Hospitality has always been a people-first industry, built on talent rather than infrastructure or brand value. But as the sector evolves rapidly, it is facing a defining workforce moment—bridging the gap between classroom learning and industry readiness, making careers more aspirational, and strengthening leadership pipelines and retention in a demanding environment.
At the same time, changing employee expectations, evolving work cultures and rising demand for specialised skills are pushing companies to rethink traditional talent strategies. The focus now extends beyond hiring to building meaningful career journeys, stronger workplace experiences and future-ready leadership pipelines to support the industry’s next phase of growth.
We reached out to hospitality leaders to explore their collaborations with educational institutions, the skills and mindsets most sought after in young professionals, evolving recruitment approaches and the initiatives shaping the industry’s next generation of talent.
INDUSTRY AND ACADEMIA ALIGNMENT
Industry-academia collaboration is increasingly shaping the hospitality sector’s strategy to build a future-ready workforce, with companies focussing on structured exposure, skill development and leadership pipelines to bridge the gap between classroom learning and industry realities.
 Accor is responding to this shift through internships, management training, guest lectures, and hotel exposure. It has also launched Accerate by Accor with The Job Plus and THSC to upskill youth from underserved communities and expand hospitality career pathways. “Guest expectations today are shaped by technology, personalisation and sustainability. Our focus is on giving young talent real-world exposure, mentorship and adaptability,” says Amit Malik, Vice President - People & Culture, Accor South Asia.
 IHG Hotels & Resorts is strengthening academic partnerships and employability-focussed training through IHG Academy and IHG Skills Builder. Working with 13 Institutes of Hotel Management, 56 regional institutes and community organisations, the programmes offer internships, mentorship and training in digital literacy, AI-enabled guest experiences and emotional intelligence. Its initiatives with THSC and The Job Plus have delivered nearly 80 per cent placements and supported over 180 apprentices from marginalised communities. “Building a future-ready workforce starts with strong industry-academia collaboration,” shares Deepali Bhardwaj, Regional Human Resources Director, IHG Hotels & Resorts.
In the luxury segment, talent development is increasingly focussed on long-term leadership pipelines and academic partnerships. The Leela Palaces, Hotels and Resorts recently launched the Leela Centre of Excellence (LCoE) with GD Goenka University and the Leela Leadership Development Programme (LLDP) with the Indian School of Hospitality (ISH) and Les Roches, blending academic learning with operational exposure and leadership training. The expanded LCoE initiative with Le Cordon Bleu and GD Goenka University aims to develop over 3,000 associates and support annual learning for more than 650 employees. “Talent development is the cornerstone of our long-term vision,” says Isha Goyal, SVP & Head – HR, The Leela Palaces, Hotels and Resorts. CEO Anuraag Bhatnagar adds the initiative is designed to build a strong talent pipeline aligned with the brand’s long-term growth.
This focus is also reflected in large-scale talent initiatives by Marriott International, which partners with IHMs and degree colleges across India for internships, faculty immersion and live exposure programmes. The company supports nearly 2,300 internships, 600 apprenticeships and 1,400 training initiatives, while its Voyager Global Leadership Development Programme inducts 200 trainees annually. “We believe industry readiness is a shared responsibility between hospitality and academia,” says Vinay Jaswal, Vice President, HR Operations (South Asia) and HR Tech & Analytics (APEC), Marriott International.
Radisson Hotel Group is extending experiential learning through industry immersion projects, capstone assignments and hotel-led training ecosystems. Through partnerships with THSC and The Job Plus, its Future Leaders Programme prepares 15–20 graduates annually for cross-functional roles before full-time deployment. “We are consciously working to bridge the industry-academia gap by partnering closely with hospitality institutes and co-creating learning interventions around evolving guest expectations, technology and hospitality experiences,” says Mehr Sanduja, Director - People & Culture, South Asia.
Domestic hospitality groups are also strengthening talent pipelines through vocational education, scholarships and leadership programmes. IHCL’s Golden Threshold Programme with Tata Institute of Social Sciences (TISS) offers a three-year vocational degree in hotel management combining industry exposure with global hospitality practices. It also runs the DIWA initiative, 17 cadre-building programmes and function-specific learning academies, while partnerships with Les Roches and ESSEC Business School support scholarships. Its Leadership Accelerator Programme is designed to fast-track future general managers. “We continuously invest in talent development to remain relevant and adapt to rapidly changing industry standards,” opines Gaurav Pokhariyal, Executive Vice President - HR.
