Page 13 - Future_of_Snowsport_Industry_EN
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“Either by boosting the reputation of Lapland “[…]. In our case, the solution is that the majori-
and Finland for summer tourism or through ty of employees are also entrepreneurs in other
collaboration with companies that require a lot fields (farmers, machine operators, etc.) and/or
of personnel during the summer. This way, after work seasonal jobs in other companies during
the season, employees would have secure jobs the summer (summer restaurants, gardening,
for the summer, and then they would return to ski marketing). […] I think it’s very common these
resorts and program services for the winter.” days for people to have multiple jobs and
perhaps even run their own business. It requires
Employee in program services, female, flexibility from employers as well […].”
Finland, in the industry for 4-8 years
Management/development role, female,
Finland, in the industry for over 8 years
“Improved relationships and marketing between “Sister ski resorts that allow instructors to
schools in the northern and southern hemi- transition between northern and southern
spheres. Ski resorts investing in summer activ- hemispheres between winters. Summer jobs at
ities. Training for ski instructors in summer job ski resorts that are related to the winter season
fields (e.g., mountain biking instruction, hiking and off-season work. […].”
guides, guest services, hotel and restaurant
jobs). Retaining staff is a major challenge in our Ski school supervisor, female, United States,
industry and could be an excellent topic for the in the industry for over 8 years
upcoming Interski congress.”
Management/development role, male,
Australia, in the industry for over 8 years
• Various forms of outdoor activities, including hiking, ”More modern HR practices. It’s surprising when
trekking, trail running, and canoeing. employees come from the south and realize
that human resource management is not up to
• Golf. date. Nowadays, it’s crucial to invest in training
• Synthetic ski slopes and tracks for summer use. for supervisors to ensure employee well-being
• Developing various summer-related program services competes effectively. Unfortunately, many people
leave the job market in Lapland due to poor HR
and adventure tourism. practices. The idea that a good employee is a
• Developing the services of nature guides. good leader still applies here. Good HR is the most
important asset for employees.”
Developing training opportunities to diversify workforce
skills was seen as a driver for promoting year-round Employee in the accommodation sector, female,
employment. Diversifying skills would enable broader job Finland, in the industry for over 8 years
roles, for example.
“It’s important to find alternatives for year-round
There was also a desire for skills development among work so that employees don’t have to move for work,
supervisors, management, and administration, poten- for example, to the other side of Finland. Some em-
tially through a more robust HR function. Successful ployees are happy to work elsewhere in the summer,
leadership and human resource management were seen but there are also many who would like to stay in the
as crucial for retention and, at the same time, impacting region (especially in Lapland) during the summer if
the attractiveness of the industry. there were jobs available. Permanent positions or
long-term contracts are relatively scarce, so there
International job opportunities and promoting workforce is high turnover in the industry. […].”
mobility for “chasing winter” were seen as factors that
could reduce seasonality dependence. Facilitating inter- Management/development role, female, Finland,
national mobility would involve international networking in the industry for less than one year
among ski resorts and lowering mobility barriers. This
could be achieved by providing information about visa
and other requirements in different countries, among
other measures. 13
