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Addressing the Talent Crisis in Luxury Hospitality

By Franck Arnold Managing Director & Regional Vice-President, The Savoy | January 2026

The luxury hospitality industry across the world finds itself at a critical juncture. While appetite for high-end, bespoke experiences continues to grow, a widening skills gap threatens to undermine the industry’s ability to deliver excellence. I believe that proactive measures are essential. Addressing the talent deficit is a crucial investment in the future of the industry.

How the Pandemic Affected Luxury Hospitality

The hiring landscape has undeniably changed since the global pandemic. The early days of COVID-19 saw a significant exodus of talent from the hospitality sector. Many experienced professionals, facing uncertainty, furloughs, or outright job losses, understandably sought more stable roles in other industries. This ‘Great Resignation’, as it came to be known in the US, disproportionately impacted service industries and left a vacuum of experienced staff.

While the overall candidate pool has since expanded, the fundamental issue of a scarce amount of genuinely skilled and knowledgeable professionals in the talent pool persists. In my experience, which mirrors sentiments discussed with peers in the US, traditional hospitality education often falls short in equipping future leaders with the nuanced tools required to navigate the sophisticated demands of today’s high-end market. While the theoretical foundations are often strong, the practical initiative, emotional intelligence, and real-world problem-solving capabilities essential for leadership in luxury settings are, unfortunately, frequently lacking.

^{At The Savoy, London, 268 lavishly appointed rooms and suites are decorated in either Edwardian or Art Deco style.}

Where Investment is Needed

At The Savoy, we do not struggle with talent acquisition for support functions such as human resources, sales, marketing, or finance. These roles, while of course vital, often require skill sets that are more broadly transferable across industries. However, we find that the true pinch points are in guest-facing and foundational operational areas.

These critical areas include housekeeping, which forms the invisible backbone of guest comfort and satisfaction, food and beverage service, where impeccable timing and intuitive anticipation are paramount, vibrant bar and restaurant operations, and, perhaps most critically, highly specialized culinary roles. The demand for exquisite dining experiences in luxury hotels has never been higher, yet the pipeline for world-class chefs and kitchen staff is alarmingly thin.

Beyond these operational roles, a significant skills gap exists within management tiers. Many aspiring leaders, despite academic qualifications, often lack the hands-on practical experience necessary to confidently and guide their teams, make informed, real-time decisions, and ultimately drive the success of a luxury hospitality property. They may understand the theories of management, but the actual art of leading diverse teams under pressure, anticipating guest needs, and resolving unforeseen challenges on the fly is a skill forged through direct experience.

If this talent shortage continues, the impact will be tangible and far-reaching. The industry would struggle to consistently deliver the exceptional quality and quantity of service that discerning luxury guests not only expect but demand. This would inevitably tarnish the reputation of individual organizations, leading to potential guest dissatisfaction, negative reviews, and a decline in repeat business. If this skills gap continues to widen, it poses a direct threat to the global competitiveness of hospitality, especially within the highly lucrative luxury segment. The proliferation of new luxury properties opening across major American cities, from New York and Miami to Los Angeles and Aspen, only intensifies this challenge in the US market, as these new establishments compete vigorously for an already limited pool of adequate and qualified talent.

^{The Savoy Hotel’s recently refurbished new restaurant—Gallery, an elegant all-day dining destination}

The Current Education Model

One of the key contributing factors to the current skills deficit, particularly at management level, is the traditional model of hospitality education. It often fails to provide the comprehensive practical understanding and immersive exposure needed for truly effective leadership in a luxury environment. While academic institutions excel at imparting theoretical knowledge, historical context, and even language skills, the core of the luxury hospitality business is profoundly rooted in human interaction, emotional intelligence, and the ability to create memorable experiences through service.

At The Savoy, we are channeling significant investment into cultivating a training environment where aspiring leaders can gain invaluable insights into the intricate workings of each department. Without this holistic, practical understanding, it becomes incredibly challenging for leaders to make strategic decisions grounded in operational realities, empathize with the daily challenges faced by their teams, and effectively drive the processes that will lead to the nuanced success of a luxury hospitality operation.

For future leaders, understanding the subtleties of these interactions, from anticipating a guest’s unspoken need to de-escalating a delicate situation, is paramount. True emotional intelligence, the ability to adapt seamlessly to diverse guests and colleagues, and the agility to adjust service delivery in real-time can only be developed within the dynamic environment of the workplace. This is where performance is key, where unexpected challenges are the norm, and where real-time problem-solving is a daily requirement. Therefore, modern hospitality education must extend beyond theoretical knowledge to integrate rigorous, hands-on practical experience as a non-negotiable. This immersive, practical approach is crucial for developing the well-rounded, resilient leaders our industry sorely needs, and it will inevitably have a profound ripple effect on the performance and morale of the entire team.

Creating A New Education Model

Over the past year, I have personally been working with other leading London luxury hospitality professionals and Regent’s University London to design two innovative courses that are specifically aimed at bridging this critical skills gap. While the programs are based in London, their integrated learning model offers a compelling blueprint for US institutions and luxury properties grappling with similar talent acquisition challenges.