Curriculum alignment and early industry exposure remain key priorities. Wyndham Hotels & Resorts works with institutes such as IIHM and SRM Institute of Hotel Management on curriculum development, internships, guest lectures and faculty engagement to strengthen practical learning. “We are working closely with hospitality institutions to make education more aligned with industry requirements while giving students practical exposure from an early stage,” says Rahool Macarius, Market Managing Director, Eurasia, Wyndham Hotels & Resorts.
In a similar direction, emerging leadership programmes are being co-created with academic institutions to strengthen job readiness. Sterling Holidays, in partnership with the Indian School of Hospitality, has launched a 12-month Emerging Leaders Development Programme with campus immersion in marketing, revenue management and digital strategy to prepare graduates for evolving guest expectations. “Industry-readiness cannot be an afterthought – it has to be co-created with academic institutions,” says Vikram Lalvani, CEO & MD, Sterling Holidays.
Complementing this, structured training and mentorship-led hiring remain key focus areas for domestic hospitality operators. Mayfair Hotels & Resorts runs programmes such as ASPIRE and MPOWER, focusing on operational exposure and cross-functional learning. “We work with leading hospitality institutes to create industry-ready talent through practical exposure, mentorship and cross-functional learning,” notes Mahendra Samal, General Manager – HR, Mayfair Hotels & Resorts.
Alongside skill-building efforts, workforce inclusion is also gaining prominence. Sarovar Hotels is targetting 30 per cent women representation in new hotels and at least 25 per cent in existing properties, while also prioritising local hiring in Tier II and Tier III markets to expand access to hospitality careers and strengthen diversity. “For new hotel openings, we aim to have close to 30 per cent women employees,” states Mielle Batliwala, Vice President – HR, Sarovar Hotels.
BRIDGING TALENT GAPS EARLY
The hospitality industry is increasingly facing a “transition gap” rather than a traditional skill gap, as graduates enter with strong academic foundations but are expected to become industry-ready much faster. The challenge lies in quickly translating classroom learning into real-time problem-solving, decision-making and workplace communication.
Jaswal notes that this gap is being addressed by embedding learning into daily operations. Marriott International’s initiatives such as iJobs (Integrated Jobs) introduce early multi-skilling at supervisory levels, with nearly 90 per cent of non-management staff trained and about 8,500 associates gaining cross-functional exposure. He adds they are supporting Gen Z integration through sensitisation workshops, a Gen Z handbook and its AI-enabled Digital Learning Zone (DLZ), which delivers bite-sized, gamified and on-demand learning modules.
Similar concerns around adaptability and workplace readiness are echoed across the sector. Malik notes that while graduates are digitally confident, gaps persist in adaptability, ownership and managing real-time guest interactions, with hospitality remaining a people-first industry where emotional intelligence, resilience and collaboration are critical. He adds that Accor is addressing this through mentorship, structured onboarding, cross-functional exposure and continuous learning to help young professionals transition into operational roles, while fostering curiosity and agility to build future-ready leaders.
Beyond private-sector interventions, large-scale skilling initiatives are also strengthening the talent pipeline. Under its ESG+ framework, Paathya, IHCL has committed to skill 1,00,000 youth in India by 2030. Since 2020, it has trained over 49,000 youth through skilling centres across Chamoli, Tumkur, Chhindwara, Navi Mumbai and Ekta Nagar, in partnership with organisations such as Tata STRIVE, the Ministry of Skill Development, CII, Head Held High Foundation, the Indian Army and REACHA in Jammu & Kashmir. “As the custodian of Indian hospitality, IHCL continues to invest in building industry-relevant talent pools,” says Pokhariyal.
Across the industry, the focus is increasingly on emotional intelligence, resilience and guest-centric behaviour alongside technical skills. Bhardwaj emphasises that hospitality success depends on communication, ownership and the ability to connect meaningfully with guests in high-pressure environments. At IHG Hotels & Resorts, structured onboarding, cross-functional exposure, mentorship, leadership development and continuous soft-skills training help graduates transition into well-rounded professionals.
The shift towards experience-led hospitality is also reshaping talent expectations. Goyal notes that empathy and emotional intelligence are becoming central to guest experience delivery. “In an increasingly automated world, hospitality remains a deeply human-centric industry where empathy and emotional intelligence are essential to creating meaningful guest experiences,” she says.
