Artificial intelligence, new generations, and continuous training are among the factors that will transform the sector; the report is available free of charge. HERE
HSMAI, a global association dedicated to the development of executives and professionals in the hospitality and tourism industry, specializing in Sales, Revenue Management, Distribution, and Marketing, presented the study “State of Hotel Commercial Talent,” which analyzes the main transformations in the professional profile and skills required by the sector. The report compiles expert insights and identifies trends that will influence talent management in the commercial areas of the hotel industry in the coming years.
The data shows that rapid technological evolution, especially with the advancement of artificial intelligence (AI), is beginning to change the skills required of sales, marketing, and revenue management professionals. As a result, some operational and analytical tasks are becoming increasingly automated. According to the study, industry specialists estimate that up to 25.1% of hospitality jobs will be impacted by automation.
“The study makes it clear that technology is no longer just a support tool; it’s a key player. Artificial intelligence is automating operational and analytical tasks, shifting the professional’s role toward strategic thinking, data interpretation, and decision-making,” explains Gabriela Otto, president of the organization in Brazil and Latin America. As an example, the report points out that, in sales, the use of AI for generating proposals and conducting analyses has already resulted in conversion rates between 151% and 251% higher.
The report also highlights the impact of generational shifts in the workplace. Currently, hotel teams include professionals from different generations, from Baby Boomers (1946–1964) to Generation Z (1997–2010), who were born into a completely digital world, and now those born in Generation Alpha (from 2010 onward) are beginning to join the workforce. Each generation has different expectations regarding careers, work models, and work-life balance. “There has never been so much generational diversity at the same time. This changes everything, from career expectations and the relationship with leadership to work dynamics,” adds Gabriela.
According to the study, continuous learning has ceased to be merely a Human Resources initiative and has become a business imperative. In an environment of rapid technological transformation, investing in ongoing training and skills development is essential to maintaining competitiveness. For the president of HSMAI Brazil, technology does not replace talent, but it exposes those who fail to evolve. “The difference will be increasingly human, with a repertoire of skills, business acumen, and the ability to connect different areas. Isolated Sales, Merchandise, Marketing, and/or Distribution departments represent lost revenue.”.
The report also highlights the impact of mental health on performance and retention. In the hospitality industry, mental health issues reflect factors such as irregular work schedules, constant pressure to provide excellent customer service, and unstable demand cycles. Given this context, the report emphasizes that wellness initiatives are no longer seen merely as a perk but have become an integral part of business strategy to maintain productivity, talent retention, and business continuity.
According to Gabriela Otto, Brazil faces a particularly challenging combination, “with a shortage of skilled labor, high turnover, and an operating model still under significant pressure from costs and productivity. We are at a point where we need to rethink productivity, technology, and the operating model.”.
Beyond highlighting trends, the study offers a clear warning: those who fail to review their talent strategy now will be operating with an outdated model. The material is open access. HERE.
