Hospitality: The least desirable career path?
I remember vividly the moment I told my manager that I was seriously considering pursuing a career in hospitality. The surprise on her face was nothing compared to mine when she asked me to reconsider my decision. It was during my third summer season on the Front Desk and what had started as a simple summer job had quickly evolved into a true passion for guest satisfaction and hotels. A second-generation hotelier herself, my manager warned me about the sacrifices that come with working in this industry in the short and long term. Of course, after three seasons, I had experienced my fair share of night shifts, overtime, condescending guests and complex situations for measly pay. Whilst it clearly did not discourage me, this discussion first opened my eyes to the negative image of hospitality work, especially as a career path.
Photo: Chef giving instructions to service staff (CEOWORLD Magazine, 2022).
Working in hospitality is typically viewed as a temporary career filler, in between jobs or part-time during studying. Rarely have I met anyone in an entry-level operational position, who is genuinely passionate about working in hotels or restaurants. According to a recent poll on “The perception of Hospitality as a career choice”, 23% of respondents saw it as a ‘STOP-GAP’ career, with only 11% agreeing that career prospects were strong (KAM Media, 2021).
Today, amid the largest recruitment crisis ever, the industry has reached a turning point. The Covid-19 pandemic became a catalyst for many to reform their mindset around all aspects of work, including the importance of work-life balance, benefits, and compensation. A 2021 survey by 'The Burnt Chef’, a hospitality mental health organisation, illustrates this: work-life balance was the “most frequently mentioned barrier to working in the sector and the most commonly cited reason for leaving” (The Burnt Chef, 2021). Simply put, these changing mentalities have transformed a historically employee-saturated market into one highly dependent on demand.
Greatest Barriers to Work in the Hospitality Industry
Chart: All Hands-On-Deck Retention Survey (The Burnt Chef, 2021)
Calls for change have arisen throughout the industry and as a result, key actors have begun brainstorming and implementing measures to increase job attractivity and employee retention. A notable example comes from Sebastien Bazin, CEO of Accor, who announced that candidates with no CVs or experience were being recruited within 24 hours after interviewing (Reuters, 2022). Currently being trialled in France, this policy aims to fill vacancies with young people and migrants, who receive 6 hours of training and on-the-job learning, thus creating highly desirable and transferable skills. Whilst it is too early to measure the success of this initiative, the hospitality sector has historically valued motivation and willingness to learn over diplomas or years of experience, particularly at entry-level.
Given these pressures, it is becoming increasingly important hospitality companies recognise the importance of employee growth and in-house promotion. Today, graduate and fast-track management schemes are becoming progressively more popular as every major player offers them. However, people management needs to be brought a step further with career paths, training plans and development opportunities becoming a priority in an industry characterised by its high turnover. As Richard Branson wrote in his blog, “train people well enough so they can leave, treat them well enough so they don’t want to” (Branson, 2014). The recruitment process has become double-sided, with employers needing to prove their qualifications as much as the candidate.
In The Burnt Chef’s survey, the most requested change to improve recruitment and retention was employees “feeling valued” (The Burnt Chef, 2021). Hospitality employees want to feel as if they are recognised and their work appreciated by management, rather than being just another resource or cost line in a P&L. Recognition can be as simple as thanking an employee for their continued efforts or compensating overtime adequately. Ultimately, there is no better way of knowing what your employees want than by listening to them. This can be done through exit interviews, satisfaction surveys and most importantly, an environment and culture conducive to giving honest feedback. Hospitality managers now have a responsibility to keep up with the latest trends in human resources in order to restore the industry’s attractiveness to new and existing talent.
Photo: Barman mixing a drink (Raconteur, 2016).
Historically negative perceptions of working in hospitality have recently started to evolve, thanks to the emergence of a strong momentum towards ensuring associates feel valued. However, the extremely diverse nature of the hotel industry makes it imperative for long-lasting change to come from the top players. For instance, one of the largest hotel chains, Radisson Hotel Group launched the Radisson Academy, an innovative learning and development program prioritising employee growth. As an essential part of the company’s five-year strategy, it aims to “create a highly productive learning environment” (Hospitality On, 2022), drawing on partnerships with the London School of Economics, Ecole Hôtelière de Lausanne and other industry specialists. Regarding possible concerns over cost implications, Radisson’s Global Chief People and Resources Officer, Iñigo Capell, stated that “Radisson Academy is extremely sustainable because it is a self-financing model, relying mainly on internal expertise” (Hospitality On, 2022). Initiatives such as these mark a step in the right direction helping the hospitality industry shed its image as the ‘least desirable career path.’
Sources:
Sources:
Baker Tilly. (2020). Retain top talent: strategies for hotel owners and management. [Webinar]. Retrieved 23/08/22 at https://www.bakertilly.com/insights/retain-top-talent-strategies-for-hotel-owners
Branson, R. [@richardbranson]. (2014). Tweets [Richard Branson]. Retrieved 23/08/22 at https://twitter.com/richardbranson/status/449220072176107520?lang=en
Hospitality On. (2022). Radisson Academy – The umbrella for all training and development initiatives within RHG. Hospitality On. Retrieved 30/08/22 at https://hospitality-on.com/en/hospitality-schools/radisson-academy-umbrella-all-training-and-development-initiatives-within-rhg
Kittler, F. (2021). Successful Talent Retention in the 21st Century Workplace. Focus on Hospitality and Leisure. Hotel Business Review. Retrieved 23/08/22 at https://www.hospitalitynet.org/opinion/4106629.html
KAM Media (2021). The current perception of Hospitality as a career choice. Retrieved 23/08/22 at https://kam-media.co.uk/the-current-perception-of-hospitality-as-a-career-choice/
Mills, A., Pons, C. and Demony, C. (2022). No experience, no resume, you’re hired! Hotels fight for staff. Reuters. Retrieved 23/08/22 at https://www.reuters.com/world/europe/no-experience-no-resume-youre-hired-hotels-fight-staff-2022-07-04/
The Burnt Chef, (2021). All Hands-On-Deck Retention Survey. Retrieved 23/08/22 at https://www.theburntchefproject.com/survey
CEOWORLD Magazine, (2022). Best Hospitality and Hotel Management Schools in the World. Retrieved 14/09/2022 at https://ceoworld.biz/2022/03/26/best-hospitality-and-hotel-management-schools-in-the-world-for-2022
Raconteur, (2016). The hospitality industry is set to thrive. Retrieved 14/09/2022 at https://www.raconteur.net/the-hospitality-industry-is-set-to-thrive/
Author: Alice Gay
Alice joined Hamilton Hotel Partners in September 2021 to support the firm’s investment team.
Prior to joining Hamilton, Alice was exposed to the hospitality industry during her studies. With a special Front of House focus, Alice gained valuable operational experience in hotels in France and the UK.
Following an undergraduate degree from Durham University, Alice completed her studies with a double masters degree course at ESCP Business School and Ferrandi Paris.