Gustav Pieterse | Chairperson | FEDHASA Inland | General Manager | Saxon Hotel, Villas & Spa | mail me |
Hospitality has always welcomed guests effectively. However, an important question remains. Are we equally good at welcoming young people into lasting, meaningful careers?
South Africa’s youth unemployment crisis is well-documented. Hospitality should play a stronger role in changing that story. The sector can offer first jobs, skills, confidence and exposure to the world.
The urgent need for investing in people
Yet the industry has not done enough to turn that potential into a real opportunity. A widening skills gap continues to grow. Rapid technological change also reshapes the sector. In addition, the aftershocks of the pandemic still influence operations. If we do not prioritise investing in people with the same determination we invest in product and property, the consequences will persist for years.
I have seen this reality from several perspectives and observed it on the operations floor. I experienced it again in senior management. Today, I see it through my work and collaboration with academic advisory boards. Across these spaces, one pattern stands out clearly. When organisations focus on investing in people, young professionals thrive.
By contrast, a different outcome appears when businesses treat young employees as interchangeable labour. In those environments, people either leave the industry or remain stuck. Many stay disengaged and underutilised.
Hospitality must become a career pathway
Too often, the industry treats hospitality as a temporary stopgap for young people. Instead, it should present it as a serious career path. Many businesses recruit staff only to fill rosters during peak periods or major events. However, they rarely plan what comes next.
Industry leaders frequently discuss “the youth” and “the future.” These discussions appear in panels and strategy documents. Yet daily workplace experiences often contradict those conversations. Many organisations still provide inconsistent onboarding. Feedback also remains limited. Training frequently occurs in an ad hoc manner. At the same time, employees receive little clarity about career progression. A commis, receptionist or waiter often struggles to see a realistic path toward leadership.
Furthermore, the expectations of the next generation have changed significantly. Many young professionals now seek more than employment. They want growth, purpose, and a workplace that genuinely values development.
Understanding the expectations of the next generation
Young professionals increasingly expect coaching and mentorship. They also value a healthy workplace culture. In addition, they want opportunities to contribute meaningfully rather than simply comply with instructions. If the industry ignores these expectations, movement to other sectors becomes inevitable. Those sectors often appear more willing to commit to investing in people.
The education-to-employment pathway reveals a similar disconnect. During many forums and advisory meetings, the same concerns arise repeatedly. Graduates often arrive with strong theoretical knowledge. However, they lack digital fluency, critical thinking ability, resilience and practical exposure.
At the same time, employers frequently criticise graduates as “unprepared”. Yet many of those same employers offer very few structured internships or mentorship opportunities. They also provide limited career progression pathways. The system itself has not collapsed. However, it has become outdated. Consequently, all stakeholders share responsibility for modernising it.
Moving beyond short-term thinking
The industry also tends to organise itself around short-term milestones rather than long-term legacy. Large events illustrate this pattern clearly.
Events such as the Soccer World Cup or international summits create bursts of training, hiring, and investment. However, momentum often disappears once the spotlight fades. This pattern raises an important question. What remains for the young people who staffed those events? Did the industry prepare them for long-term careers, or did it simply offer temporary contracts?
Fortunately, another side to this story exists. It offers genuine hope for the sector. When organisations treat talent development as a strategic priority, outcomes improve dramatically.
When investing in people delivers results
I have witnessed this transformation firsthand. Several individuals began their careers in entry-level roles. Over time, they progressed into management positions. Their growth occurred because someone invested time in mentoring them. Leaders trusted them with meaningful responsibility. They also mapped out clear career pathways.
Similar examples appear across South Africa. Many properties and hospitality groups already demonstrate what works. These organisations have made a deliberate choice. They focus on investing in people, not merely filling positions.
Employers who want to develop the next generation of leaders can start with several practical actions. First, organisations must treat onboarding as a strategic process. Second, young employees should gain access to mentors rather than only supervisors.
Building stronger development pathways
Businesses should also provide regular and honest feedback. Learning must become part of everyday work rather than an occasional training event. Annual workshops alone cannot develop future leaders.
At the same time, the industry must recognise broader capabilities. Emotional intelligence plays a critical role in hospitality.
Empathy and cultural awareness matter just as much. Therefore, organisations should create space for young professionals to develop and apply these strengths alongside technical skills. Industry bodies and professional platforms also hold an important responsibility. Organisations such as Hostex sit at a critical intersection. They connect government, education providers and business.
Collaboration across the sector
These organisations can convene conversations across the industry. They can challenge outdated practices and connect stakeholders who rarely interact. For example, Hostex offers more than a platform for showcasing products and trends.
The event can also highlight skills initiatives and development programmes. It can give visibility to emerging talent across the sector. Importantly, it can host honest conversations about what works and what does not work in the current approach.
If the industry wants to build a sustainable workforce, collaboration with tertiary institutions must become more meaningful. Partnerships cannot remain symbolic or superficial.
Creating a sustainable talent pipeline
Instead, collaboration must become intentional and continuous. One practical solution involves local partnerships. Hospitality establishments could “adopt” nearby tourism or hospitality programmes.
Businesses could contribute to curriculum discussions. They could also host learners for workplace exposure. Where possible, they might support bursaries for promising students. Most importantly, they should provide structured mentorship for graduates entering their first roles.
If enough organisations adopt this approach consistently, the skills landscape would change dramatically within a few years. These actions would reinforce a long-term commitment to investing in people.
The industry we choose to become
Ultimately, this discussion goes beyond staffing challenges. It concerns the identity of the hospitality industry itself. A sector that relies on short-term fixes will struggle to achieve excellence. Organisations that treat young employees as disposable will also struggle to innovate. Over time, such practices weaken the industry’s reputation.
By contrast, an industry that opens doors and nurtures potential builds something far stronger. Businesses that support careers and prioritise investing in people will attract better talent. More importantly, they will retain it.
Hospitality has always prided itself on creating a sense of welcome. Today, the real test lies elsewhere. The sector must extend that same welcome to the people who build their futures within it.
The doors already exist. The industry must decide what happens next. Will those doors remain half open? Or will the sector open them fully for the next generation?
