Hotels around the world are facing acute challenges in hiring and keeping skilled staff, from front-desk personnel to chefs.
Industry insiders cite low wages, challenging working conditions, and limited career progression as key drivers behind the growing labour shortage.
The situation, already a longstanding issue in hospitality, has been intensified by the Covid-19 pandemic and changing labour markets.
Compensation and benefits remain a barrier
Low pay continues to be a central factor in staff shortages.
Many roles, particularly entry-level positions such as housekeeping and front-desk duties, offer salaries barely above minimum wage. In regions experiencing rising living costs, these wages are often insufficient to attract or retain workers.
Benefits packages are another concern. Unlike other sectors, many hotel roles lack health insurance, paid sick leave, or pension contributions. The absence of these safeguards leaves employees feeling insecure and undervalued. Career progression within hospitality is also limited.
Without clear paths for promotion or skill development, workers often view the sector as a temporary option rather than a long-term career.
Working conditions and work-life balance put staff under pressure
Unpredictable schedules, unsociable hours, and a high-pressure environment are common in hotel operations. Staff frequently work evenings, weekends, and holidays, disrupting personal life and contributing to burnout.
The fast-paced nature of roles, especially in kitchens and front-of-house operations, intensifies stress, particularly when teams are understaffed.
Workplace culture also influences retention.
Poor communication, lack of recognition, and ineffective management can drive employees away, even more than the demanding nature of the work itself. Reliance on temporary or zero-hour contracts further undermines job security, making it difficult for employees to commit long term.
External factors exacerbate the labour shortage
The effects of the Covid-19 pandemic continue to shape the workforce. Mass layoffs and a slowdown in travel prompted many hospitality workers to move into other industries offering stability and higher pay.
Even as travel demand has rebounded, the labour pool has not fully recovered, creating persistent staffing gaps.
In addition, hotels now face increased competition for talent across sectors. Companies outside hospitality can offer stronger wages, predictable hours, and more robust benefits, luring skilled staff away.
In the UK, Brexit has added an extra layer of complexity, reducing access to EU workers who previously formed a significant portion of the hospitality labour force.
Hotels worldwide are navigating a precarious landscape where compensation, working conditions, and external labour market pressures intersect.
Addressing these challenges will require targeted strategies to improve pay, benefits, and career opportunities while fostering supportive work environments that encourage staff retention.
