Drawing on Ibarra's competency trap, this piece argues that being repeatedly picked for the same task locks capable professionals into a cycle that stalls growth, and that both individuals and managers share responsibility for breaking it.
Opinion piece arguing that employee judgment, not policies alone, drives better service outcomes, using a hotel check-in story to illustrate training and empowerment gaps.
EHL's Dr. Sébastien Fernandez argues leaders cannot directly motivate employees but can create conditions, built on trust and psychological safety, where motivation emerges naturally.
The author argues hotels have reduced staff to system operators, and that AI should be used to strip away rote computer tasks and restore genuine human responsibility and hospitality skills.
A review of 129 studies finds that hotel robot deployments often succeed operationally while quietly undermining staff engagement, with clear communication, role definition, and supportive leadership as key remedies.
Research of 231 US service-sector employees finds social and self-evaluation outcome expectations drive engagement more durably than material benefits, especially during periods of uncertainty.
The article outlines a four-quadrant leadership framework for restaurant managers, arguing that balancing decision quality with human-centered framing drives retention, engagement, and performance in high-pressure kitchens.
Reflecting on a career that began as a bellhop, Dr Michael A. Kruesi argues that, while AI automation is making the labour market increasingly uncertain, hospitality still offers young professionals a comparatively secure pathway to a long and fulfilling career.
Housekeeping accounts for up to 35% of hotel labor costs and is the top driver of guest satisfaction, yet remains chronically underfunded, understaffed, and undervalued by most ownership groups.
The author argues that destination resorts should build sales teams from within, identifying guest-facing staff with commercial instinct and developing them through structured apprenticeships rather than costly, high-turnover external hires.
With 65% of hotels reporting staffing shortages and an 8.6M worker shortfall projected by 2035, the article argues perception and culture gaps matter more than wages in attracting Gen Z.
Opinion piece argues that great service requires both the right attitude (mindset) and trained language skills (word set), including how to reframe negative responses.
Lecturers at Hotelschool The Hague argue hospitality schools must embed VR simulations, AI prototyping, and Makerspace environments into curricula to close graduates' digital skills gap.
A 2026 talent strategy guide for hoteliers outlining five pillars: competitive pay, employee experience, career development, technology, and employer branding to win the hospitality talent war.
A DHS shift from Duration of Status to fixed admission dates for J-1 visas creates hidden service continuity risks at luxury hotels before management or ownership notices a problem.
Promotion decisions are driven by invisible relationship paths, not merit alone, leaving unseen employees without advocates and formal talent reviews simply ratifying the bias.
A two-part series on designing executive education programmes for international luxury resorts, built around critical cross-departmental decisions rather than generic management content.
A former hotel worker argues that AI should eliminate drudge work to free staff for high-value guest interactions, not cut headcount, warning that cost-only thinking destroys service quality and accelerates turnover.
Ahead of International Housekeepers Week, the article makes the case for digital tipping platforms as a year-round financial and workforce tool, citing 35% of hoteliers planning to add digital tipping in 2026.
The author argues hospitality degree programs are failing graduates by not teaching USALI financial reporting, leaving employers to fill a skills gap that belongs in the classroom.