil Nadu 21
Telangana 22
Uttar Pradesh 23
Uttarakhand 24
West Bengal 25
Ladakh 26
No.
In which district is the respondent List mentioned in Annexure
2.
currently located?
(To be filled by the enumerator)
(Only one code)
What is your full name? First Name ________

3.
Last Name ________
(Fill in the blanks – only alphabetic

inputs allowed)
Please provide your contact Mobile number ____
4.
number.
(10-digit number)
Please provide your Email ID: _____@__
5.
What is the name of your firm?

6.
(Surveyor can write it himself if he

is sure, or else ask to confirm from
the respondent)
What is your designation within Owner/Founder 1

7.
this firm?
Human Resource (HR) head or 2
(The primary respondent shall be Manager
the human resources head or any Another designation, specify 3
senior employee of the firm) _____
(Only one code)
How long have you worked in this ______ years

8.
business/enterprise?
What is the type of sub-sector the Hotels 1 Go to 10
9.
employer/the firm operates in? Food Services 2 Go to 11
Facilities Management 3 Go to 12
Hotel industry Provides Tourism – Tour and travel 4 Go to 13
accommodation, meals and other Cruise Liners – cruise ships 5 Go to 14
services for tourists and travelers.
Food Services industry includes all

businesses, institutions and
companies which prepare meals
outside the home (excluding home
chefs etc.) Includes restaurants,
cafes etc.
Facility management refers to

hospitality services at airports,
malls, etc.
No.
Tourism – tour and travel refers to

agencies, operators engaged in
arrangement of transportation,
accommodation, tours etc.
Cruise Liners – Cruise ships that

carries people on voyages for
pleasure.
(To be filled by the enumerator

and to be confirmed with the
respondent)
(Only one code)
What is the category of the firm Luxury and Star Hotel 1 Go to 14

10.
within the sub-sector of hotel? Budget Hotel 2
Guest House 3
(Only one code) Homestays 4
Other, (specify) 99
What is the category of the firm Restaurant chains 1 Go to 14
11.
within the sub-sector of Food Fast food and Quick service 2
Services? restaurant
Independent Cafes 3
(Only one code) Canteens and Dhaba 4
(roadside eateries)
Outdoor catering 5
Other, (specify) 99
What is the category of the firm Hospitality related services at 1 Go to 14
12.
within the sub-sector of Facilities airport
Management? Hospitality related services at 2
theatres
(Only one code) Hospitality related services at 3
malls
Hospitality related services at 4
corporate towers
guesthouses
hospitals
Other, (specify) 99
What is the category of the firm Tour operators and agent 1 Go to 14
13.
within the sub-sector of Tourism – Tour transport 2
Tour and travel? Tour and Travel – Adventure 3
Transport
(Only one code) Other, (specify) 99
Large (last year’s turnover 1 Go to 15

14.
should be more than 250 crore)
No.
Medium (last year’s turnover is 2
between 50 crore and 250
How would you describe the size
crore)
or scale of the organization you
Small (last year’s turnover 3
work for or are affiliated with?
does not exceed 50 crore
rupees)
(Only one code)
Micro-Enterprise (last year’s 4
turnover does not exceed 5
crore rupees)
Do you have any branch other Yes 1 Go to 16
15.
than this across India? No 2 Go to 17
(Only one code)

How many operational branches
16.
do you have across India?
(Restrict 1 to 100)
Section B: This section consists of enquiries related to the workforce working within the organization.

No.
17. Number of employees working Total _________(in
currently in your organization. numbers)
(Across all branches if you have
more than one)
(Please note that total employees

include everyone from top
management to entry-level workers.
We are focusing this survey only for
the workers)
18. Number of employees working Total ________(in numbers)
currently in your organization in this
branch. Male _________(in
numbers)
(Please note that total employees
include everyone from top Female _______(in numbers
management to entry-level workers.
We are focusing this survey only for
the workers)
19. Total number/percentage of Total _________(in
employees who are entry-level numbers)
workers in this branch.
Share ________(in
Note – Entry level job is typically the percentage)
one which can be performed without
any prior work experience.
managerial positions (or mid-level numbers)
workers) in this branch.
Share ________(in
Note: Mid-level job is typically a percentage)
supervisory/ managerial position)

permanent employees in this numbers)
branch.
Share ________(in
percentage)
22. Do you hire contractual/temporary Yes 1 Go to 23

employees for your business? No 0 Go to 24
(Only one code)

contractual/temporary employees in numbers)
this branch.
Share ________(in
percentage)
24. Do you hire migrant workers for your Yes 1 Go to 25
organization?
No 0 Go to 28
(Only one code)
25. What is the current Total _________(in Go to 26
number/percentage of migrant numbers)
employees in your organization in
this branch? Share ________(in
percentage)
26. From which state or union territory Andaman and Nicobar 1
majority of workers come from in Islands
your company? Andhra Pradesh 2
Arunachal Pradesh 3
(You can choose 5 choices and rank Assam 4
them in order of preference migrant Bihar 5
workers are hired in your firm Chandigarh 6
usually) Chhattisgarh 7
Dadra and Nagar Haveli 8
(At most 5 options can be selected)
and Daman and Diu
Delhi 9
Goa 10
Gujarat 11
Haryana 12
Himachal Pradesh 13
Jammu and Kashmir 14
Jharkhand 15
Karnataka 16
Kerala 17
Ladakh 18
Lakshadweep 19
Madhya Pradesh 20
Maharashtra 21
Manipur 22
Meghalaya 23
Mizoram 24
Nagaland 25
Odisha 26
Punjab 28
Rajasthan 29
Sikkim 30
Tamil Nadu 31
Telangana 32
Tripura 33
Uttar Pradesh 34
Uttarakhand 35
West Bengal 36
27. From which top 3 districts majority of Insert the districts within the
migrant workers come from in your state selected.
company?
(Multiple choice question) List of districts in Appendix
Section C: This section consists of enquiries related to the recruitments in your organization.
S. No. Description Option Code Skip

28. Of all the workers currently ____ (in numbers) Go to 29
working in your firm, how many
workers were recruited in FY ____ (in percentage)
2022-23?
(in percentage of total workers)

29. What are the most common Tourism and Hospitality colleges (IHM - 1
modes of recruitment for entry Institute of Hotel Management, ISH- India
level workers? School of Hospitality etc.)
Other Colleges/Universities which have 2
(Multiple Choice question) dedicated Tourism and Hospitality course
Other Colleges/Universities which do not have 3
Tourism and Hospitality course
ITI/Polytechnics which have dedicated 4
ITI/Polytechnics which do not have dedicated 5
Vocational/short term training Institute/NGOs 6
Employee Referrals 7
Newspaper/Advertisements/Pamphlets 8
Recruitment Agencies 9
Online Portals (Naukri.com/ 10
indeed.com/linkedin.com etc.)
Local community/Friends/Peers/Relatives 11
Other, specify 99
30. What is the minimum education Ability to read and write 1 Go to Q32
qualification for the entry-level Below Class X 2
workers in your organization? Secondary school (Class X) 3
Higher secondary school (Class XII) 4
Diploma certificate from ITI 5 Go to Q31
(Only one code) Diploma certificate from Polytechnic 6
Graduation 7
Post-Graduation 8
MPhil/PhD 9
Others, specify 99 Go to Q32
31. What is the minimum degree Diploma in 1 Show if
course required for the entry- Management/Arts/Education/Design Q30 = 5 or
level workers in your 6
organization? Diploma in 2 Show if
Medical/Engineering/Law/Science/Technology Q30 = 5 or
6
Diploma in Tourism/Travel Management 3 Show if
Q30 = 5 or
6
Diploma in Hotel Management 4 Show if
Q30 = 5 or
6
Graduation General (BA, B.Sc. B. Com, etc.) 5 Show if
Q30 = 7
Graduation in Tourism/Travel Management 6 Show if
(B.Sc./B.A) Q30 = 7
Graduation in Hotel Management (B.Sc./ B.A.) 7 Show if
Q30 = 7
Graduate Professional (B.Tech/BE/MBBS, etc. 8 Show if
) Q30 = 7
Post-Graduate General (MA. M.Sc. M. Com, 9 Show if
MBA etc.) Q30 = 6
Post-Graduate in Hotel Management (M.Sc.) 10 Show if
Q30 = 8
Post-Graduate (Masters in Tourism 11 Show if
Management) Q30 = 8
MPhil/PhD in Hotel Management 12 Show if
Q30 = 9
MPhil/PhD in 13 Show if
Medical/Engineering/Law/Science Q30 = 9
MPhil/PhD in 14 Show if
Management/Arts/Education/Design Q30 = 9
Others (Specify) 99 Show for
__________________________ all
32. How do you determine the Interview 1
competency of workers while Employability assessment test 2
selecting them? Test on soft skills or other relevant skills 3
required for the job level
(Multiple choice questions) Rely on professional degree/diploma or short- 4
term course
Prior work experience in similar industry or 5
similar work in other industry
Other, specify 99
33. What are the key challenges Limited availability of appropriately trained/ 1
faced while recruiting for entry technically skilled personnel/workers of both
level candidates for jobs in your genders
organization? Lack of appropriate educational institutions 2
(with relevant courses) for campus
(Multiple choice question) recruitments within vicinity
Lack of required soft skills e.g. 3
communication/leadership among prospective
candidates
Candidates’ demand for higher wages with 4
respect to their skills
Candidates’ demand for transportation 5
Candidates’ demand for Accommodation 6
Lack of interest among candidates to migrate 7
or travel long distance
Competing organizations are paying higher 8
wages/ salaries
Higher proportion of candidates declining after 9
completion of the recruitment process
Lack of digital literacy 10
Candidate’s lack of preference to work on time- 11

based shifts/ night shifts.
Lack of data literacy 12

Attrition/Uncertainty as hiring is generally for 13
contractual employees
Others, specify 99
Are the challenges any different Yes 1 Go to 34
34.
in the organization while No 0 Go to 35
recruiting women candidates at
entry level positions?
What are challenges in Limited Job seekers among girls/ women 1

35.
recruitment for entry-level
female workers? Lack of education and skill among girls/women 2
Lack of social acceptance 3
Note – Entry level job is typically Higher proportion of female candidates 4
the one which can be performed declining after completion of recruitment
without any prior work process
experience.
Early marriage and dislocation and/or 5
maternity-related including child-care facilities,
(You can select multiple requirements leading to higher attrition.
options)
Higher loss of working hours due to frequent 6
absence
Stringent laws and obligations on the employer 7

to ensure Women’s Safety etc.
Females are mostly engaged in gender 8

stereotype role where they take care of the
family, home, children and other household
work.
Females are less adaptable to learning new 9

skills.
Lack of digital literacy 10
Lack of data literacy 11
Others, specify. 99
Now we will ask you some questions about specific job roles in your organization
What are the top 5 job roles in List is attached in the annexures.
36.
which you have recruited
majority of your entry level Others specify ______
workers in the past year, i.e., FY
2022-23?
(Multiple choice question)
At most 5 choices can be

selected
What are the top 5 job roles in List is attached in the annexures. Ask if they
37.
which you have recruited have
majority of your Others specify ______ migrant
migrant/contractual workers in and/or
the past year, i.e., FY 2022-23? contractual
workers
At most 5 choices can be

selected
What are the hard-to-fill Show list of QPs attached in annexures.
38.
occupations in your
organization for entry-level Others, specify
workers?
Ask why for hard to fill also.

