In a recent interview series organized by the HSMAI Foundation and led by Lori Kiel, HSMAI Foundation President, HSMAI academic and professional leaders discussed the hospitality student pipeline.
The objective, aligned with the HSMAI Foundation's mission, was to explore how the industry can better support academia to attract, engage, and develop the next generation of hospitality professionals. Key attendees included Donna Quadri-Felitti, PhD, director and associate professor of the Penn State School of Hotel Management, and Kate Walsh, dean and E.M. Statler Professor of the School of Hotel Administration at Cornell College of Business.
These are the main points of the debate:
Several challenges have been impacting enrollment in hospitality-related courses:
- Competition from other industries: Jobs in technology and real estate, among others, attract students who might otherwise consider hospitality.
- Misconceptions about compensation and work-life balance: Many students have misconceptions about the financial viability and lifestyle associated with careers in hospitality.
- Changes in the structure of the industry: Many employers now offer remote work, changing traditional expectations of an “on-site” career.
It was emphasized that the industry's reputation can be revitalized by showcasing its complexity and the diverse skills required to succeed in the hospitality industry, rather than reducing it simply to a "people business."
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The industry's role in promoting registrations and improving the sector's reputation.
It's necessary to visually and narratively move away from traditional images, such as the reception area, and begin to highlight the dynamic and multifaceted nature of hospitality. The importance of communicating the broad range of skills required in the sector to parents and counselors was emphasized, making it clear that hospitality is much more than simply working with people.
The need to involve industry in the classroom by offering internships and outlining explicit career paths, including opportunities in corporate roles, was emphasized. Competitive salaries and the opportunity to work with cutting-edge technology (e.g., AI) are crucial to attracting students.
Effective models and strategies
Some companies and schools are successfully addressing these challenges. Large multinational brands have the resources to create scalable initiatives and clear career paths, while smaller, independent hotels can be left behind.
Industry also needs to support faculty members so they can dedicate time to the field and stay up-to-date with current practices. Furthermore, industry can provide comprehensive curricular support to bridge the gap between the needs of academia and industry.
Addressing the talent gap in commercial roles
There is a known lack of interest among students in marketing, sales, and revenue management roles. Data and artificial intelligence must be leveraged to make these roles more attractive. It was recommended that industry leaders clearly articulate their needs and collaborate with academic institutions to integrate real-world applications into the curriculum. Sharing personal career paths and practical challenges with students can also make these roles more relatable and appealing.
We need to stop glorifying roles in the real estate and finance sectors, highlighting the significant impact sales professionals can have on business success.
There is a critical need for stronger collaboration between academia and the hospitality industry. By providing solid, real-world experiences, we reshape the narrative around hospitality careers and support faculty development. We need to teach people how to learn. Hotel executives must promote lifelong learning and adaptability in the rapidly evolving world of hospitality.