The Luxury Hospitality Management undergraduate degree program adopts a pragmatic approach and features a ‘constant apprenticeship’ model. This seamlessly integrates theory and practice throughout the entire degree, rather than segregating them into distinct, isolated blocks. This continuous cross-pollination of academic rigor and hands-on operational experience is designed to produce graduates who are exceptionally well-prepared for the workplace. The ultimate goal is to enable graduates to fast-track into leadership roles not just in London, but around the world, including the highly competitive US market.

At The Savoy, students participating in this program are expected to absorb far more than just operational tasks. They are immediately immersed in an environment designed to cultivate the skills essential for success in luxury hospitality: versatility, an inherently inclusive mindset, and the ability to work seamlessly and effectively with diverse teams. Crucially, they are encouraged to learn from their failures in a supportive and constructive environment to build the resilience that is essential for navigating the future challenges and setbacks inherent in a service-oriented career. They also develop an acute understanding of the essence of luxury, an unwavering attention to detail, impeccable professional behavior, the art of discretion, and the profound humility in serving others – all within a vibrant, diverse, and inclusive workplace.

But this type of integrated, experiential learning should not be reserved just for new talent entering the industry. Cultivating a culture of constant learning, professional development, and upward mobility within the existing workforce is also essential. So alongside the undergraduate program, The Savoy has created a part-time Luxury Hospitality Management MA with Regent’s University London. Having just launched in 2025, the master’s course has been meticulously designed to accelerate the career progression of professionals already working in the industry. Most significantly, the program is open to those without a traditional undergraduate degree. This was a purposeful decision to help dismantle a significant barrier that has historically prevented many talented and experienced individuals from realizing their full leadership potential. This approach further reinforces my belief that valuable skills and leadership capabilities are often forged through practical experience, not solely through academic credentials.

^{A step back in time at The Savoy Hotel, London}

Securing the Future

Educational programs that provide substantial, continuous practical experience by confronting students with real-world challenges from the outset, and as they progress through their studies, are absolutely vital for future-proofing the luxury hospitality talent pipeline. Only through these experiences can managers truly understand every facet of working in hospitality, from the front-of-house glamour to the back-of-house grit. This comprehensive understanding allows them to define their career paths with greater clarity, identify their strengths, and ultimately become more empathetic, effective, and resilient leaders.

Beyond formal education, the industry must also focus on robust retention strategies. Competitive compensation, comprehensive benefits, clear career pathways, mentorship programs, and a positive, supportive work culture are all critical components. Investing in employee well-being, fostering a sense of belonging, and recognizing contributions can significantly reduce turnover and build a loyal, experienced workforce.

Ultimately, a collective and sustained investment in education and ongoing professional development is fundamental for the enduring health and future prosperity of the luxury hospitality sector in the US, and around the world. Without it, ambitious and capable talent will not be equipped to harness the incredible opportunities this dynamic industry offers. And without a steady stream of highly skilled professionals, luxury properties, from iconic city hotels, like The Savoy, to exclusive resort destinations, will struggle to maintain the world-class service and unparalleled guest experiences that are the foundation of their success.

Mr. Arnold

Born in Strasbourg, France, Franck Arnold has over forty years of experience in the hospitality industry. Initially trained as a chef, Mr. Arnold began his hospitality journey by attending the Hotel School of Strasbourg (France), earning a Hotel Management and Culinary Arts degree, followed by a Masters in Hotel Administration from IMHI Cornell-ESSEC (Paris) and his M.B.A from Henley Management College (UK). He joined The Savoy in September 2020 with a clear vision to navigate the hotel through the global pandemic, remaining true to its heritage as the home of luxurious innovation in the UK. He leads an extraordinary team to create unique luxury hospitality experiences and memories for guests, with character and a dash of eccentricity.

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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.

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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.

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Hotel Business Solutions

Re-Inventing Hotel Procurement Payments: How Digital Transformation is Strengthening Trust, Security, and Efficiency
By Phil Beck, GM, BirchStreet Pay, BirchStreet Systems

Modernizing procurement payments is becoming essential for hotels seeking stronger security, enhanced sustainability, and improved supplier trust. Outdated, paper-based methods slow operations, increase fraud risk, and strain vendor relationships. By shifting to automated digital payments, virtual cards, embedded workflows and by leveraging real-time data, hotels can reduce costs, improve cash... Read on...

Hotel Insurance: Lessons Learned from the State of Georgia

By Josh Cavallin, Principal, Oakbridge Insurance

Hotel insurance is a crucial component of risk management in the hospitality industry. From natural disasters to liability claims, hotels face a wide range of potential risks that can significantly impact operations. The state of Georgia, with its unique blend of urban centers, coastal areas, and seasonal weather threats, has provided valuable lessons in how hotel insurance can protect businesses and support long-term resilience. One of the key takeaways from Georgia’s hospitality industry is the importance of comprehensive coverage. In recent years, Georgia has experienced a number of extreme weather events, including hurricanes impacting the coastal region and...

