Recruitment and retention remain among the most persistent and complex workforce concerns facing the hospitality and tourism industry today (Näppä et al., 2024). Global labour shortages, intensified competition, shifting generational expectations and the long shadow of the COVID-19 disruption have all contributed to a more volatile employment landscape. Many of these challenges predate the pandemic but were accelerated by its effects, leading to a structural reconfiguration of hospitality labour markets (Baum et al., 2020). The articles in this themed issue bring forward practitioner perspectives from different international contexts, offering grounded insights into how organisations are experiencing these pressures and what strategies they are adopting to address them.
The opening contribution by Germanier and Darioly (2025) provides a broad practitioner-informed framework, revealing the widespread perception that traditional recruitment methods are no longer adequate. Their findings align with prior research indicating that younger workers increasingly evaluate jobs based on culture, flexibility and personal growth, rather than solely on wages or job titles (Francis and Hoefel, 2018). This shift is reflected across multiple articles in the issue. For instance, Lazaridis (2025) explores leadership expectations within luxury hotels and highlights the growing importance of empathy, communication and coaching-oriented management styles. These expectations are consistent with studies suggesting that supportive and emotionally intelligent leadership significantly improves engagement and retention among emerging professionals (Brown et al., 2015).
The industry-specific case studies, provided in this thematic issue, deepen this understanding. Zhao et al. (2025) illustrate how labour shortages, rising living costs and competitive pressures are influencing recruitment practices in a Swiss boutique hotel. Their observations echo broader European labour studies that note increasing difficulty in attracting hospitality workers in high-cost destinations (Yin, 2023). The challenges presented by Golvala et al. (2025) from a Mumbai business development context reveal similar concerns, particularly in rapidly expanding markets where demand for skilled workers outpaces supply.
Another article, by Jones and Erhart (2025), describes how new entrants struggle to compete for talent against established airlines and global tourism firms. Their perspective highlights the importance of employer branding and the need for authentic organisational identities – elements that have become crucial in attracting Gen Z workers (Richardson, 2010). Meanwhile, Buckle and Jacques (2025) provide a regionalised view of the hospitality labour market in East Anglia, demonstrating how transportation barriers, seasonality and talent shortages complicate recruitment in semi-rural contexts.
Broadening the geographic and sectoral scope, Forelli and Ordoñez (2025) examine retention from the perspective of a travel industry company in Mexico, offering insight into how cultural factors, local labour dynamics and economic pressures shape workforce decisions. Complementing these diverse cases, Correia (2025) synthesises global insights into how organisations can better motivate and retain emerging hospitality professionals, highlighting the importance of structured career development, meaningful work design and opportunities for rapid skills acquisition.
Across all contributions, a clear message emerges: retention does not begin on an employee's first day but during the recruitment process itself. Research has shown that mismatches between job expectations and actual working conditions are among the strongest predictors of early turnover (Deery and Jago, 2015). The articles in this issue reflect this reality, emphasising the need for transparent communication, realistic job previews and supportive onboarding practices.
The concluding article by Darioly and Germanier (2025) strengthens the idea that long-term workforce sustainability depends on system-level transformation rather than isolated initiatives. What becomes evident across this themed issue is that recruitment and retention must be approached not as separate HR functions but as interconnected processes embedded within a broader organisational vision.
Collectively, the articles portray a sector in flux – re-evaluating the ways it engages, nurtures and keeps its employees. Drawing on practitioner perspectives from around the world, this issue paints a timely and detailed picture of the labour challenges confronting hospitality today. It is our hope that the insights shared here will stimulate further dialogue among industry leaders, educators and policymakers as they work toward building workplaces that are resilient, attractive and capable of sustaining the next generation of hospitality and tourism professionals.
About the Theme Editors
Dr Rachel Germanier has an experience of guiding student writing and research for many years as dissertation supervisor and research methods teacher. Her expertise in the subject matter is limited but has proven ability to respect deadlines and coordinate work of others. Experience of writing conference papers and journal articles and have been a reviewer for several journals and conferences.
Dr Annick Darioly has a PhD in work and organizational psychology with some expertise in the subject matter, experience of guiding student writing and research endeavours as dissertation supervisor and head of research at the institution. She has demonstrated proficiency in meeting deadlines and effectively coordinating the efforts of others. Experience of writing conference papers and journal articles and have been a reviewer for several journals and conferences.
