the labour challenge: building hospitality’s next generation

This second article looks at the issue every operator names first: people. Labour shortages have become more than a temporary strain. They define the limits of what the industry can deliver.

a smaller workforce, greater pressure

The pool of available workers has shrunk. Visa restrictions and the aftereffects of Brexit continue to bite. Existing teams are covering longer shifts, often without recovery time. Fatigue is now part of the operating environment. Many venues have shortened opening hours or simplified menus just to stay functional.

At its root, this is about how hospitality is viewed as work. Too often, it’s seen as a stepping stone rather than a profession. And ultimately, it’s that perception that shapes who applies, how long they stay, and how committed they feel.

a new mindset for employment

Fixing the shortage begins with how businesses think about their own offer. What does a good job in hospitality look like? What can people learn, build, or become by staying? Pay and benefits matter, but so does purpose and culture.

Employers that define and communicate this clearly stand out. Structured onboarding, real training, and visible career paths show that progress is possible. Once that’s in place, recruitment and retention both improve.

training, development, and transferable skills

Training isn’t only about competence. It’s about confidence. People need to understand not just how to do their jobs, but why it matters. The best development frameworks combine technical learning with leadership and service design. The skills learned in hospitality -  communication, teamwork, empathy -  are transferable. When staff see that, the job gains long-term value.

retention through wellbeing and flexibility

Keeping good people comes down to care. Balanced rotas, open communication, and fair recognition reduce turnover more effectively than slogans ever could. Teams who feel respected are less likely to leave, even when better pay is available elsewhere.

Wellbeing initiatives don’t have to be complex. Regular check-ins, mentoring, and genuine flexibility go a long way. The details matter less than the intent behind them.

smarter workforce planning and automation

Automation can make work easier, but it has to be used with care. Tools that handle payroll, rotas, or forecasting free up hours for leadership and service. The aim isn’t to depersonalise the job: it’s to give time back to the parts that make hospitality human.

reframing hospitality as a career

The long-term task is to change the story. Hospitality can be a serious, skilled career that rewards creativity and resilience. It needs to be seen that way — by policymakers, by schools, and by the industry itself. Employers who tell that story consistently will attract a different kind of candidate: one who’s ready to grow with the business.

building a workforce for the future

The labour challenge won’t disappear quickly. But it can be managed through smarter planning and a renewed respect for the people who make the industry work. The businesses that thrive will be those that treat staff as central to their value, not peripheral to it. Hospitality has always been built on human connection: the future depends on keeping that truth intact.