Workforce Development and Retention in Hospitality: A Leadership Imperative

After working across multiple customer service-related industries, I have seen workforce development and retention challenges from many angles. One revelation is clear: this cannot be treated solely as an HR issue. In hospitality, it is a strategic priority that affects service, guest loyalty, and long-term profitability.

Too often, companies default to placing workforce issues on HR’s plate and moving on. But if we want effective and sustainable solutions, every stakeholder must play a role.

I will never forget something my Regional Vice President told me during my first GM assignment:
“The Sales Team is not the Hotel, but the Hotel is the Sales Team.”

That line stuck with me because it highlights a truth we often overlook. Some roles represent more than just a single department. The same goes for workforce development. HR may manage the process, but retention is shaped daily by how leaders at every level show up, set expectations, and support their people. Retention reflects how the whole operation runs and is modeled by everyone from the top down.

It is easy to assume that higher wages, referral bonuses, or a great meal plan will solve retention. These efforts help, but they cannot replace good leadership. A well compensated employee who feels unsupported will still walk. One frustrating day can be all it takes to question whether the bells and whistles are worth it. That is why culture and the people who mold it matter as much as pay.

Owners rightly focus on ROI. But if the pursuit of short-term profits leads to chronic understaffing or burnout, it backfires. People are the engine of hospitality. When they are supported, they create guest experiences that drive long-term returns.

Management companies are uniquely positioned to influence both owners and on property leaders. But culture cannot be a buzzword. It must be a priority from the top down. I recently spoke to someone from a management company who said, “I would not want to be a GM in this economic environment, given all the pressure we are putting on them.” That mindset points to a deeper issue that must change. If the GM role becomes unsustainable, the entire operating model is at risk.

General Managers must be the primary culture drivers at their properties. The best management companies understand this and give their GMs the space to lead people, not just manage paperwork. That means reducing the burden of excessive reporting and analysis that pulls GMs away from what matters most: their teams, their guests, and the property culture.

A GM stuck behind a screen all day is not building morale, coaching staff, or walking the floors. Leadership is not a spreadsheet. It is presence, consistency, and connection. If you want retention, give your leaders the time and autonomy to lead.

To Hospitality Leaders in general: remember why you chose this field. Most of us entered the Hospitality Industry because we love leading teams and creating meaningful moments for others. That spirit of service excellence is still your greatest asset and your best retention tool.

Culture drives everything. How teams are led, how guests are treated, how long employees stay — it all traces back to leadership. So here is a simple question:
Would you want to work for you?

Alongside leadership and culture, here are a few practical solutions I see hospitality colleagues actively implementing across their properties and organizations.

Technology, when used wisely, can relieve pressure by automating repetitive tasks and letting staff focus on higher-value, guest-facing moments. It can enhance service and support ROI, but it must be implemented with care. We have all felt the frustration of endlessly automated phone systems when all we needed was a real human. That is the kind of friction your guests feel too. It should never replace the human touch for the sake of convenience.

One area where I’m seeing renewed focus is on building intentional relationships with high schools, technical colleges, and universities that offer hospitality or culinary programs. These institutions are filled with students actively seeking real-world experience and meaningful career pathways. By engaging early through internships, classroom visits, mentorship, or on-campus recruiting, hotels can build a direct pipeline of motivated, coachable talent. More importantly, it signals to the next generation that your property is committed to developing people, not just filling positions.

In the same spirit of proactive workforce development, partnering with a dedicated hospitality staffing company is a smart strategic move. Speaking as a former General Manager, I understand how unpredictable daily operations can be. Even the best-run properties experience unexpected turnover and business surges. In those moments, having a trusted staffing partner you have built a relationship with ahead of time becomes essential.

A great staffing partner such as FREI Hospitality Group does not merely operate as a vendor. As hospitality professionals, and with many of our executive team members coming from the hotel industry, we function as an extension of your team. Our role is to solve problems before they escalate and to provide first-hand support that aligns with your standards, your service culture, and your bottom line.

The right staffing partner understands your pacing, respects your P&L, and adjusts with your seasonal flow. Our goal is not to simply fill roles. It is to strengthen your existing team. In a people-first industry, that kind of support can be the difference between maintaining excellence or falling behind.

The future of hospitality depends on how we treat the people who bring it to life. Retention does not start with programs. It starts with good leadership, culture, and shared responsibility. Invest in the people delivering results, and everything else will follow.