Why are the mentioned job Lack for manpower/employees 1
39.
roles hard-to-fill? Lack of technical skills or educational 2
qualification
(Multiple choice question) Lack of soft skills i.e. communication, customer 3
service behavior
Long working hours 4
Irregular working hours i.e. night shift, 5
weekend shift
High attrition rate 6
Intense or physically demanding working 7
conditions
Migrant employees i.e., they tend to migrate 8
easily/change location
Language and cultural barriers 9
Limited employer benefits provided such as 10
provident fund, health benefits etc.
Other, specify 99
What are the easy-to-fill Show list of QPs attached in annexures.
40.
occupations in your
organization for entry-level Others, specify
workers?
Now we will ask you about the estimated workforce in your organization in near future
What is the estimated number ________
41.
of new workers to be recruited
in next 12 months?
What is the estimated number _________
42.
of new workers to be recruited
in next 36 months?
Now we will ask you some questions about Recruit Train Deploy
Recruit Train Deploy is an opportunity where industry can engage in developing the skills of youth as per
the industry/employer’s requirements.
Do you know about industry Yes 1 Go to 44
43.
funded trainings for hiring No 0 Go to 47
candidates through RTD-
Recruit Train Deploy?
(Only one code)
What is your awareness about It trains them on specific skills needed by 1 Go to 45

44.
RTD - Recruit Train Deploy? specific industry
It recruits fresh graduates or career changers 2
(Multiple choice answers) It is one of the solutions to bridge the skill gap 3
in the industry
It helps in bridging difficulties in partnering with 4
training service providers
Others, specify 99
Will you adopt the RTD – Yes, I am interested 1 Go to 47
45.
Recruit Train Deploy method for Not sure, might adopt 2 Go to 47
hiring employees in your No 0 Go to 46
organization?
(Only one code)

Why you will not Not convinced about the approach 1 Go to 47
46.
adopt RTD – Recruit Train Difficult to partner with training service 2
Deploy? providers
We do not have enough resources to conduct 3
(Probe to understand the training or to partner with training providers
reason) Not sure about the quality of trainers 4
Other, specify 99
Section D: This section consists of enquiries related to the skills and training requirements in your
organization.
S. No. Description Option Code Skip

Note: Following questions are regarding skills of workers in your organization
47. No difference 1
What is the output efficiency of a Formally trained person is better by 2
formally trained employee at the time untrained by Less than 10%
of recruitment in comparison with Formally trained person is better by 3
untrained employee? untrained between 10% to 20%
Formally trained person is better by 4
(Note: Formally trained means those untrained between 20 to 30%
candidates who have undergone Formally trained person is better by 5
training in a structured way or have untrained between 30 to 40%
achieved certain skill sets along with Formally trained person is better by 6
certification) untrained by above then 40%
(Only one code)

Which 5 skills are most relevant for Critical thinking 1
48.
employees in your organization?
Adaptive Learning 2
(You can select maximum 5 options)
Written and verbal communication 3
Rank in order of preference: 1 being
most preferred, 5 being least Literacy/ Numeracy Skills 4
preferred. Complex problem solving 5
Team management skills 6
Social/interpersonal skills 7
Evaluation, judgment, and decision- 8

making
Job specific technical skills 9
Digital/ICT skills 10
Creativity 11
Job relevant language skills 12
Teamwork 13
Leadership 14
Data Literacy 15
Others 99
49. Mention the top 5 skills most relevant Complex problem solving 1
to work in your organization which
workers lack the most or are least Job relevant language skills 2
proficient in? Digital/ICT skills 3
Written and verbal communication 4
(You can select maximum 5 options)
Adaptive Learning 5
Rank in order of preference: 1 being Evaluation, judgment, and decision- 6

most preferred, 5 being least making
preferred.
Literacy/ Numeracy Skills 8

Creativity 11
Data Literacy 12
Leadership 13
Teamwork 14
Critical thinking 15
Employees don’t lack in any specific 16

skills or knowledge needed to perform
the role
Others 99
Now, We will now ask you some questions about your workers’ wages
50. What is the average monthly wage (in INR)
offered to entry-level workers in your
organization?
51. Do you currently provide wage- Yes, if workers possess technical 1 Go to 52
premium to entry-level workers/ skills
employees if they have some Yes, if workers have hands-on training 2 Go to 52
qualification relevant to job profile experience.
any relevant short term training Yes, if they have completed relevant 3 Go to 52
courses or technical skills? short term training courses/vocational
courses
(Multiple choice question, but No
cannot be selected with other Yes, others specify _____ 4 Go to 52
options)
No, we do not provide any wage 0 Go to 53
premium.
52. Imagine two people at entry-level job, 1-5% more than normal wage 1
with exact same educational
6-10% more than the normal wage 2
qualifications and work experience,
but one person has additional skills 11-15% more than normal wage 3
(as mentioned in previous question)
16-25% more than normal wage 4
In such a scenario, what will you
26% and more than normal wage 5
provide the average wage premium
(in %) to the person with additional
skills?
(Only one code)

53. Do you follow formal progression Yes, we do 1 Go to 54
chart/appraisal method?
No, we do not but follow oral 2 Go to 55
appraisals
No, we do not follow any appraisals 3 Go to 55
methods
54. s What type of appraisal method do Yearly/Annual appraisals/evaluation 1 Go to 55
you use in your organization?
Semi-annually or end of tourist season 2
(Multiple choice)
Upon a completion of task 3
Other, specify 99
What has been the average attrition □□□ (in percentage)
55.
rate/labour turnover rate in your
organization in last year FY 2022-23?
What are the main causes for attrition Lower wage thus, not able to meet 1 Go to 57
56.
among workers? employee’s demand
Better job opportunities 2
Candidate’s interest changes 3
Household duties, including farming, 4
domestic work, child or elder care
Safety and security 5
(Multiple choice to be chosen) Migrant/contractual nature of work 6
Long working hours 7
Other, specify ______ 99
Section E: This section consists of enquiries related to the skills and development related practices in your
organization.
S.No Description Option Code Skip

Note: Following questions are regarding training of workers.
57. Do you currently require that skills training Yes 1 Go to 58
is needed for your workers? No 2
(Only one code)
58. Does your organization have any training Yes 1 Go to 59

facility for the employees? No 2 Go to 63
(Only one code)
59. What kind of training facility your In house training 1 Go to 60

organization have for the employees? Employer sponsored external 2
training like Coursera
(Multiple choice question) We provide opportunities for 3
internships or apprenticeships
Others, specify 99
60. Have you provided any training to your Yes 1 Go to 61

employees in the past 12 months? No 0 Go to 62
61. What type of training have you provided to Critical thinking 1 Go to 66

your employees in the past 12 months? Adaptive Learning 2
(Multiple choice question) Written and verbal communication 3
Complex problem solving 5

making
Creativity 11
Teamwork 13
Leadership 14
Data Literacy 15
Others 99
Why have you not provided any training in Cost constraints/Not have enough 1 Go to 66
62.
last 12 months? resources
High attrition of employees leads to 2
wastage of training investment
Time constraints due to high paced 3
work
Time constraints due seasonal 4
nature of work
Lack of awareness about the skill 5
training
We do not have the kind of work 6
that requires skill training
Other, specify 99
Are you interested in providing skill Yes 1 Go to 64
63.
development training? No 0 Go to 65
Which mode of training would you like to In house training 1 Go to 66