At The Leela Palaces, Hotels and Resorts, this is supported through mentorship-led learning, cross-functional exposure and programmes such as LLDP, LEAD (Leela Executive Acceleration Development Programme) and Shefs at The Leela. The company is also expanding its talent base to include specialised roles such as wellness practitioners, storytellers, wildlife experts and experience curators. At an operational level, resilience and adaptability are becoming key priorities. Sanduja notes that hospitality is built on patience and experiential learning. At Radisson Hotel Group, graduates undergo cross-functional training across core hotel functions, with the first 18 months structured as a learning phase to build empathy, operational understanding and resilience in a guest-centric environment.
A similar gap in ownership and decision-making is being addressed through leadership-focused programmes. Lalvani notes that the industry is moving beyond task-based hiring. At Sterling Holidays, this is supported through the SHINE programme and the Emerging Leaders Development Programme with ISH, aimed at building leadership and innovation capabilities early in careers.
Structured induction and mentorship are also being used to strengthen readiness for operational roles. Samal notes hospitality success depends as much on behavioural grounding as technical training. At Mayfair Hotels & Resorts, induction programmes, behavioural training and mentorship help graduates build confidence and guest-facing skills in real-world settings.
LOOKING BEYOND CONVENTIONAL TALENT
As hospitality becomes more experience-led and innovation-driven, talent strategies are expanding beyond traditional hotel management backgrounds to prioritise mindset, adaptability and cultural fit alongside technical skills.
At Accor, hiring now extends across technology, digital marketing, design, wellness, sustainability, finance and customer experience, supported by digital platforms, campus partnerships and internal mobility programmes. “Our hiring approach is now more focussed on mindset, adaptability, creativity and cultural alignment rather than only academic specialisation,” says Malik.
A similar shift is visible across global hospitality groups, where diversity is seen as a driver of innovation. “Our focus is increasingly on transferable skills, mindset and cultural alignment rather than only traditional hospitality experience,” says Bhardwaj. At IHG Hotels & Resorts, this is driven through IHG Academy and partnerships with NGOs and educational institutions, widening entry pathways into the industry. Its Room for You philosophy further reinforces the value of diverse perspectives in innovation, guest experience and workplace culture.
The industry-wide hiring lens is increasingly prioritising behavioural traits over conventional experience. “We believe great hospitality can be taught but empathy, learning agility and a guest-first mindset are what truly differentiate talent today,” shares Sanduja. At Radisson Hotel Group, recruitment now spans digital, wellness, design, analytics and storytelling roles, with candidates assessed on curiosity, emotional intelligence and problem-solving ability. Post onboarding, employees undergo cross-functional exposure and mentorship to build adaptability and operational depth.
This widening talent ecosystem reflects hospitality’s convergence with wellness, sustainability and immersive travel experiences. “What matters equally is emotional intelligence, adaptability, creativity and alignment with our philosophy of Atithi Devo Bhava,” opines Goyal. At The Leela, hiring now includes professionals from wellness, luxury retail, digital, culinary entrepreneurship and experience design, along with roles such as storytellers, wildlife experts, naturalists and wellness practitioners to shape personalised guest journeys.
Post-pandemic hiring trends show growing diversification, with companies sourcing talent beyond traditional hospitality institutions. “A diversified workforce brings richer perspectives, varied approaches and different ways of thinking into hotel operations,” says Jaswal. At Marriott International, recruitment extends to Tier III IIMs, NMIMS, XIMB and entrepreneurship programmes, with nearly 30 per cent of its Voyager workforce from non-hotel school backgrounds, strengthening roles in sales, revenue management, finance and HR. Marriott also hires finance professionals from chartered accountancy backgrounds.
At the same time, community-linked hiring is gaining prominence as organisations focus on local integration. Lalvani notes that around 40 per cent of resort staff are hired from surrounding communities and trained in hospitality skills, bringing local knowledge and authenticity. “Our teams need storytellers, tech-savvy experience designers, wellness specialists, and community engagement professionals, not just classically trained hoteliers,” he says. At Sterling Holidays, hiring is further supported through THSC job fairs and NSQF-certified pipelines, with greater emphasis on intent over formal qualifications.
Across the sector, hiring is increasingly driven by transferable skills over industry-specific experience. “While operational hospitality knowledge remains important, qualities such as communication, adaptability, customer understanding, and problem-solving are equally valuable,” shares Macarius. At Wyndham Hotels & Resorts, internships, industry exposure and academic collaborations are helping students from non-traditional backgrounds enter hospitality and build operational confidence.
