The hospitality industry thrives on exceptional service, however, behind the scenes, hoteliers face one of their greatest challenges – not only building a strong workforce but also retaining it. As our industry has evolved, recruiting top talent, training employees and fostering a workplace culture that keeps teams excited to work are tasks that have become increasingly complex.
Ever since the COVID-19 pandemic, the workforce landscape has shifted. Employees are prioritizing work-life balance more than ever, career aspirations have shifted, and traditional recruiting methods no longer suffice. While some hoteliers struggle to fill critical roles, others are rethinking their approach–finding innovative ways to attract and retain in an industry known for high turnover.
Recruiting has always been challenging, but following the pandemic, candidates aren’t just looking for a paycheck anymore–they are seeking a workplace that values balance and purpose, where they feel supported and empowered, and most importantly, where where they can have fun. Career trajectories have also shifted. Years ago, many employees worked their way up with dreams of reaching VP-level roles, but today, we see more individuals gravitating toward general manager positions instead, where they can directly interact with employees and make an impact rather than be distanced by corporate layers.
One of the biggest challenges hoteliers face in recruitment is getting candidates to “cross the finish line.” It’s not just about simply making the offer–it’s about ensuring they stay committed from the time they are offered a position to their first day on the job.
Recruitment isn’t just about filling a role; it’s about relationship-building from the very first conversation. Technology can help streamline the process, but nothing will replace the power of a genuine personal connection. Online job platforms and professional networks can be useful, but if we don’t treat applicants like guests–making them feel valued and respected from the start–they will move on. Simple gestures, such as ensuring the front desk staff warmly welcome interviewees, engaging in small courtesies, can make all the difference in whether they will accept a job offer.
Once you’ve got the right people in the door, the real work begins. A strong onboarding program will educate new hires on the company they have joined, and they will make connections with other team members throughout the company. Simple gestures like taking the time to show your new hires around the building and introducing them to people in different functional areas and all levels within the company can make a big difference. It’s our job to ensure that associates at all levels have the tools and training that will make them successful in their jobs. This may seem quite basic to some people, but having the right tools and support can make all the difference in new associate retention.
Leaders need to focus on the details, ensuring new hires feel welcomed on day one and following up regularly to ensure everyone feels supported. Something as simple as surveying your new hires for feedback on their perception of their new hire orientation and onboarding process, can be helpful in evaluating the effectiveness of your programs. Retention is closely tied to how employees perceive their work environments. When people feel valued and see growth opportunities, they’re more likely to stay. That’s why investing in upskilling and continuous learning is so important–not just for performance improvement, but to demonstrate a commitment to their futures.
Recruiting and training are crucial, but at the end of the day, company culture is what keeps people engaged. A positive workplace environment isn’t just a preference, but a necessity. Employees want to feel connected and in hospitality, where employees work long hours and experience high-pressure situations, culture can make or break retention. Fostering a sense of belonging to employees reminds the teams that we’re all part of something bigger than just a business.
Hiring the right people, training them effectively and fostering a strong culture isn’t easy, but it is what sets successful hoteliers apart. The hospitality workforce continues to evolve, and hoteliers need to be nimble and ready for change. That means meeting employees where they are, making recruitment more personal and prioritizing culture just as much as a guest experience. At the end of the day, hospitality isn’t just about service, it’s about people. When we take care of people, they take care of our guests.
About the Author
Patti has dedicated her entire career to human resources within different industries and she has a strong passion for talent acquisition and workforce development. With six years of experience in the hospitality and hotel industry, she thrives on finding the right candidates and watching them flourish in their roles. Patti believes that recruitment is more than just filling positions—it’s about building meaningful connections and fostering workplace cultures where employees feel valued and empowered to succeed. Since joining Concord Hospitality in 2019, Patti has played a pivotal role in the company’s growth, bringing a wealth of expertise and helping drive its expansion from the start.