64.
provide? Employer sponsored external 2
training like Coursera
(Multiple choice questions) We provide opportunities for 3
internships or apprenticeships
Others, specify 99
Why would you not be interested in Cost constraints/Not have enough 1 Go to 67
65.
providing any training? resources
High attrition of employees leads to 2
wastage of training investment
(Multiple choice questions) Time constraints due to high paced 3
work
Time constraints due seasonal 4
nature of work
Lack of awareness about the skill 5
training
We do not have the kind of work 6
that requires skill training
Other, specify 99
Please rate the following elements of Content of the training Go to 64
66.
training in terms of their importance in your Brand or market standing
decision-making with respect to the training (reputation) of the Training Service
course. Provider
Brand or market reputation of the
Very Important – 1 certifying body
Important - 2 Quality of the trainer and/or training
Somehow Important - 3 delivery methodology
Unimportant – 4 Extent of practical exposure/
experience
(Rate each option) Quality of internship/
apprenticeship (incl. duration,
market reputation of the employer,
contents covered within the
internship, etc.
67. Which of the following skill development Deen Dayal Upadhyaya Grameen Yes-
programs are you aware of? Kaushalya Yojana (DDU GKY) 1
No- 2
(Only one code allowed – yes or no) Tourism and Hospitality skill council Yes-
affiliated courses 1
No- 2
Capacity Building for Service Yes-
Providers (CBSP) 1
No- 2
Rural Self Employment Training Yes-
Institutes (RSETI) 1
No- 2
Apprenticeship Training Scheme Yes-
(ATS)/National Apprenticeship 1
Promotion Scheme (NAPS) No- 2
Pradhan Mantri Kaushal Vikas Yes-
Yojana (PMKVY) 1
No- 2
National Urban Livelihoods Mission Yes-
(NULM) 1
No- 2
Craftsman Training Scheme (CTS) Yes-
1
No- 2
Kaushal Vardhan Kendra (KVK)/ Yes-
‘Saksham’ – KVK 2.0 1
No- 2
Any other department/ state Yes-
specific scheme 1
No- 2
Others, specify____
Is your organization affiliated to any of Deen Dayal Upadhyaya Grameen Yes- Go to 69
68.
these skill development programs? Kaushalya Yojana (DDU GKY) 1
No- 2
(Show only the scheme names in which Tourism and Hospitality skill council Yes-
‘Yes’ is selected in Q67) affiliated courses 1
No- 2
Capacity Building for Service Yes-
Providers (CBSP) 1
No- 2
Rural Self Employment Training Yes-
Institutes (RSETI) 1
No- 2
Apprenticeship Training Scheme Yes-
(ATS)/National Apprenticeship 1
Promotion Scheme (NAPS) No- 2
Pradhan Mantri Kaushal Vikas Yes-
Yojana (PMKVY) 1
No- 2
National Urban Livelihoods Mission Yes-
(NULM) 1
No- 2
Craftsman Training Scheme (CTS) Yes-
1
No- 2
Kaushal Vardhan Kendra (KVK)/ Yes-
‘Saksham’ – KVK 2.0 1
No- 2
Any other department/ state Yes-
specific scheme 1
No- 2
Others, specify____
Section F: This section consists of enquiries related to the technological adoption in your organization, future
of jobs and automation within the tourism and hospitality sector.
S.No. Question Options Code Skip

Does your organization adopt any Yes 1 Go to
69.
form of technology? Q70
No 0 Go to 77
What is the current extent of Very high (75-100% of tasks within jobs are 1
70.
technological adoption in your automated)
organization’s business activity?
High (50-75% of tasks within jobs are 2
(Only one code) automated)
Medium (25-50% of tasks within jobs are 3

automated)
Low (0-25% of tasks within jobs are 4

automated)
No technological adoption 0
What is the extent of automation Very high (75-100% of tasks within jobs can 1
71.
expected in your organization’s be automated)
business activity say in next 3 High (50-75% of tasks within jobs can be 2
years? automated)
(Only one code) Medium (25-50% of tasks within jobs can be 3

automated)
Low (0-25% of tasks within jobs can be 4

automated)
No technological adoption 0
Don’t know 98
Has there been an increase in Yes 1 Go to

72.
technology adoption in your Q73
organization/ firm since COVID-19? No 2 Skip to
Q74
Why have you introduced the For cost reduction 1
73.
technology in your organization?
For quality enhancement in providing 2
(Multiple choice) services services)
For service delivery enhancement (i.e. 3

Delivery of services to customers)
Others, specify 99
Are you intending to introduce any Yes 1 Go to 75

74.
new technologies to reduce
cost/enhance the quality of No 2 Go to 76
services/next 12 months?
(Only one code)
Why are you intending to introduce For cost reduction 1 Go to 77

75.
the technology in next 12 months?
For quality enhancement in providing 2
(Multiple choice) services services)
For service delivery enhancement (i.e. 3

Delivery of services to customers)
Others, specify 99
We do not have the financial capacity to 1 Go to 77

76.
introduce new technologies
We do not feel the requirement to automate 2
more products/services in our organization
Why are you not intending to
We do not have enough technical knowledge 3
introduce the technology in next 12
and/or know-how to introduce new
months?
technologies
(Multiple choice)
Our processes are labour intensive 4
Others, specify 99
Now we will ask you some questions about awareness and usage of technology in tourism and hospitality
sector
Are you aware of technological Yes Continue
77.
changes (such as digital marketing, to Q78
customer chat support, assistance No End the
from robots, digital payment modes survey
etc.) in the tourism and hospitality
sector?
What kind of changes are you Automation and digitalization of services like Yes -
78.
aware of that are taking place within digital reservations and payments, 1
tourism and hospitality sector? complementing concierges with chatbots,
digital guide, self-check-in kiosks, in-room No -0
technology, keyless entry
Technologies such as virtual reality and Yes -

artificial intelligence have allowed companies 1
to personalize experiences for their No -0
customers, for e.g. by reconstructing
historical places or events
Digital marketing and social media have Yes -

created new marketing channels for 1
businesses to reach their customers and
build relationships No -0
Location-based services, and electronic Yes -

customer feedback platforms have enabled 1
service providers to offer faster, more No -0
personalized services.
Others, specify. 99
Do you use any of these Yes, Automation and digitalization of services 1 Show
79.
technologies in your organization like digital reservations and payments, only the
on a regular basis? complementing concierges with chatbots, options
digital guide, self-check-in kiosks, in-room that are
technology, keyless entry selected
(Only one code for each option) Yes, Technologies such as virtual reality and 2 as ‘Yes’
artificial intelligence have allowed companies in Q78
to personalize experiences for their
customers, for e.g. by reconstructing
historical places or events
Yes, Digital marketing and social media have 3
created new marketing channels for
businesses to reach their customers and
build relationships
Yes, Location-based services, and electronic 4
customer feedback platforms have enabled
service providers to offer faster, more
personalized services.
Yes, Others, specify. 99
Now we will ask you some questions about more specific questions about awareness and usage of
technology in tourism and hospitality sector
Are you aware about these specific Digital concierge Yes - IF YES,
80.
technologies being used in tourism 1 GO TO
and hospitality sector? Q81
No -0
(Only code for each option) IF NO,
GO TO
Q82
Self-check in/Keyless entry to room Yes - IF YES,
1 GO TO
Q81
No -0
IF NO,
GO TO
Q82
Front desk robotic agent Yes - IF YES,
1 GO TO
Q81
No -0
IF NO,
GO TO
Q82
Room service robot Yes - IF YES,
1 GO TO
Q81
No -0
IF NO,
GO TO
Q82
App-based reservations/transactions Yes - IF YES,
1 GO TO
Q81
No -0
IF NO,
GO TO
Q82
Chatbot customer support Yes - IF YES,
1 GO TO
Q81
No -0
IF NO,
GO TO
Q82
Car rental app with automated processes Yes - IF YES,
1 GO TO
Q81
No -0
IF NO,
GO TO
Q82
On-demand ride sharing app Yes - IF YES,
1 GO TO
Q81
No -0
IF NO,
GO TO
Q82
Digital travel agent with AR/VR functions Yes - IF YES,
1 GO TO
Q81
No -0
IF NO,
GO TO
Q82
AI-powered travel assistant Yes - IF YES,
1 GO TO
Q81
No -0
IF NO,
GO TO
Q82
Personalized suggestions for tour with data Yes - IF YES,
analytics 1 GO TO
Q81
No -0
IF NO,
GO TO
Q82
Digital itinerary planning platform Yes - IF YES,
1 GO TO
Q81
No -0
IF NO,
GO TO
Q82
AR/VR enhanced experience for sightseeing Yes - IF YES,
1 GO TO
Q81
No -0
IF NO,
GO TO
Q82
App tour guide Yes - IF YES,
1 GO TO
Q81
No -0
IF NO,
GO TO
Q82
Digital ticketing for tours Yes - IF YES,
1 GO TO
Q81
No -0
IF NO,
GO TO
Q82
Robots to wait the tables Yes - IF YES,
1 GO TO
Q81
No -0
IF NO,
GO TO
Q82
Digital menu/payment modes Yes - IF YES,
1 GO TO
Q81
No -0
IF NO,
GO TO
Q82
AI-powered meal recommendations Yes - IF YES,
1 GO TO
Q81
No -0
IF NO,
GO TO
Q82
Others, specify 99
Which of the following technologies Digital concierge 1

81.
do you currently use in your
organization? Self-check in/Keyless entry to room 2
Front desk robotic agent 3

Show only the options that are
selected as ‘Yes’ in Q72 Room service robot 4
App-based reservations/transactions 5
Chatbot customer support 6
Car rental app with automated processes 7
On-demand ride sharing app 8
Digital travel agent with AR/VR functions 9
AI-powered travel assistant 10
Personalized suggestions for tour with data 11

analytics
Digital itinerary planning platform 12
AR/VR enhanced experience for sightseeing 13
App tour guide 14
Digital ticketing for tours 15
Robots to wait the tables 16
Digital menu/payment modes 17
AI-powered meal recommendations 18
Others, specify 99
Now we will ask you questions about impact of technology in tourism and hospitality sector
In what ways do you think Technology will lead to job displacement of 1 GO TO
82.
employment in the tourism and workers Q83
hospitality sector will change in Technology will lead to creation of new job 2 GO TO
future say in next 3 years? roles Q83
Both of the above 3 GO TO
(Only one code) Q83
I am not aware/don’t know 98 GO TO
Q84
According to you, what is the Job-losses among less-skilled workers who 1 ASK IF
83.
anticipated impact of technology in perform repetitive tasks such as Q82 = 1
future in next 3 years? housekeeping; waiters; kitchen assistance OR 3
Job-losses among medium-skilled workers 2 ASK IF
(Multiple options to be chosen) who perform somewhat technology- Q82 = 1
dependent roles tasks such as data analytics OR 3
New job-roles with specialized skills such as 3 ASK IF
customer service, and operational managers Q82 = 2
etc. OR 3
New job-roles with a greater use of digital 4 ASK IF
skills such as data analytics, AI/ML etc. Q82 = 2
OR 3
A rise in ‘hybrid’ jobs 5 ASK IF
combining transversal skills with a basic level Q82 = 1
of ‘digital fluency OR 2 OR
3
More efficient processes leading to 6 ASK IF
productivity gains Q82 = 1
OR 2 OR
3
Others, specify 99
Has your organization been Job-losses among less-skilled workers who

