guests are changing - is hospitality keeping up?

This is the first in a four-part series on the major challenges shaping hospitality today: labour, rising costs, technology, and shifting guest expectations. The sector sits at a turning point where everyday pressures meet the need for longer-term change. 

the time challenge 

Time has become the most valuable asset in hospitality. For staff, it’s the difference between balance and burnout. For guests, it shapes their experience. For leaders, time lost to inefficient systems or reactive decisions eats into both service and profit. The best improvements are the ones that give time back: to teams, to customers, and to the work that actually matters. 

people first 

Everything in hospitality starts with people. Teams are stretched, service is harder to maintain, and fatigue is widespread. The combined effects of Brexit, tighter visa rules, and lower pay have made recruitment tougher. Many operators have cut hours, simplified menus, or reduced bookings: visible symptoms of a deeper cycle that erodes service and morale. 

Hospitality needs to be seen as a long-term career, not a short-term job. That means designing roles that support progression and developing strategies that make staying worthwhile. Clear onboarding, structured training, wellbeing programmes, and flexible scheduling are practical steps that strengthen retention. When staff understand their impact on guests, they take more ownership, and that’s what sustains quality. 

the cost question 

Costs have risen sharply. Energy, food, and wages all pull margins tighter, while customers remain cautious about price. Employment costs also limit how much employers can raise pay, feeding the same cycle that drives people away. 

Managing this isn’t about cutting evenly. It’s about knowing what creates value and what doesn’t. Operators need a clear view of costs, waste, and demand so they can adjust menus, procurement, and energy use intelligently. The goal isn’t austerity: it’s accuracy. 

using technology wisely 

The pattern in most hospitality businesses is too many systems, but not enough connection between them. Data sits apart, processes overlap, and staff lose time moving between tools. The result is complexity without control. 

The fix is rarely another piece of software. It’s integration: making sure the technology you have actually works together. Automating payroll, scheduling, or stock management frees managers to focus on service and people. The best technology quietly supports teams; it doesn’t replace them. 

smarter scheduling and wellbeing 

Scheduling has a bigger impact than most people realise. Good planning can reduce stress, improve morale, and make operations more predictable. Data-led rotas and flexible staffing models ensure coverage without overloading individuals. Balanced shifts protect both wellbeing and service. What looks like a workforce issue is often a planning one. 

the changing guest 

Guests expect more than comfort. They want experiences that reflect their priorities: sustainability, fairness, local connection, and affordability. Increasingly, they want to know how a business treats its people and its community. The brands that join up those values across the customer journey build stronger loyalty. 

Aligning brand and delivery takes discipline. It’s about making sure what guests see matches what teams deliver: from communication to service tone to daily operations. When that consistency is there, trust follows naturally. 

looking ahead 

The future of hospitality depends on how well the industry connects its people, systems, and purpose. Clarity about what matters, focus on how to deliver it, and care for those doing the work will separate the businesses that adapt from those that endure through luck. The next phase isn’t about coping with shortages; it’s about rebuilding a more sustainable model of service.