Millions of young people could help address the global hospitality talent shortage as hotels, resorts, restaurants and tourism businesses struggle to recruit and retain workers.
Governments and employers are responding with seasonal migration routes, apprenticeships, vocational education, employee housing and digital training. However, hospitality leaders increasingly recognise that conventional recruitment alone cannot deliver a sustainable workforce.
Duong My Phuc, Executive Director of STREETS International, believes vulnerable young people represent a significant pool of overlooked talent. His message to employers is direct: look beyond the résumé and consider a candidate’s potential, motivation and ability to develop.
The argument connects two urgent challenges. Hospitality businesses need more skilled people, while many disadvantaged young adults remain excluded from established employment pathways.
United States addresses seasonal vacancies
The United States uses temporary international recruitment to help tourism businesses manage sharp seasonal changes in demand.
The H-2B programme allows eligible employers to recruit foreign workers for temporary non-agricultural positions when sufficient qualified American workers are unavailable. Hotels, resorts and tourism operators can use the programme to support operations during busy periods.
The J-1 Summer Work Travel programme also connects eligible international university students with temporary and seasonal employment. It simultaneously gives participants an opportunity to experience American life.
These programmes are especially relevant to destinations where summer holidays or winter ski seasons create sudden staffing requirements. Meanwhile, employers are investing in benefits, training, recruitment technology and productivity improvements to compete for available workers.
Countries pursue different workforce solutions
Australia combines domestic workforce development with employer-sponsored migration through its Skills in Demand visa. Its broader visitor-economy strategy also focuses on attracting, developing and retaining tourism employees.
Germany uses its dual vocational training system to combine classroom education with practical workplace experience. More than 51,000 people were undertaking hospitality vocational training in the country during 2025.
This model enables hotels and restaurants to help build their future workforce instead of competing exclusively for experienced employees. International participation in vocational education also links migration with recognised skills development.
Japan is addressing demographic pressure through its Specified Skilled Worker system. The programme creates formal routes into designated industries, including accommodation and food services, for eligible foreign workers meeting established requirements.
Japan is also developing a system that combines employment with skills and Japanese-language development. This structured approach is especially important in hospitality, where communication and customer interaction influence service quality.
Housing and career development support retention
Italy’s response highlights a barrier that recruitment campaigns can overlook: accommodation for workers.
Its Staff House initiative allocates €120 million between 2025 and 2027 to support housing for seasonal tourism employees. The measure recognises that people cannot accept jobs in expensive destinations without suitable places to live.
Spain is focusing on professionalisation through its Tourism 2030 strategy and dedicated Talent Programme. Training in digitalisation, sustainability and innovation is intended to make tourism employment more attractive as a long-term career.
Portugal’s Integrar para o Turismo programme combines technical education, Portuguese-language support and employer intermediation. This helps migrant workers prepare for customer-facing roles while enabling businesses to recruit candidates with appropriate workplace skills.
The United Kingdom is developing a Hospitality Skills Passport that allows workers to carry a digital record of their abilities between employers. Ireland, meanwhile, provides subsidised education through Skills to Advance and online tourism courses through LearniFI.
Canada is strengthening tourism workforce intelligence, while Austria has increased its 2026 seasonal tourism worker quota to approximately 8,000.
Inclusive hiring unlocks overlooked potential
STREETS International offers another model by training vulnerable and disadvantaged young people for hospitality careers.
Phuc has worked with the organisation since 2009 and has observed the transformation of more than 500 young people. Some participants arrived lacking confidence before progressing into hotel and restaurant roles, earning promotions or establishing businesses.
The organisation works with people affected by economic hardship, domestic violence, HIV and drug-related issues. It expanded its programme to single mothers in September 2025 and plans to include young people with occupational and learning impairments by the end of 2026.
Its support for single mothers includes basic childcare, recognising that access to training alone does not remove every participation barrier.
Phuc argues that vulnerability should never be mistaken for insufficient intelligence or motivation. Employers should instead identify what support enables candidates to demonstrate their abilities and contribute effectively.
Technology leaves more time for human service
Technology will also influence hospitality workforce development. Automation can handle repetitive processes, giving employees more time for empathy, personal interaction and meaningful guest service.
This human connection is becoming increasingly valuable as travellers seek authentic experiences, transparency and trust. Social-impact dining and tourism programmes can therefore support workforce inclusion while enriching the visitor experience.
STREETS incorporates environmental and social responsibility into training. Its practices include avoiding plastic bags and straws, repurposing banners and redirecting restaurant food waste for agricultural use.
The wider lesson is clear. Hospitality cannot resolve its talent shortage through recruitment campaigns alone. Strong workforce strategies must combine access, education, migration, housing, retention, technology and career progression.
Millions of young people may already possess the motivation needed to succeed. The industry’s next challenge is creating pathways that allow their potential to become visible.
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