84.
impacted by any of the following in perform repetitive tasks such as
the recent 3 years? housekeeping; waiters; kitchen assistance
Job-losses among medium-skilled workers
(Multiple options to be chosen) who perform somewhat technology-
dependent roles tasks such as data analytics
New job-roles with specialized skills such as
customer service, and operational managers
etc.
New job-roles with a greater use of digital
skills such as data analytics, AI/ML etc.
A rise in ‘hybrid’ jobs
combining transversal skills with a basic level
of ‘digital fluency
More efficient processes leading to
productivity gains
Others, specify 99
According to you, what are the top Job role 1 ----------------

85.
5 job roles in your organization that Job role 2 ----------------
will be in demand in the next 3 Job role 3 ----------------
years, due to advancement in Job role 4 ----------------
technology? Job role 5 ----------------
Note: top five job roles in terms of Show list of QPs as attached in the
the highest of workers. annexures.
According to you, what are the top Job role 1 ----------------

86.
5 job roles in your organization that Job role 2 ----------------
will become redundant in the next 3 Job role 3 ----------------
years, due to advancement in Job role 4 ---------------
technology? Job role 5 ----------------
Note: top five job roles in terms of Show list of QPs as attached in the
highest number of job losses annexures.
Youth
Introduction
The Tourism and Hospitality Skill Council (THSC), in collaboration with PricewaterhouseCoopers Services LLP, is
conducting a primary survey aiming to assess the skills needed and available in the tourism and hospitality industry
across India. This study involves the participation of 10,000 youth from 120 districts. We have selected you to be a
part of the survey, and therefore, you are requested to provide details about your education, work experiences,
preferred skills, and career aspirations. Your responses will be kept fully confidential and private, with only the
research team being able to access your data. Participation in this survey is entirely voluntary, and you have the
liberty to opt out at any point. This interview will take 30 minutes of your time. Thank you for considering taking part
in this important study.
To gain insight into the educational and employment status of individuals aged 15 to 34 nationwide, with a particular
emphasis on the tourism and hospitality sector.
Time: 30 minutes
General guidance for the interviewer (for the enumerator)
Note: The data provided by the respondent will solely be utilized for the Skill Gap Study and will be maintained with
the utmost confidentiality
Target Audience (for the enumerator)
To specify the respondent profile in the survey catchment area by following categories-
1. The respondent should be at least a 10th class graduate.
2. In case of waged and/or salaried workers, the survey should only cater to the entry level workers with a work
experience between 0-3 years within tourism and hospitality sector.
3. The age of respondents should be within 15 to 34 years.
4. If the respondent is a student in education or NEET, they should not be from academic backgrounds that are
not related to jobs in tourism and hospitality sectors. Therefore, exclude respondents from fields like Mineral
and Mining, Oil and Gas, Construction, Manufacturing, Transportation and Storage, Health/Medical, Ready-
made Garments, Agriculture, or Automobile, as these areas might not align with potential movement into the
Section A: This section consists of enquiries related to demographic details of the respondent.
S No. Description Option Code Skip
1. In which state is the respondent Andhra Pradesh 1
currently located? Assam 2
Bihar 3
(Only one code) Daman and Diu 4
Delhi NCR 5
Goa 6
Gujarat 7
Himachal Pradesh 8
(To be filled by the enumerator) Jammu and Kashmir 9
Jharkhand 10
Karnataka 11
Kerala 12
Andaman and Nicobar 13
Madhya Pradesh 14
Maharashtra 15
Meghalaya 16
Odisha 17
Rajasthan 19
Sikkim 20
Tamil Nadu 21
Telangana 22
Uttar Pradesh 23
Uttarakhand 24
West Bengal 25
Ladakh 26
2. In which district is the List of districts as per state in
respondent currently located? Annexure
(To be filled by the enumerator)
(Only one code)

3. In which block of the district is Show block name list as per the
the respondent currently districts
located?
4. What is area type in which Rural 1

respondent lives in? Urban 2
Semi Urban 3
(Only one code)
5. What is name of the village/town
where respondent resides?
Section B: This section consists of enquiries related to the respondent profile.
6. What is your full name?
(Only text allowed)

7. Please provide your phone
number
(10-digit phone number)
8. Please provide your email ID? __________@_________

9. What is your gender? Male 1
Female 2
(Only one code) Others 3
10. What is your completed age (in ______ years
years)?
(Restrict it from 15 to 34)
11. What is the monthly income of ₹5001 - ₹10,000 1

your household? ₹10,001-₹15,000 2
₹15,001-₹20,000 3
(Only one code) ₹20,001-₹25,000 4
₹25,001-₹30,000 5
₹30,001-₹35,000 6
₹35,001-₹40,000 7
₹40,001-₹45,000 8
₹45,001-₹50,000 9
Greater than ₹50,000 10
Do not wish to reveal 97
Do not know 98
12. What is your highest completed Secondary school (Class X) 1 Go to Q14
qualification? Higher secondary school (Class XII) 2 Go to Q14
Diploma certificate from ITI 3 Go to Q13
(Only one code) Diploma certificate from 4 Go to Q13
Polytechnic/PMKVY/short term
training
Graduation 5 Go to Q13
Post-Graduation 6 Go to Q13
MPhil/PhD 7 Go to Q13
Others, specify 99 Go to Q13
13. What is your highest completed Diploma in 1 Show only
course as per your qualification? Management/Arts/Education/Design if Q12 = 3
or 4
Diploma in Tourism/Travel 2 Show only
Management if Q12 = 3
or 4
Diploma in Hotel Management 3 Show only
if Q12 = 3
or 4
Graduation General (BA, B.Sc. B. 4 Show only
Com, etc.) if Q12 = 5
Graduation in Tourism/Travel 5 Show only
Management (B.Sc./B.A) if Q12 = 5
Graduation in Hotel Management 6 Show only
(B.Sc./ B.A.) if Q12 = 5
Post-Graduate General (MA. M.Sc. 7 Show only
M. Com, MBA etc.) if Q12 = 6
Post-Graduate in Hotel Management 8 Show only
(M.Sc.) if Q12 = 6
Post-Graduate (Masters in Tourism 9 Show only
Management) if Q12 = 6
MPhil/PhD in Hotel Management 10 Show only
if Q12 = 7
MPhil/PhD in 12 Show only
Management/Arts/Education/Design if Q12 = 7
Others (Specify) 99 Show for all
__________________________
14. What is your current economic or Student (currently enrolled and 1 Go to C
educational status? attending school/college /training)
(Only one code) Waged/salaried employed. 2 Go to D
3 Go to E
Self Employed/ Entrepreneur
Neither education nor employment 4 Go to F
nor in training (NEET)
Section C: This section consists of enquiries related only to the students currently pursuing
education/training. The questions are related to their current type of education; their aspirations related to
work and perceptions about skills required in their desired job.

15. In which sector you are Tourism and Hospitality 1 Go to 16
currently attaining Electricity and water utility 2 Go to 17
education? Wholesale and Retail 3
Financial Services 4
(Single choice) IT and Communication (ICT) 5
Education 6
Real Estate 7
Administrative services 8
Food and Beverage 9
Others, specify. 99
16. In which subsector Hotels (such luxury hotels, guesthouses, 1 Go to 17

within tourism and homestays etc.)
hospitality you are Food Services (such as restaurants, roadside 2
currently attaining eateries, canteens etc.)
education? Facility Management (hospitality services at 3
airports, malls, corporate etc.)
Hotel industry Tourism – tour and travel (travel agencies etc.) 4
Provides Cruise liner 5
accommodation, 99
meals and other
Other, specify
services for tourists
and travelers.
Food Services industry
includes all
businesses,
institutions and
companies which
prepare meals outside
the home (excluding
home chefs etc.)
Includes restaurants,
cafes etc.
Facility management
refers to hospitality
services at airports,
malls, etc. but are
restricted to services
inside the building
such as housekeeping,
pantry services etc.))
Tourism – tour and

travel refers to
agencies, operators
engaged in
arrangement of
transportation,
accommodation, tours
etc.

ships that carries
people on voyages for
pleasure.
(Single choice
question)
17. Where are you Yes, in short term training 1 Go to 18
currently enrolled - in Yes, in long term training 2 Go to 19
education or Yes, in college/university 3 Go to 20
vocational training/
skill training?
(Short term training

