This paper builds upon the body of literature on tourism mobilities by considering supply-side perspectives as it relates to workforce planning and preparation. Research into tourism destination competitiveness has suggested that for a tourism destination to deliver high-quality services and products, businesses need to recruit and retain well-educated and well-trained professionals (Dewhurst et al 2007; Dwyer et al 2009). Ongoing training and professional development is therefore important. However, it has been argued that tourism businesses rarely invest in education and training for their employees (Dwyer et al 2009). Actual and perceived barriers to training and professional development activities, including cost, time and location, have been identified as key factors in preventing tourism enterprises from engaging in training (Becton and Graetz 2001; Dewhurst et al 2007). There is also evidence that training activity is considerably lower among smaller employers than medium and large employers (Hospitality Training Foundation 1999 cited in Dewhurst et al 2007). The tourism sector in Australia is characterised by small enterprises which has implications for the industry in terms of the kinds of workers it attracts and the potential for skills gaps and skill shortages (Becton and Graetz 2001; Breen et al 2005). In regional destinations these factors are typically amplified. Due to the 'lifestyle' nature of many smaller tourism operations (Ateljevic and Doorne 2000; Getz and Carlsen 2000, 2005), owner-managers often do not have management training or industry-relevant qualifications and there is evidence of underinvestment in professional development for their employees.