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Can Career Mobility Be a New Solution to Lodging Workforce Development?

By Haemoon Oh Distinguished Professor, University of South Carolina | November 2025

This article was co-authored by Miyoung Jeong, Professor, University of South Carolina

Do people consider the lodging industry a good place to build a long-term career? In response to the lodging industry’s ongoing concern about workforce development, a team of researchers from the University of South Carolina’s Hospitality and Tourism Management faculty recently completed an AHLA-funded project to develop an effective tool to aid in the industry’s workforce development and management.

The tool is called a Career Mobility Checklist. It contains 21 factors that can be used to concisely audit how a lodging organization does in promoting employees’ career mobility, which has significant implications for employees’ organizational loyalty and the organization’s workforce management. Companies can also construct an index from the Checklist to monitor their performance over time and inform workforce development strategies.

The research report provides an extensive analysis of the lodging industry’s status quo in workforce management from the standpoint of employees. The analysis focuses on employee career mobility as a crucial factor for attracting and retaining talent. This comprehensive investigation emphasizes the importance of understanding and improving the industry’s practices in employee career mobility as an effective workforce management strategy. Several key findings and recommendations highlight the industry’s current performance and areas for improvement by offering a detailed analysis into mobility factors and their impact on employee satisfaction and retention.

It identifies 21 employee career mobility factors that are essential for talent retention and acquisition within the lodging industry. These factors are validated with experts and survey data and include factors related to organizational opportunities, individual and interpersonal preferences, and relative industry contributions. The analysis reveals that lodging employees rated job security, salary raises over time, salary competitiveness compared to other industries, fairness and transparency in policies and decisions, and benefit packages as the most important factors. However, the industry’s performance on these factors is rated significantly lower than their perceived importance. The gap is wide, needing industrywide tackling for successful workforce management.

The Career Mobility Checklist

The research team provides the ground-breaking, research-based career mobility checklist for the lodging industry. There is no standard for measuring the industry’s performance on fostering employee career growth opportunities. The team initially identified 70 potential mobility items from the management literature, and eight experts verified that these items could reduce to 21 without losing much information. A random sample of 470 lodging employees rated the importance and performance of each mobility item, followed by another survey in which 522 potential employees confirmed the fit of the 21 items for evaluating perceived employee career mobility. The Checklist includes:

Starting salary level
Salary raises over time
Promotion opportunities within the company
Job rotation and job modification opportunities
Performance review and feedback
Training for upskilling and professional development
Mentoring, coaching, and supervisor support
Leadership development opportunities
Empowerment
Benefit package (pension, insurance, healthcare, etc.)
Paid performance incentives (leave, vacation, etc.)
Flexible working options (e.g., working in the office or from home)
Company image and reputation
Organizational culture
Employee performance recognition
Respect for diversity, equity, and inclusion
Fairness and transparency in policies and decisions
Job security
Professional networking opportunities
Overall industry image and reputation
Salary competitiveness compared to other industries

Disparities in Perception

Current lodging employees consistently rated their employers’ performance lower than the importance they placed on the 21 career mobility factors. More than half the mobility factors received 80 percent or higher in importance scores, while fewer than one-third of the factors scored the same for actual performance. These relatively low performance mobility factors indicate an existing need to close the gap for effective resource allocation, as well as the need for closer monitoring of how well lodging organizations respond to their employees’ desire for career mobility.

Another notable finding is the disparity in how lodging employees at different levels of their position rated the importance and performance of the mobility factors. Managerial staff tended to rate the industry’s performance more favorably than office and entry-level staff, which indicates that there would be a difference in expectations and experiences across job levels. An inclusive approach to career mobility management may be necessary to embrace the perspectives of all employees equally. Addressing these disparities is crucial for creating a more cohesive and supportive employment conditions that are geared to employee loyalty and effective workforce management.

The lodging industry scores highly on several factors such as performance review and feedback, starting salary levels, leadership development opportunities, and company image and reputation. These high-performing factors are critical for attracting and retaining talent because they contribute to a positive work environment and career growth opportunities.

Nevertheless, the lodging industry needs to improve its performance in areas like job rotation, job modification opportunities, empowerment, professional networking opportunities, and organizational culture because current lodging employees rated them low. Although these areas are relatively less important to potential employees when considering a career in the lodging industry, low performance on these factors may undermine the industry’s effort to retain current employees.

Employee Loyalty and Well-Being

Career mobility through promotion opportunities within the company is strongly correlated with employee loyalty and intention to stay. The more the lodging company offers career mobility opportunities to its employees, the more likely its employees are to stay with the company. The correlation is encouraging, ranging from 44 to 52 percent depending upon job levels. Other factors like training for upskilling, starting salary level, and salary raises over time also play significant roles in talent retention. Enhancing the industry’s performance in these areas could lead to higher employee satisfaction and lower turnover rates and reduce the costs associated with employee turnover.