refers to a training with
duration less than a
period of 1 year and
long-term training
refers to training equal
to 1 year or more)
(Only one code)
18. Please specify the Show the list of QPs from Annexure if 15=1 Go to 21
name of short-term
training or Show Other, specify if Q15 for all
certifications you are
currently enrolled in
19. Please specify the Diploma in Management/Arts/Education/Design 1 Go to 21
long-term training you Diploma in Tourism/Travel Management 2
are currently enrolled Diploma in Hotel Management 3
in? Other, specify 99 (Show
options
2,3,99 only if
15=1 else
show
options 1,99
if 15=2 to
99)
20. Which degree course Graduate General (BA, B.Sc. B. Com, etc.) 1 Go to 21
are you currently Graduate in Hotel Management (B.Sc./ B.A.) 2
studying in? Graduate in Tourism/Travel Management (B.Sc./B. 3 (Show
A) options
(Only one code) Post-Graduate General (MA. M.Sc. M. Com, MBA 4 2,3,5,6,99 if
etc.) 15=1 else
Post-Graduate in Hotel Management (M.Sc.) 5 show
Post-Graduate (Masters in Tourism Management) 6 options
Others (Specify) 99 1,4,99)
__________________________
21. Do you plan to work Yes 1 Go to 22
after completing your No 2 Go to
current level of section G
education?
```
(Only one code)
22. What type of work you Wage salaried job 1 Go to 23

want to pursue? Self-employment/Entrepreneurship 2
(Only one code)
(Note- Choose one

option which is most
preferred)
23. Have you already Yes 1 Go to 24
started No 2 Go to 25
looking/searching for a
job?
(Ask this question if
Q22=1)
Have you already

started working on the
business idea?
(Ask this question if
Q22=2)
(Only one code)
24. How are you searching Through education/training institution in which I am 1 Show if
for a job? (Ask this currently enrolled in Q22=1
question if Q22=1) Job fairs/Off campus drives 2 Show if
Q22=1
What kind of business Direct application to employers, Participation in a 3 Show if
processes have you competition Q2=1
initiated? (Ask this Newspaper/Advertisements/Pamphlets 4 Show if
question if Q22=2) Q22=1
Local community/Friends/Peers/Relatives 5 Show if
(Multiple Responses Q22=1
Possible) Online Portals (Naukri.com/ 6 Show if
indeed.com/linkedin.com etc.) Q22=1
Recruitment Agencies 7 Show if
Q22=1
Initiated business funds (from formal or informal 9 Show if
sources) Q22=2
Arranged for location and infrastructure. 10 Show if
Q22=2
Arranged paperwork such as licenses, permits, 11 Show if
GST filling Q22=2
Other (Specify) 99 Show if
________________ Q22=1 and
2
25. Ideally, in which one Tourism and Hospitality 1 Go to 26
industry would you like Electricity and water utility 2 Go to
to work or initiate a Wholesale and Retail 3 section G
business after Financial Services 4
completing your IT and Communication (ICT) 5
current level of Education 6
education? Real Estate 7
(Only one code) Food and Beverage 9
Others, specify. 99
26. Which sub-sector Hotels 1 Go to 27

would you like to be Food Services 2
employed in or a run a Facility Management 3
business within the Tourism – tour and travels 4
Tourism and Cruise liner – cruise ships 5
Hospitality Industry? Don’t know 98
Others 99
Hotel industry
Provides
accommodation,
meals and other
services for tourists
and travelers.
Food Services industry

includes all
businesses,
institutions and
companies which
prepare meals outside
the home (excluding
home chefs etc.)
Includes restaurants,
cafes etc.
Facility management
refers to hospitality
services at airports,
malls, etc. but are
restricted to services
inside the building
such as housekeeping,
pantry services etc.))
Tourism – tour and

travel refers to
agencies, operators
engaged in
arrangement of
transportation,
accommodation, tours
etc.

ships that carries
people on voyages for
pleasure.
(Multiple choice
question)
27. What is your desired List of QPs in the annexure according to the Go to
kind of job role? subsector selected in Q26 (Show this if 25=1) section G
(single choice under Others, specify (Show for all)

each selected
category as per Q26)
Go to section G after this.
Section D: This section consists of enquiries related only to the waged and/or salaried workers (i.e., Q14 =
2). The questions are related to their current type of work; their nature of work; working hours, and their
perceptions about their skills.
28. Which sub-sector Hotels 1 Go to 29
are you Food Services 2 Go to 30
employed in the Facility Management 3 Go to 31
Tourism and Tourism – tour and travels 4 Go to 32
Hospitality Cruise liner – cruise ships 5 Go to 33
Industry? 99 Go to 33
Hotel industry
Provides
accommodation,
meals and other
services for
tourists and
travelers.
Food Services
industry includes
all businesses,
institutions and
companies which
prepare meals
outside the home
(excluding home
chefs etc.)
Includes
restaurants,
cafes etc.
Facility
management
refers to
hospitality
services at
airports, malls,
etc. but are
restricted to
services inside
the building such
as
housekeeping,
pantry services
etc.))
Tourism – tour
and travel refers
to agencies,
operators
engaged in
arrangement of
transportation,
accommodation,
tours etc.
Cruise Liners –
Cruise ships that
carries people on
voyages for
pleasure.
(Only one code)
29. What is the Luxury and Star Hotel 1 Go to 33

category of the Budget Hotel 2
firm you are Guest House 3
currently working Homestays 4
for within the sub- Other, (specify) 99
sector of hotel?
(Only one code)
30. What is the Restaurant chains 1 Go to 33

category of the Fast food and Quick service restaurant 2
firm within the Independent Cafes 3
sub-sector of Canteens and Dhaba’s (roadside eateries) 4
Food Services? Outdoor catering 5
Other, (specify) 99
(Only one code)
31. What is the Hospitality related services at airport 1 Go to 33

category of the Hospitality related services at theatres 2
firm within the Hospitality related services at malls 3
sub-sector of Hospitality related services at corporate towers 4
Facilities Hospitality related services at guesthouses 5
Management? Hospitality related services at hospitals 6
Other, (specify) 99
(Only one code)
32. What is the Tour operators and agent 1 Go to 33

category of the Tour transport 2
firm within the Tour and Travel – Adventure Transport 3
sub-sector of Other, (specify) 99
Tourism – Tour
and travel?
(Only one code)
33. What is your List of QPs attached in annexure. Go to 34

current job role?
Other, specify
Only one code
34. What is the skill Unskilled work (Little or no independent judgement 1 Go to 35
type of work you /previous experience although familiar with occupational
are involved in? environment)
Semi-skilled work (Defined nature of work wherein the 2
major requirement is not for judgement or skill but for
(Only one code) proper discharge of duties)
Skilled worker (Exercise considerable independent 3
judgement and of discharge his duties with
responsibilities)
Other specify 99
35. Full time private job 1 Go to 36
Full time government job 2
What is the Part time but for a continuous duration through the year 3
nature of your Seasonal work (i.e., working only for selected months 4
job? throughout the year)
Occasional/Irregular/Gig work (e.g., Zomato, Swiggy, 5
Select one code. Uber, Ola etc.)
Others (Specify) 99
(Gig Workers are ______________
independent
contractors,
online platform
workers, contract
firm workers, on-
call workers and
temporary
workers)
(Only one code)
36. Years of Total ______ (in years) Go to 37

Work Experience
(Restrict 0 to 3)
37. How many days ______ (in days) Go to 38
in a week do you
work on
average?
(Restrict from 1
to 7)
38. How many hours ______ (in hours) Go to 39
(s) do you work in
a day on an
average?
(Restrict from 1-
24)
39. What are ______ (in hours) Go to 40 if
designated 38>39,
working hours Go to 41 if
per day on an 38<39, Go to
average? 42 if 38=39
(Maximum limit
should be 24
hours)
40. Did you get any Yes 1 Go to 42
pay for overtime? No 2
41. Do you have a Yes 1 Go to 42
second work/job? No 2
42. How much do ₹5001 - ₹10,000 1 Go to 43
you earn per ₹10,001-₹15,000 2
month from your ₹15,001-₹20,000 3
current job? ₹20,001-₹25,000 4
₹25,001-₹30,000 5
(Only one code) ₹30,001-₹35,000 6
₹35,001-₹40,000 7
₹40,001-₹45,000 8
₹45,001-₹50,000 9
Don’t wish to reveal 98
40. In this job, do you I do not have any work contract 1 Go to 42
have a written or I have a verbal contract 2 Go to 42
a verbal I have a written contract 3 Go 41
contract?
(Only one code)
41. What is the Unlimited duration (permanent) 1 Go to 42

duration of your Limited duration between 12 and 36 months (temporary) 2
work contract? Limited duration under 12 months (temporary) 3
(Only one code)
42. How satisfied are Very Dissatisfied 1 Go to 43

you with the Dissatisfied 2 Go to 43
quality and Neither Dissatisfied nor Satisfied 3 Go to section
nature of your G
work? Satisfied 4 Go to 44
Very Satisfied 5 Go to 44
Quality
comprises of
earnings, social
security benefits
(if they get any,
job stability or
contractual
nature of work,
and working
conditions)
(Only one code)
43. What is the Lost interest in the type of work 1 Go to section

reason for Job role does not align with my skills/educational 2 G
dissatisfaction qualification
with the job? I am not paid well according to my job role 3
It is not close to my place of residence 4
I am not willing to migrate outside my native residence 5
(Multiple for better job opportunities
Responses I do not have an opportunity to upskill myself. Employer 6
Possible) doesn’t provide any kind of trainings
Lack of hybrid/remote work 7
Long/Irregular working hours 8
Personal reason - household and childcare work or 9
marriage
They are inadequate social security benefits, Provident 10
fund etc. provided by the employer
Lack of family support / social acceptance of girls being 11
engaged in economic activity
Stagnant career growth in terms of salary 12
Stagnant career growth in terms of skilling 13
Others (specify) 99
____________________________
44. What is the Salary/wages are satisfactory according to my job 1 Go to section
reason for Job role aligned to my skills/educational qualification 2 G
satisfaction with It is my desired/ideal job 3
the job? It is close to my residence 4
Employer provides training to upskill the employees 5
The working hours are flexible 6
(Multiple Hybrid/Remote work 7
Responses Family support/Social status 8
Possible) They are adequate social security benefits, Provident 9
fund etc. provided by the employer
Career growth prospects in terms of salary 10
Career growth prospects in terms of skilling 11
Others (Please Specify) 99
Section E: This section consists of enquiries related only to the self-employed/entrepreneur (i.e., Q14 = 3).
The questions are related to their current type of work; their nature of work; working hours, and their
perceptions about their skills.

45. Are you Self-employed/Own Self-employed/Own Account worker (i.e., 1 Go to 46
Account worker or a person who is the sole worker in the
entrepreneur? business and does not have other paid
employees/workers)
Entrepreneur (i.e., an individual who runs 2
(Self-employed is an a firm and pays a salary to other workers
individual working as a within his/her firm)