Finally, cultural alignment and attitude-led hiring continue to anchor workforce strategies in domestic hospitality groups. Samal notes structured training and internal mobility are key to building versatile teams. “We have broadened our hiring approach by tapping into talent from allied service sectors such as aviation and retail,” he adds. At Mayfair Hotels & Resorts, structured training and internal development systems support consistent, guest-centric service delivery.
RETAINING TALENT FOR FUTURE
Talent retention in hospitality is increasingly driven by continuous learning, career growth and a sense of belonging, with organisations viewing it as an outcome of culture rather than policy. “We view retention as a natural outcome of growth, learning, and belonging,” says Goyal. At The Leela Palaces, Hotels and Resorts, this is institutionalised through the Leela Centre of Excellence (LCoE), which impacts over 650 associates and managers annually. The programme includes leadership development for 250+ managers under LEAD, structured training for 220+ associates through LLDP, TLPS and Butler Development programmes, soft-skills training for 200+ associates, and culinary upskilling for 30 professionals annually under Shefs at The Leela, with a focus on wellbeing, inclusion, mentorship and recognition.
Across global hospitality organisations, retention is being strengthened through structured growth pathways, mobility and purpose-led engagement. Marriott International’s voluntary attrition has declined from nearly 33 per cent post-Covid to 24 per cent last year, supported by Integrated Jobs, Serve 360, TakeCare and the Marriott Development Academy. “Marriott is focussing on Gen Z integration through sensitisation workshops and a Gen Z handbook, while its AI-enabled Digital Learning Zone (DLZ) offers bite-sized, gamified and on-demand learning modules to help associates transition faster from student to professional,” shares Jaswal. He adds that policies such as Life On Time, ensuring fair working hours and overtime compensation, have helped reduce attrition by nearly 30 per cent over three years.
A similar emphasis on structured development and engagement is visible across the sector. Malik notes that retention is driven not just by compensation but by purpose, recognition and flexibility. “We are also focussed on creating a culture of recognition, flexibility and inclusivity, which plays a critical role in employee retention today,” he says. At Accor, career progression frameworks, leadership programmes and internal mobility initiatives support long-term, multi-functional career growth across geographies and roles.
Retention strategies are being strengthened through formal talent management systems and internal mobility structures. “We have built a robust career architecture with clearly defined career maps across roles within the hospitality ecosystem,” says Sanduja. At RHG, talent reviews, mid-year development conversations and leadership assessments support internal mobility, with nearly 65 per cent of hotel leadership movements driven internally. She adds that cross-hotel mobility policies are central to strengthening engagement and long-term retention.
At IHG, retention is driven by leadership pipelines, flexibility and structured career pathways. “Retention is not just driven by policies at IHG, it is built through culture and clear, long-term career pathways,” opines Bhardwaj. Programmes such as Journey to GM, Future Leaders and RISE, supported by succession planning, cross-functional exposure and mobility frameworks like Room to Grow and Talent Interportability, strengthen internal mobility. She adds that a five-day work week across most hotels and structured well-being systems are boosting engagement and leadership growth.
Beyond structured programmes, leadership culture is increasingly seen as a key retention driver. “It is ultimately a leadership and culture problem – people don’t leave brands, they leave environments that don’t invest in them,” says Lalvani. At Sterling Holidays, internal mobility is reinforced through clear career pathways and leadership progression. The Emerging Leaders Development Programme grooms high-potential talent for General Manager roles, while SHINE reinforces recognition and values-led performance. Campus hiring programmes also support retention through 12–18 months of structured exposure across geographies and formats.
Stronger retention outcomes are also linked to early career visibility and structured exposure. “One of the most important steps is creating stronger career visibility for young professionals from the outset,” says Macarius. At Wyndham, internships, mentorship and faculty engagement initiatives help students transition into operational roles with clarity and confidence, supported by defined global progression pathways.
Within domestic hospitality, retention is driven by growth-from-within and leadership development. “Our people philosophy emphasises growth from within, supported by cross-property exposure and leadership development initiatives,” says Samal. At Mayfair, structured induction, recognition and internal mobility frameworks strengthen engagement and long-term commitment.
What emerges clearly is that hospitality’s future will be defined not just by new hotels, brands or destinations, but by the people who bring these experiences to life. The industry’s growing focus on skill development, leadership cultivation, workplace culture and career progression signals a shift towards more sustainable talent strategies. As organisations and educational institutions work more closely than ever before, the foundations are being laid for a workforce that is agile, resilient and ready to lead hospitality into its next chapter. |