The lodging industry offers a moderate level of occupational pride, industry fit, and occupational image to potential employees. However, there is room for improvement in aligning the industry’s offerings regarding career mobility with the employee’s personal values and career goals. It is important for the industry to create a work environment that resonates with employees’ personal and professional aspirations, as employees’ career mobility perceptions are statistically linked to not only their loyalty intention but also their perceptions of social mobility and personal well-being. Aligning the industry’s image with potential employees’ values will also attract a more diverse and committed workforce.

Recommendations for Improvement on the Industry’s Career Mobility Practices

1. Enhance Leadership Development

Providing employees with more leadership development opportunities can help close the gap between managerial and entry-level staff perceptions of the level of career mobility offered by the industry, fostering a more cohesive and inclusive organizational culture. This can be achieved by implementing ideas like targeted training programs and mentorship opportunities that focus on developing leadership skills across all levels of the organization.

2. Improve Job Rotation and Modification

The lodging industry is traditionally not adept at offering job rotation and modification opportunities. Increasing such opportunities can not only enhance current employee satisfaction and career growth but also make the industry more appealing to potential employees. By offering employees the chance to experience different roles and responsibilities, the industry can build a more dynamic and flexible workforce equipped with transferable skills and benefit from retaining better-prepared future leaders developed within the industry.

3. Foster Empowerment and Networking

Empowering employees and supporting their professional networking can lead to a more positive organizational culture and employee engagement. When employees feel a sense of internal support and self-engagement, they become more loyal to the organization. The industry can achieve this through initiatives that promote inclusion, collaboration, and knowledge sharing among employees. Offering opportunities for professional development and networking will certainly build strong employee morale.

4. Align Industry Image With Employee Values

Monitoring changes in career aspirations and aligning the industry’s image with potential employees’ personal values and career goals can attract a more diverse and talented workforce, eventually improving employee satisfaction and retention. This will also promote the industry’s commitment to diversity, equity, and inclusion, promoting the positive aspects of working in the lodging industry to both current and potential lodging employees.

5. Focus on Training and Upskilling

Investing in training programs that focus on upskilling and professional development can retain talent and improve employees’ organizational loyalty. Such retraining is crucial, particularly now and in the next few years, because the rapid technological applications to the service delivery process require everyone to adjust to new working conditions and changing guest preferences. Industrywide investment in retraining for upskilling will make the industry more competitive overall. By continuously investing in human capital improvement and employee career aspirations, the industry can foster a culture of continuous learning that will eventually benefit the organization and industry.

6. Monitor and Benchmark Your Performance

One creative use of the career checklist is its periodic application to measure how the lodging organization adapts to the changing demands in career mobility by both current and potential employees. The checklist may be used in quarterly or bi-annual surveys to audit how current employees perceive the performance of the lodging organization. Similar surveys are applicable to new and potential employees to gauge how attractive the organization is for talent acquisition purposes. By doing so, a continuous monitoring of career mobility performance will inform effective workforce development over time. In addition, application of the checklist across many lodging organizations will provide an excellent opportunity to benchmark career mobility performance against peers within the industry, resulting in industrywide improvement in workforce development practices.

Conclusion

The lodging industry has made remarkable strides in supporting employees’ career mobility and well-being, but there is still room for further improvement. The lodging industry needs to focus on the recommended areas to advance its workforce development outcomes and become a leader in employee career mobility and success. This report serves as a foundation for ongoing discussions and improvements in the lodging industry’s workforce management practices, aiming to create a more inclusive and supportive work environment for all employees.

The findings and recommendations outlined are crucial for lodging organizations in building a workplace where employees have a good chance to achieve their dynamic career aspirations. By addressing the identified gaps and leveraging high-performing mobility factors, the lodging industry can elevate its image to both current and potential employees. Closing these gaps will contribute ultimately to developing a more committed and resilient workforce. This career mobility approach to workforce development will not only benefit the industry as a whole but also nurture the personal and professional growth of its employees over time.

Dr. JeongThis article was co-authored by Miyoung Jeong. Dr. Jeong, Ph.D. is a professor in the School of Hospitality and Tourism Management at the University of South Carolina and an International Scholar at the Universidad de La Sabana in Colombia. She has worked at various institutions, including the University of Massachusetts, Iowa State University, and the University of Mississippi. Her teaching interests include AI-powered event planning, hospitality business analytics/data visualization, and hospitality and tourism technology. She has received numerous industry and academic research grants from the American Hotel & Lodging Association, the Incentive Research Foundation, International Council of Shopping Centers, and United State Department of Agriculture. Throughout her academic career, Dr. Jeong has received various research awards such as W. Bradford Wiley Memorial Best Paper of the Year and Best Paper from various conferences. Her research interests are in smart tourism technology, digital technology, consumer behavior, hospitality operations, sharing economy, and business analytics.