freelancer for a certain skill
which includes 1 person i.e.
himself/herself and
Entrepreneur is an individual
who employs others and
runs the business which
includes more than 1 person
in a firm)
(Only one code)
46. Which subsector of Tourism Hotels (such as front office associate, 1 Go to 47

and Hospitality does your guest service, assistant chef in a
business belongs to? hotel/guesthouse etc.)
Food Services (such as assistant chef, 2 Go to 48
Hotel industry Provides kitchen helper, food server in a
accommodation, meals and restaurant/Dhaba or any eatery but not in
a hotel etc.)
other services for tourists Facility Management (such as catering 3 Go to 49
and travelers. manager, pantry associate for hospitality
services at airport, malls, corporate etc.,)
Food Services industry Tourism – tour and travels (such as tour 4 Go to 50
includes all businesses, guide, parasailing, rafting guide, tour
institutions and companies escort etc.,)
which prepare meals outside Cruise liner – cruise ships (such as front 5 Go to 51
the home (excluding home office associate, guest service, chef in
chefs etc.) Includes cruise ships)
restaurants, cafes etc. Others, specify. 99 Go to 51
Facility management refers

to hospitality services at
airports, malls, etc. but are
restricted to services inside
the building such as
housekeeping, pantry
services etc.))
Tourism – tour and travel

refers to agencies, operators
engaged in arrangement of
transportation,
accommodation, tours etc.
Cruise Liners – Cruise ships

that carries people on
voyages for pleasure.
(Only one code)
47. Which subsector of Tourism Luxury and Star Hotel 1 Go to 51

and Hospitality does your
business belongs to within Budget Hotel 2
the sub-sector of Hotel?
(Only one code) Guest House 3
Homestays 4
Other, (specify) 99
48. Which subsector of Tourism Restaurant chains 1 Go to 51

business belongs to within Fast food and Quick service restaurant 2
the sub-sector of Food
Services?
Independent Cafes 3
(Only one code)
Canteens and Dhaba (roadside eateries) 4
Outdoor catering 5
Other, (specify) 99
49. Which subsector of Tourism Hospitality related services at airport 1 Go to 51

business belongs to within Hospitality related services at theatres 2
the sub-sector of Facilities
Management?
Hospitality related services at malls 3
(Only one code)
Hospitality related services at corporate 4
towers
guesthouses
Hospitality related services at hospitals 6
Other, (specify) 99
50. Which subsector of Tourism Tour operators and agent 1 Go to 51

business belongs to within Tour transport 2
the sub-sector of Tourism –
Tour and travel?
Tour and Travel – Adventure Transport 3
(Only one code)
Other, (specify) 99
51. What is the nature of your Full Time 1 Go to 52

work?
Part Time but for a continuous duration 2
(Only one code) through a year
Gig-work is generally Seasonal 3

defined as income-earning
Occasional/Irregular/Gig work (i.e. there 4
activities outside of
is no exclusive work contract)
traditional, long-term
employer-employee Others (Specify) 99
relationships, including _______________________
independent contractors, on-
call workers, or temporary
worker)
52. Years of Total Work ______ (in years) Go to 53

Experience
53. How many days in a week do _____ (in numbers) Go to 54
you work on an average?
(days)
54. How many hours (s) in a day ______ (in numbers) Go to 55
do you work on an average?
55. How much do you earn per ₹5001 - ₹10,000 1 Go to 56

month? ₹10,001-₹15,000 2
₹15,001-₹20,000 3
(Only one code) ₹20,001-₹25,000 4
₹25,001-₹30,000 5
₹30,001-₹35,000 6
₹35,001-₹40,000 7
₹40,001-₹45,000 8
₹45,001-₹50,000 9
Don’t wish to reveal 11
56. How satisfied are you with Very Dissatisfied 1 Go to 57
your work? Dissatisfied 2 Go to 57
Neither Dissatisfied nor Satisfied 3 Go to section
(Only one code) G
Satisfied 4 Go to 56
Very Satisfied 5 Go to 56
57. What is the reason for I do not have adequate skills for running 1 Go to section
dissatisfaction with the the business G
work? I am not being able to run the business in 2
profits/earnings are low
It requires long working hours 3
(Multiple Responses
It requires irregular working hours i.e. 4
Possible)
night shifts, weekend shifts etc.
Personal reason - household and 5
childcare work or marriage
Lack of family support 6
There is no social protection 7
Others (specify) 99
____________________________
58. What is the reason for Business is profitable – higher income 1 Go to section
satisfaction with the job? Greater independence as self-employed 2 G
(Multiple Responses It is close to my place of residence 3

Possible) More flexibility with respect to hours of 4
work
I am able to utilize my skills and 5
educational qualification in running of my
business
Others (Please Specify.) 99
Section F: This section consists of enquiries related only to the Not in Education, Employment or Training
(NEET) (i.e., Q14 = 4). The questions are related to their current type of work; their nature of work; working
hours, and their perceptions about their skills.

What is the reason for your status Awaiting results/applying for further 1 Go to 60
59.
of being neither in education nor education
employed nor training? Scarcity of job locally – jobs not available in 2
remote or far away location
(Multiple Responses Possible) Jobs are available but presence of only 3
low-paid jobs
Household work consumes most part of the 4
time
Jobs are available but not in my native 5
place - Not willing to migrate outside state
for opportunities
Lack of family support in engaging in 6
economic activity
Do not have adequate skills to get a job 7
Jobs are available – but require 8
long/irregular hours, or night shifts
Preparing for government jobs 9
Others (specify) 99
_________________________
For how long you have been in the Less than 6 months 1 Go to 61
60.
NEET Category i.e., you are 6 months- 1 years 2
neither employed nor in 1- 2 years 3
training/education? 2- 3 years 4
3- 4 years 5
(Only one code) 4-5 years 6
More than 5 years 7
61. Have you worked ever before? Yes 1 Go to 62
No 2 Go to 64
This also includes self-
employment/business/job.
(Only one code)

62. When was the last time you ___ year ___ month Go to 63
worked in a paid
job/work/business?
(Only 1 digit number is allowed for

year and 2-digit number is allowed
for months)
63. Years of total work experience ______ (in years) Go to 64
Are you willing to work? Yes 1 Go to 65

64.
No 2 Go to
(Only one code) section G
65. What type of work are you looking Look for a wage salaried job 1 Go to 66 if
for? Self-employment/Entrepreneurship 2 65=1, Go
Do not know/unsure 98 to 69 if
(Only one code) Other (Specify) 99 65=2,
_____________________________
(Note- Choose one option which is Go to
most preferred) section G if
65=98,99
Are you actively searching for a Yes 1 Go to 67
66.
job? No 2 Go to 68
(Only one code)
How long have you been actively More than one year 1 Go to 68
67.
looking for a job? Over the last year 2
(Only one code) Over the last 6 months 3
Over the last month 4
Over the last week 5
68. How are you looking for a job? Job fairs 1 Go to 69
Direct application for employers, 2
(Multiple Responses Possible) participation in a competition
Newspaper/Advertisements/Pamphlets 3
Local community/Friends/Peers/Relatives 4
Online Portals (Naukri.com/ 5
indeed.com/linkedin.com etc.)
Recruitment Agencies 6
Other (Specify) 99
________________________
69. Ideally, in which industry would Tourism and Hospitality 1 Go to 70
you like to work? Electricity and water utility 2 Go to 71
Wholesale and Retail 3
Financial Services 4
(Single choice question) IT and Communication (ICT) 5
Education 6
Real Estate 7
Food and Beverage 9
Don’t know 98
Others, specify. 99
70. Which sub-sector would you like to Hotels (such as front office associate, guest 1 Go to 71
be employed or a run a business in service, assistant chef in a
the Tourism and Hospitality hotel/guesthouse etc.)
Industry? Food Services (such as assistant chef in a 2
restaurant/Dhaba, kitchen helper, food
(Multiple choice question) server etc.)
Facility Management (such as catering 3
manager, pantry associate for hospitality
services at airport, malls, corporate etc. )
Tourism – tour and travels (such as tour 4
guide, parasailing, rafting guide, tour escort
etc.,)
Cruise liner – cruise ships (such as front 5
office associate, guest service, chef in
cruise ships)
Don’t know 98
Others 99
71. What kind of job role you would like List of QPs in the annexure according to the Go to
to attain? subsector selected. (Show for 69=1) section G
(Single choice) Other, specify (Show for all)

Section G: Career Aspiration
This section consists of enquiries related to all the respondents. The questions are related to their career
aspirations, higher education aspirations, perceptions about gig work and income expectations.

72. Yes 1 Go to 73
Do you wish to go for further No 0 Go to 75
education beyond your
current level of education?
(Note – For students in

education/training – Do you
wish to continue their
education after their current
education they are
pursuing)
(Only one code)
73. What is the highest level of Higher secondary school (Class XII) 1 Go to 74
education you want to Diploma certificate from ITI 2
attain? Diploma certificate from Polytechnic/PMKVY/short 3
term training
(Only one code) Diploma certificate from college/University 4
Graduation 5
(Note for programmer –This Post-Graduation 6
should comply with MPhil/PhD 7
question 12 and question Others, specify 99
18, this restriction doesn’t
apply to diploma choices)
74. Which subject do you want Diploma in Management/Arts/Education/Design 1 Show if

to study? 73=2 or 3 or
4
(Only one code) Diploma in 2 Show if
Medical/Engineering/Law/Science/Technology 73=2 or 3 or
4
Diploma in Tourism/Travel Management 3 Show if
73=2 or 3 or
4
Diploma in Hotel Management 4 Show if
73=2 or 3 or
4
Graduation General (BA, B.Sc. B. Com, etc.) 5 Show if
73=5
Graduation in Tourism/Travel Management 6 Show if
(B.Sc./B.A) 73=5
Graduation in Hotel Management (B.Sc./ B.A.) 7 Show if
73=5
Graduate Professional (B.Tech/BE/MBBS, etc. ) 8 Show if
73=5
Post-Graduate General (MA. M.Sc. M. Com, MBA 9 Show if
etc.) 73=6
Post-Graduate in Hotel Management (M.Sc.) 10 Show if
73=6
Post-Graduate (Masters in Tourism Management) 11 Show if
73=6
MPhil/PhD in Hotel Management 12 Show if
73=7
MPhil/PhD in Medical/Engineering/Law/Science 13 Show if
73=7
MPhil/PhD in Management/Arts/Education/Design 14 Show if
73=7
Others (Specify) 99 Show for all
__________________________
75. What is your career/work I want to do a salaried job (either 1 Show if
aspirations in next 6 private/government) 14=1 or 4
months? I want to do my own business/self-employed 2 Show if
14=1 or 4
(Only one code) I am currently wage salaried, and want to continue 3 Show if
the job 14=2
I am currently wage salaried but want to start my 4 Show if
own business/self employed 14=2
(This question will be asked I am currently running my business/self-employed 5 Show if
to all) but want to attain a job 14=3
I am currently running my business and want to 6 Show if
Note : For students continue my business 14=3