Cybersecurity Threats & Solutions: Outlook for 2025

By Suzie Squier, President, Retail & Hospitality ISAC

From advanced phishing attacks to deepfakes, ransomware diversification, bogus booking sites, and more, the future cybersecurity landscape is swarming with newer, more dangerous, AI-powered threats—and hotels are a target. While organizations are fighting back with sophisticated cybersecurity techniques that also harness the power of AI, threats still loom ahead for hoteliers. In this piece, we deliver an overview of the top cybersecurity threats on the horizon for 2025 and share strategies hotels can use to better protect themselves and their guests. 1. Hyper-Realistic Social Engineering Social engineering attacks, where bad actors psychologically manipulate victims, are...

Do You Know How Double-Entry Accounting Works?

By James Downey, Professor Emeritus, Lynn University

The concept of double-entry accounting has been around for over five centuries. In 1494 an Italian monk named Luca Pacioli who was also an accomplished mathematician devised a process for keeping buying and selling among fifth century merchants equitable who did business with each other. He wrote a book on mathematics which included the double-entry postulation section which has provided the basis for all modern-day businesses who run their financial affairs. Key to this system was that all business transactions maintain a balance that must be verified throughout the day or night regardless of how many transactions were recorded. It...

Marketing Cuts: Short-Term Savings, Long-Term Brand Damage

By Alfred DuPuy, Director, Valuation & Strategy, Brand Finance

Four years after facing unprecedented challenges due to the pandemic, the hotel industry continues to struggle with lingering effects on brand value and strength. As of 2024, according to Brand Finance, the total brand value of the world’s top 50 most valuable hotel brands stands at USD 56.8 billion, a significant drop from the pre-pandemic figure of USD 70.2 billion in 2020. It’s a stark lesson for sector-marketing decision-makers about the long-term and costly effects of scaling back marketing investment to cut expenses in the short term. Cost-Cutting and Consequences In times of economic crisis, marketing budgets...

Why Purpose-Driven Employee Engagement is Mission Critical for Hospitality Brands

By Maliha Aqeel, Founder & CEO, The Ideas Collective Inc.

Studies show that most employees prefer to work for brands that align with their values and have a purpose that goes beyond profit. Employees who work for brands that position themselves as socially responsible and purposeful are 12 times more likely to recommend their organization as a great place to work. In industries where direct interactions with employees heavily influence customer experience, an engaged workforce can be a competitive differentiator. The hospitality industry thrives on people, and employees are at the core of every customer experience. From front-desk staff and concierge teams to chefs and housekeeping personnel, employees deliver...

What Sustainability Means to Gen Z: Does Your Hotel Measure Up?

By Cynthia Mejia, Associate Professor, University of Central Florida Rosen College of Hospitality Management

Gen Z is the generational cohort born between 1997 and 2012, with a U.S. population of 67 million and a global population of over 2 billion. Millennials, or those born between 1981 and 1996, make up 72 million in the U.S. and represent the largest share of the workforce. While Millennials’ purchasing power is significant, having reached their peak earnings and spending years estimated to reach $3.4 trillion by 2025, Gen Z’s purchasing power will grow more rapidly. It is currently estimated that Gen Z has approximately $360 billion in direct purchasing power, and by 2025, this amount...

Hospitality Marketing in 2025: How to Reach Guests in The Modern Era

By Jeff Brainard, President, JJB Leadership Solutions, LLC

Marketing, according to the Oxford Dictionary, is “the activity or business of promoting and selling products or services.” While denotatively correct, in hospitality, it has typically meant “connecting with current and future guests with the goal of having them return or stay at our location in the future.” Hospitality marketing, like all aspects of the hospitality industry, has evolved at breakneck speed since 2020. Our new normal involves understanding not only the change in guest behaviors but also re-evaluating who our guests are and what they want. Marketing is no longer about blanket advertising or high-value media hits, as people...

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

By Haemoon Oh, Distinguished 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...

How to Successfully Navigate Hospitality Development Costs

By Scott Lowe, Chief Revenue Officer, The Beck Group

Hospitality development has always been a bit riskier typology and high-stakes endeavor, but the past year has underscored just how volatile the economics of design and construction have become. According to The Beck Group’s Summer 2025 Cost Report, the drivers of higher costs are neither singular nor short-term. Stubbornly high interest rates, inflation, tariffs on key construction materials like steel, aluminum and certain copper products, and shifting demand patterns are delivering a set of challenges for ground-up and renovation projects. Additionally, increased risk, consolidation of large capital, and scarcity of equity deployment are other factors that...

Running Lean, Not Empty: Turning a Demand Slowdown Into a Margin Engine

By Corey McCarthy, CMO, Unifocus

For the first time in four years, U.S. hoteliers are staring at a genuine cyclical crosswind: topline erosion combined with cost stickiness. RevPAR in upscale and upper-midscale is receding 4–5 percent year-over-year, and wage inflation still burns 11 percent hotter than last winter. In this environment, patience is expensive. The only sustainable advantage is the ability to reshape labor and operating inputs in real time—shrinking them when demand softens, expanding them when pop-up revenue appears. Done right, that agility doesn’t merely protect profit; it compounds it, because every point of flex you build now will amplify flow-through once the cycle...

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