Dr. Oh

Haemoon Oh, Ph.D., is University of South Carolina Foundation Distinguished Professor on the faculty of Hospitality and Tourism Management. He has published extensively in leading journals and completed many industry consulting research projects including two projects funded by the American Hotel and Lodging Association (AHLA), three projects funded by Incentive Research Foundation (IRF), and one project funded by the United States Department of Agriculture. Dr. Oh's research has won various awards such as The John Wiley & Son's Lifetime Research Achievement Award, The W. Bradford Wiley Memorial Best Paper of the Year Award three times, and many best paper awards at conferences and by journals. He has served on several industry boards, providing consultation and research leadership. His expertise spans over service quality, guest/employee satisfaction, experience valuation, and employee career and social mobility. Through his research in his career, he has served a countless number of hospitality organizations. More recently, Dr. Oh collaborated on several research projects tackling how advancing technologies such as artificial intelligence and robots could be used in hotel service delivery to optimize the human-technology interaction toward maximum guest satisfaction. Extended Biography & Contact Information

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If you choose to purchase a subscription, member subscription payments can be made in U.S. Dollars, as well as a variety of international currencies. Membership terms are Annual Recurring, and Monthly Recurring. The Annual Recurring subscription is an annual commitment and subscribers will be charged each consecutive billing cycle. Annual Recurring subscriptions can be cancelled after the first billing cycle and within 30-days of the billing date for a full refund. Monthly Recurring subscriptions are ongoing and subscribers will be charged each consecutive monthly billing cycle. Monthly Recurring subscriptions can be cancelled after the first month and within 7 days of the monthly billing cycle for a full refund.

12. PAYMENT AUTHORIZATION

Payment for the services provided to you in, at, through or in association with HotelExecutive may be made by automatic credit card, debit card, direct debit, bankwire or Paypal and other approved payment means offered in, at, through or in association with HotelExecutive, and you hereby authorize HotelExecutive and its agents to transact such payments on your behalf.

You hereby authorize HotelExecutive's Internet Payment Service Provider to charge your credit card to pay for your membership to HotelExecutive. You further authorize HotelExecutive's Internet Payment Service Provider to charge your credit card for any and all purchases of products, services in association with HotelExecutive. You agree to be personally liable for all charges incurred by you in association with your access or other use of any content provided by HotelExecutive or any third party in association with HotelExecutive. You acknowledge and agree that your liability for all such charges shall continue after termination of your access or any type of membership arrangement with HotelExecutive.

In the event that you have chosen to have your membership automatically rebilled, unless and until you notify HotelExecutive that you wish to cancel or terminate your membership to HotelExecutive, you hereby agree and authorize HotelExecutive's Internet Payment Service Provider to automatically renew your membership to HotelExecutive on a continuing basis and to charge your credit card (or other payment means you have selected) to pay for the ongoing cost of your membership. You hereby further authorize HotelExecutive's Internet Payment Service Provider to charge your credit card (or other approved payment means you have selected) for any and all purchases of products, services and entertainment provided to in, at, through or in association with HotelExecutive.

13. PRIVACY POLICY

The following is the Privacy Policy for HotelExecutive

We can be reached via telephone, email, or online at our contact page. When you visit our site we do not log any information regarding your domain or email address. Information Sharing: We do not share user information with any third parties other than via press release distribution as described below.

Hotel Newswire is a newswire service that distributes press releases on behalf of our users. If you decide to submit a press release for distribution through our system we will transmit your entire press release including any personal information therein contained to our media contacts and online distribution points including search engines. This is the only redistribution of your information that we engage in. Your submission of press releases through our system indicates consent with this policy. The information we collect during your registration process is used to notify users about updates to our service and inform users of any special events hosted by Hotel Newswire. This information is not shared with other organizations for commercial or non-commercial purposes.

Cookies: Our system requires the use of cookies to enable the user to log back into our website to access information from the newswire, without having to log in each time using the required username and password.

If you do not want to receive email from us in the future, please let us know by following instructions included in our communication with you. Users who supply us with telephone numbers online may receive telephone contact from us regarding their account, or informing them of new products and services available on the HotelExecutive website. If you do not wish to receive such telephone calls, please edit your account and remove your phone number from your account profile. This can be done from your user account menu.

Ad Servers: We do not partner with or have any relationship with any ad server companies. From time to time, we may use customer information for new uses not previously disclosed in our privacy notice. If our information practices change at any time, we will post the policy changes to our website to notify you of these changes and provide you with the ability to opt out of these new uses. If you are concerned about how your information is used, you should check back at our website periodically.

Upon request we provide site visitors with access to all information (including proprietary information) that we maintain about them. Users can access this information by logging in to their account.

Security: We always use industry-standard encryption technologies while transferring and receiving user data exchanged with our site. We have appropriate security measures in place in our physical facilities to protect against the loss, misuse, or alteration of information that we have collected from you on our site. We do not store credit card information in our systems.

If you feel that this site is not following its stated information policy, you may contact us.