currently enrolled in Stay at home 7 Show to all
education, ask they career I want to prepare for government exams 8 Show to all
aspiration in next 6 months I want to pursue only higher education 9 Show to all
of completing their current Don’t know/unsure 10 Show to all
level of education and go to
Q78
Other, specify 99 Show for all
76. Based on your previously Flexible work contract 1 Go to 77
mentioned choice of career Availability of social protection benefits (disability, 2
aspiration, what are the key maternity/paternity benefits etc.)
factors determining career Provision of decent pay 3
aspirations? Well-defined and followed working hours (i.e., 4
Please mention the top 3 decent work-life balance)
factors Opportunities for continuous learning and upskilling 5
Sense of purpose/impact on society 6
(Multiple Responses Diversity and inclusion 7
Possible) Well-being programs and incentives 8
Location i.e. close to residence 9
Job security 10
Social Prestige/Recognition, Family acceptance 11
Growth prospects 12
Others, specify 99
77. How would you rate the Flexible work contract 1 Go to 78
following criteria for you, Availability of social protection benefits (disability, 2
when applying/ searching maternity/paternity benefits etc.)
for job opportunities? Rank Provision of decent pay 3
for each answer choice Well-defined and followed working hours (i.e., 4
provided. decent work-life balance)
Opportunities for continuous learning and upskilling 5
Mark on a rating scale of 1 Sense of purpose/impact on society 6
to 4 were, Diversity and inclusion 7
Well-being programs and incentives 8
1 = Not important Location i.e. close to residence 9
2 = Somewhat important Job security 10
3 = Important Social Prestige/Recognition, Family acceptance 11
4 = Very Important Growth prospects 12
99
Others, specify
78. Are you interested in Yes 1 Go to 79

pursuing opportunities as a No 2 Go to 80
Gig Worker (Uber / Ola / Can’t say 3 Go to 78
Zomato / Swiggy – short
term contract-based job)?
(Gig Workers are

independent contractors,
online platform workers,
contract firm workers, on-
call workers and temporary
workers)
(Only one code)

79. What are the reasons that Low Entry Barrier in terms of Skill / Education 1 Go to 81
you find the Gig Economy Qualification
attractive to work in? Lack of other employment opportunities 2
To earn higher income in the gig economy 3
Multiple Responses To get flexibility in work hours 4
Possible To work independently/self-managed employment 5
To challenge me in a new form of work 6
Variety of work 7
To be paid for my performance as compared to a 8
fixed salary
For a supplement income in addition to the current 9
income
Changing attitude towards freelancing 10
Others, specify. 99
80. Lack of career progression 1 Go to 81

What do you find
Variable salary 2
unattractive about gig jobs?
Lack of structure in the work schedule 3
Lack of social status 4
(You can select multiple
Short term contract 5
responses)
Lack of social security benefits 6
Others, specify 99
Now we will ask you some questions about career counselling services
Are you aware about career Yes 1 Go to 82
81.
counselling services in your No 2 Go to
native area? section H
Do you currently utilize (or Yes 1 Go to 84
82.
have recently utilized) No 2 Go to 83
career counselling services
to meet your career
aspirations?
Do you want to utilize Yes 1 Go to 85
83.
career counselling services No 2 Go to
Section H
to meet your career
aspirations in next 1 week?
What are the services Information on relevant vacancies 1 Go to 85
84.
provided by the career Advice on how to start your own business 2
counselling services? Guidance in application for desirable jobs i.e. 3
resume building, cover letter
Guidance in application for admission in training or 4
educational programmes
Multiple Responses Others (Specify) 99
Possible ____________________________
85. For what services, do you Information on relevant vacancies 1 Go to
currently utilize (or want to Advice on how to start your own business 2 section H
utilize) the career Guidance in application for desirable jobs i.e. 3
counselling services? resume building, cover letter
Guidance in application for admission in training or 4
educational programmes
Others (Specify) 99
Multiple Responses ____________________________
Possible
Go to Section H
Section H: Awareness of Technological Advancement and Future of Work. The questions in this section are
related to the changes required in skill development and teaching due to technological advancements.
S. No Description Option Code Skip

86. In general, do you Yes, in skilling 1 Go to 87
anticipate any change in Yes, in employment 2 Go to 88
employment and/or Yes, in both 3 Go to 87
skilling due to and then
technological 88
advancements? No change 0 Go to
section I
(Only one code) Not aware/Don’t know 98 Go to
section I
87. According to you, in There will be more focus on workforce 1 Go to 87 or
general what kind of readiness skills such as digital literacy, 88
changes in approach to resume writing, time management etc depending
skill development and There will be more focus on teaching soft 2 on 86
teaching will happen in skills such as communication, adaptability,
response technological interpersonal skills etc.
advancements? There will be more focus on teaching 3
technical skills such as virtual or AI apps for
(You can select multiple digital check-ins at hotels or facial
options) recognition
There will be more focus on entrepreneurial 4
skills such as initiative, innovation,
creativity, curiosity, business execution etc.
There will be more focus on computer 5
programming and software skills such as to
handle websites, customer enquiry chat box
etc, technology driven experiences for
customers
There will be emergence of more practical 6
teaching methods such as team-based
learning, experiential learning etc., rather
than chalk and talk based curriculum-
aligned
There will be introduction of new study 7
programs in digital technologies to be
developed
There will be an increased number or need 8
for inter-disciplinary or multi-disciplinary
courses
Others, specify 99
88. According to you, in There will be emergence of more job 1 Go to 89
general, what kind of opportunities across sectors
changes can take place There will be elimination of some job 2
in employment opportunities across sectors
ecosystem in response There will be both elimination/ redefinition of 3
technological existing jobs, but also creation of new jobs
advancements? Don’t Know 98
Other specify 99
(Only one code)
89. In what ways you see I will have more and better methods of 1 Go to
your employment exchange and connectivity with colleagues section I
prospects to get affected I will have more job opportunities to work 2
due to technological remotely such as will have to work with
advancements? customers virtually
There will be fewer job opportunities since 3
(You can select multiple most of the jobs will be displaced by
options) machines/robots
I will have opportunities to work in non- 4
standard forms of employment such as
platform economy, gig economy etc.
Others, specify 99
Go to section I.
Section I: Skill Training Preference – The questions in this section are related to skilling training relevant for
work and the changes required in skill development and teaching.
90. Are you aware of the following programme / schemes/councils?
a. Recognition Of Prior Yes 1 Go to 91

Learning (RPL) No 0
Certification
(Recognition of Prior
Learning (RPL) is a skill
certiﬁcation component to
enable Indian youth to take
on industry relevant skill
certification. Individuals with
prior learning experience or
skills can register themselves
and get assessed and
certiﬁed under the RPL
component of PMKVY.)
b. Deen Dayal Upadhyaya Yes 1
Grameen Kaushalya Yojana No 0
(DDU GKY) / Sagarmala
Market-led, placement linked

skill development program
for providing wage
employment
c. Pradhan Mantri Kaushal Yes 1
Vikas Yojana (PMKVY) / No 0
National Skill Development
Corporation (NSDC)
It is a Skill Certification
Scheme which enables a
large number of Indian youth
to take up industry-relevant
skill training that will help
them in securing a better
livelihood.
d. Craftsman Training Scheme Yes 1
(CTS) / ITIs
No 0
e. Apprenticeship Training Yes 1
Scheme (ATS) -NAPS No 0
f. Rural Self Employment Yes 1
Training Institutes (RSETI) No 0
g. Kaushal Vardhan Kendra Yes 1
(KVK)/ ‘Saksham’ – KVK 2.0 No 0
91. According to you, which 5 Critical thinking 1 Go to 92
skills are most relevant for a
job/work? Adaptive Learning 2
(You can select maximum 5 Written and verbal communication 3

options)
Rank in order of preference:
1 being most preferred, 5
being least preferred.

making
Creativity 11
Teamwork 13
Leadership 14
Data Literacy 15
Accounting/Financial Management 16
Sales/Marketing 17
Others 99
92. Rank the above-selected Critical thinking 1 Go to 93
skills in order of preference of
relevance according to you? Adaptive Learning 2
(This is to be asked for Written and verbal communication 3

options chosen above)

making
Creativity 11
Teamwork 13
Leadership 14
Data Literacy 15
Others 99
93. For which skills you would be Show the skills selected in above Yes – 1 Go to 94
interested in for training for question 91 No - 0
among the skills discussed?
94. Are you interested in a skill Yes 1 Go to 95
development training in the No 0 Go to section
sector of tourism and J
hospitality?
95. In which sub-sector of Hotels 1 Go to 96
tourism and hospitality you Food Services 2
will be interested in pursuing
Facility Management 3
a training?
Tourism – tour and travels 4
(Multiple choice question) Cruise liner – cruise ships 5
Others, specify 99
96. Which of the following Skill Short term certificate courses (less than 1 Go to 97
Training types are you 6 Months duration)
interested in? Entrepreneurship/Self-employment 2
specific short-term courses
(Multiple choice question) Long term certificate courses (c) 3
Diploma courses (1 Year to 2 Year 4
duration)
Degree level vocational courses (3 5
years)
PG/PG Diploma level vocational courses 6
97. Would you be interested in a Part-Time 1 Go to 98
Part-time or Full-time skill
training? Full-Time 2
98. Would you prefer a Residential training 1 Go to 99

residential training or a non- Non-residential training 2
residential training? No Preference 3
99. Are they willing to pay for Yes 1 Go to 100
such skill training mentioned No 2 Go to 101
above?
100. What is the minimum would ___ INR Go to 101
you be willing to pay for such
courses mentioned above?
(Rs)
101. Please rate the following Content of the training Go to 102
elements of training in terms Brand or market standing (reputation) of
of their importance in your the Training Service Provider
decision-making with respect Brand or market reputation of the
to the training course. certifying body
Quality of the trainer and/or training
Very Important- 1 delivery methodology
Important- 2 Extent of practical exposure/ experience
Somehow Important- 3
Quality of internship/ apprenticeship (incl.
Unimportant- 4
duration, market reputation of the
