third-country staff — Third-country staff are essential for keeping Cyprus hotels running smoothly, as highlighted by Thanos Michaelides, president of the Cyprus Hoteliers Association (Pasyxe). With the global tourism landscape evolving, Cyprus faces challenges that require immediate solutions, particularly in human resources and international promotion of the island as a top travel destination.
Third-country staff: Understanding the Human Resources Landscape
The hotel sector in Cyprus is grappling with a significant shortage of skilled labour, a situation that extends beyond national borders. Michaelides noted the importance of third-country workers as the primary labour pool for the tourism industry, especially since recent adjustments in the work permit process have made it easier for these individuals to contribute to the Cypriot economy.
Creating Stability for Workers
To enhance service quality and productivity, the association has proposed measures to the Labour Ministry aimed at simplifying staff recruitment and ensuring year-round employment for third-country workers. This stability is not just beneficial for the workers but is also crucial for maintaining high standards in service, which is the lifeblood of the tourism sector.
Cultural Ambassadors of Cyprus
Every hotel employee in Cyprus is more than just a worker; they are ambassadors of the local culture. Michaelides emphasised that for visitors, the first impression of Cyprus is often shaped by the hotel staff. Thus, it is imperative for employees to have a deep understanding and appreciation of the local culture, ensuring that guests not only receive excellent service but also experience the unique charm of the island.
The Need for International Promotion
Despite the hotel industry’s recognised contribution to the economy, there remains a pressing need for enhanced investment in international promotion and better air connectivity to attract new markets. Michaelides pointed out that combining these promotional efforts with investments from hoteliers in their own establishments could significantly boost occupancy rates and draw in higher-quality visitors.
Looking Towards the Future
With a hopeful outlook, Michaelides anticipates that the tourism sector will at least match 2025 levels by 2026, provided that strategic planning and stability are prioritised. He firmly believes that maintaining high service quality is the cornerstone of creating a loyal visitor base, one that not only supports the local economy but also shares the beauty of Cyprus with the world.
A Vision for Sustainable Tourism
Pasyxe’s vision is clear: to attract higher-quality tourists, achieve year-round hotel operations, and promote balanced tourism development across all regions of Cyprus. The focus remains on enhancing the quality of human resources while leveraging the island’s unique comparative advantages. With the right measures in place, Cyprus is poised to thrive as a premier tourist destination.