employer, contents covered within the
internship, etc.
102. What are the major Financial constraints to pay the fees 1 Go to section
challenges/constraints that Non-availability of such training in the 2 J
would stop you from neighborhood
undergoing training Lengthy and long drawn process 3
programme? Community does not support it 4
Do not have enough support from my 5
immediate family
(Multiple Response
I do not have support/ permission from 6
Question)
spouse
Family responsibilities (household 7
chores, taking care of children etc.)
Absence of quality training service 8
providers/ trainers
Absence of flexibility in time – say part- 9
time or evening or weekend only courses
Absence of time for training (either over- 10
worked or other commitments – social,
professional etc.)
Others (Please Specify……………….) 99
Section J: Migration – The questions in this section are related to willingness to migrate outside their native
places.
S.No. Question Option/format Code Skip
103. Are you willing to migrate? Yes 1 Go to 104

No 2 Go to 111
104. What is your preferred Outside district but within the same state 1
migration choices? I reside in
Outside state I reside in but within the 2
(Multiple choice question) country
Outside India 3
105. Which district within the state Ask if 104=1
are you willing to migrate to? District Preference 1: ___
District preference 2: ___

(You can select Multiple
options for this question; District preference 3: ___
Please choose top 3 relevant
options)
106. Why did you choose these Have a family member/friend who is 1 Ask if 104=1
districts? present there
Large number of people from my native 2
place or from neighborhood are there
For better salary 3
For better work culture 4
For better standard of life 5
It is easier to get job in these districts 6
For employment/business opportunities 7
Acceptable to family 8
Suggested/Recommended by 9
friends/teachers/family members
Others, specify 99
107. Which state do you want to State preference 1: ________ Ask if 104=2
migrate to within India? State preference 2: ________
State preference 3: ________
(Please write down only top 5
state names; Show the state list
(Please enter data in

CAPITAL LETTERS only)
108. Why do you prefer these Have a family member/friend who is 1 Ask if 104=2
states in within India? present there
(Multiple response possible) For better salary 3
It is easier to get job in these states 6
Others, specify 99
109. Which country do you want to Country preference: _______ Ask if 104=3
migrate to?
Country preference:
________
(Multiple choice)
Country preference:
_______
110. Why is this your country of Have a family member/friend who is 1 Ask if 104=3
preference to migrate? present there
(Multiple Response Possible) For better salary 3
It is easier to get job in these districts 6
Others, specify 99
111. Please state the reason(s) for Want to stay close to my family 1 Go to section
not willing to migrate for Safety issues 2 K
employment opportunities. Will not be able to adapt to a newer 3
environment
Language barrier 4
Not aware of opportunities 5
Others (please specify_) 99
Go to Section K, after this section.
Section K: Willingness to work in Tourism and Hospitality- This section briefs about the willingness of
respondents to work in the tourism and hospitality and understanding their reasons of willingness or
reluctance.
S.No. Question Option/format Code Skip
112. Would you want to pursue a Yes 1 Go to 113

career in tourism and No 2 Go to 114
hospitality?
(Show this if 14=1,4)
OR
Will you want to continue to
work in Tourism and
Hospitality sector?
(Show this if 14=2,3)
113. Why would you like to work in Personal interest/Passion 1 End the
Tourism and Hospitality? Align with my skills/educational 2 survey
qualification
(Multiple choice question) Desire for a diverse and dynamic 3
environment
Job opportunities availability and 4
stability
Potential for financial incentives 5
Seasonal or flexible work 6
Family/friends already work in this 7
sector
Entrepreneurial ambitions to start a 8
business in this sector
Career growth prospects 9
Other, specify 99
114. Why would you not like to Desire for different career path 1 End the
work in Tourism and Doesn’t align with my skills/educational 2 survey
Hospitality? qualification
Preference for more office-based or 3
traditional work environment
Multiple choice question Perception of seasonal and temporary 4
job positions
Unpredictable income and financial 5
stability
Concerns about irregular or long 6
working hours
Negative stereotypes or preconceptions 7
about the industry
Concerns about work-life balance 8
Limited opportunities for career 9
growth/advancements
Others (specify)
____________________________
Annexure F: List of Qualification Packs Offered by Tourism and

Hospitality Skill Council
TABLE 30: SUBSECTOR WISE LIST OF NSQF ALIGNED QUALIFICATION PACKS
Hotel and Cruise Food Services - Restaurant Facility Management Tour and Travel
Liners
Assistant Chef Assistant Chef Billing Executive Adventure Travel Guide
Banquet Manager Barista Executive Cafeteria Supervisor Assistant Instructor -Rope
(Operation) Activities
Bartender Chef de Partie Catering Manager Assistant Rafting Guide
Barista Executive Cleaner-Roadside Eatery Facility Management Camp Helper
Executive
Hotel and Cruise Food Services - Restaurant Facility Management Tour and Travel
Liners
Chef de Partie Commis Chef Facility Manager Customer Service
Executive (Meet & Greet)
Commis Chef Counter Sales Executive- Multi - Purpose Ground Crew Chief
Tourism and Hospitality Associate
Concierge Manager Demi Chef De Partie Pantry Associate Ground Staff (Paratrike,
Paramotoring, Paragliding)
Demi Chef De Partie Eatery Owner High Altitude Trekking
Guide
Duty Manager Food & Beverage Controller Himalayan Expedition
Logistics and Pathfinder
(HAP)
Executive Chef Food & Beverage Service - Instructor - Rope Activities
Associate
Executive Housekeeper Food & Beverage Service Meeting Conference &
Assistant Event Planner
Food & Beverage Food Delivery Associate Mountain Cuisine Chef
Service - Associate
Food & Beverage Food Server-Roadside Mountaineering Instructor
Service Assistant Eateries
Food & Beverage Kitchen Helper Nature Guide
Service Manager
Food Outlet Manager Kitchen Steward Naturalist (wildlife tourism)
Front Office Manager Pastry/Bakery Commis Paragliding Tandem Pilot
Front Office Trainee Quality Control Manager- Parasailing (Equipment)
Tourism and Hospitality Driver
Guest House Caretaker Restaurant Captain Parasailing (Equipment)
Supervisor
Guest Service Restaurant Manager Parasailing
Associate (Front Office) Launcher/Receiver
Guest Service Store Assistant- Tourism and Rafting Guide/Safety
Associate Hospitality Kayker
(Housekeeping)
Home Stay Host Street Food Vendor - Sardar
Housekeeping Manager Standalone Ski Instructor
Housekeeping Team Leader- Travel
Supervisor
Housekeeping Trainee Tour Guide
Kitchen Steward Tour Manager
Kitchen Stewarding Transport Coordinator-
Supervisor Tourism and Hospitality
Laundry Associate Transport Duty Manager
Laundry Supervisor Travel Advisor
Pastry/Bakery Commis Walk Tour Facilitator
Quality Control
Manager-Tourism and
Hospitality
Restaurant Captain
Revenue Manager
Sous Chef
Store Assistant-
The Skill India Digital (SID) HUB
Skill India Digital (SID) is a purpose-built initiative precisely crafted to empower, strengthen, and develop the skill sets
of individuals across India through a cutting-edge online training ecosystem. Seamlessly integrating API-based
authentication for skill credentials, secure payment gateways, and an extensive job and entrepreneurial discovery
infrastructure, SID stands as a beacon for fostering widespread access to high-quality skill development opportunities.
Conceived under the auspices of the Ministry of Skill Development and Entrepreneurship, Skill India Digital (SID)
represents a transformative leap forward in reshaping India's skills, education, employment, and entrepreneurial
landscape. It epitomizes the government's commitment to democratizing skill enrichment and fostering
entrepreneurial aspirations across the nation.
At its core, SID embodies the aspirations of millions of Indians striving for improved prospects and a prosperous
future. By offering a diverse array of industry-relevant skill courses, facilitating access to employment opportunities,
and providing robust entrepreneurial support, the platform catalyses individual growth and national progress.
Founded with a forward-looking approach, SID endeavours to revolutionize skill development by leveraging digital
technologies and prioritizing Industry 4.0 competencies. This pioneering platform is poised to revolutionize talent
acquisition practices, enabling swifter hiring of skilled professionals while fostering a culture of continuous learning
and career advancement.

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Table of Contents

AISHE All India Survey on Higher Education

AICTE All India Council for Technical Education

CAGR Compounded Annual Growth Rate

FDI Foreign Direct Investment

FEE Foreign Exchange Earnings

GDP Gross Domestic Product

GER Gross Enrollment Ratio

GSVA Gross State Value Added

IHM Institute of Hotel Management

ITI Industrial Training Institute

LFPR Labour Force Participation Rate

MoT Ministry of Tourism

MSDE Ministry of Skill Development and Entrepreneurship

NEET Neither in Education, Employment, or Training

NSDC National Skill Development Corporation

PLFS Periodic Labour Force Surveys

PwC PricewaterhouseCoopers Services LLP

RPL Recognition of Prior Learning

THSC Tourism and Hospitality Sector Council

UNFPA The United Nations Population Fund

WPR Worker Population Ratio

Economic Outlook and Employment Scenario

Growth Drivers of Tourism and Hospitality Industry

Future of Tourism and Hospitality

Skilling Scenario in Tourism and Hospitality Industry

The detailed report is structured as follows:

1.2. Tourism and Hospitality Sector’s Background

1.3. Scope of the Study

1.4. Research Design

Source: Tourism Statistics India, 2023

TABLE 1: TOURISM SECTOR INDICATORS FOR INDIA

2.2. Growth Drivers of Tourism and Hospitality Industry

Government Policies and Initiatives

Big Data and Artificial Intelligence

Robotics and Automation

2.4. Skilling in Tourism Sector

Source: Periodic Labour Force Survey, Unit Level data, 2022-23

receiving training in the tourism and

3.1. Profiling of the Surveyed Youth

college and university 10%

training (duration Short term training Long term training School/College/University

TOURISM AND HOSPITALITY FACILITY MANAGEMENT

TOURISM AND TRAVELS

Overall 43% 46% 12%

Skilled 43% 46% 12%

Cruise liner – cruise ships 33 52 62

Tourism – tour and travels 53 58 55

Working Hours and Overtime Pay

A sub-sector wise N = 2458

Hotels Food Services Facility Tourism – tour

HOTELS TOURISM AND TRAVELS

Luxury and Star Budget Hotel Guest House Homestays

Work Experience and Working Hours

Youth Neither in Education, Employment, or Training (NEET)

To assess NEET youth’s

Prior Work Experience

Willingness to Work and Job Search

3.2. Career Aspirations of the Youth