EHMA Human capital in the luxury hotel industry


and workshops that highlight the dynamic and diverse nature of the industry. Collaborating with schools to introduce hospitality courses or modules that can spark early interest. Field trips to top hotels, providing students with a firsthand look at the industry and offering of internships and summer job opportunities that can give students practical experience.


A recent survey by Risposte Turismo, unveiled during the 50th Annual General Meeting of the European Hotel Managers Association (EHMA), has cast a spotlight on the significant challenges European hospitality managers face in human capital management. Conducted in March 2024 among over 120 general managers from 17 European countries, the study offers insights into the difficulties of sourcing new talent, the value placed on candidate attitudes, and the importance of remuneration for staff retention. The survey revealed that 62% of GMs consider the acquisition of qualified candidates the toughest challenge in the industry. This difficulty is more pronounced in smaller hotels, with 75% of managers of hotels with fewer than 50 rooms struggling to recruit qualified staff. The challenge slightly decreases for medium-sized (50–200 rooms) and large hotels (>200 rooms), with 64% and 54% of managers, respectively, reporting similar issues. The most challenging roles to fill are those requiring significant operational experience (74%), followed by middle management positions (62%), junior staff (49%) and senior/top management roles (44%). The survey highlighted that the most crucial factor for GMs in the recruitment process is a candidate’s attitude, including their motivation, desire to learn and interest in improvement. This was prioritised by 30% of respondents, followed by experience (25%) and personal values (20%). Surprisingly, academic qualifications and age were deemed less important, with only 4% valuing academic credentials and none considering age a significant factor. To attract young talent, 42% of GMs advocate for raising awareness through social media campaigns, while 23% suggest sector ambassadors, 19% recommend career guidance in schools, and 13% propose reviewing contract terms. When it comes to retaining staff, the survey found that material benefits play a crucial role. Compared with a decade ago, employees now place higher importance on gross annual remuneration (82%), company welfare programmes and benefits (71%), and career opportunities (61%). Junior staff, typically in their roles for an average of 2.4 years, are the hardest to retain, followed by more experienced operational staff (5.2 years), middle management (6.6 years), and senior/top management (8.4 years).


The study also indicated a high level of mobility within the sector, with 53% of respondents noting a significant exchange of staff between hotels. There is also movement to other sectors within the tourism industry, such as travel agencies and tour operators (28%), though internal mobility within the same hotel is relatively low (10%). The Risposte Turismo survey underscores the necessity for the European hospitality sector to adopt comprehensive strategies for talent acquisition and retention. By focusing on attitudes, providing competitive remuneration, and improving welfare programmes, the industry can better navigate the challenges of human capital management and continue to thrive in the competitive global market.


provide direction and focus for a student’s goals and aspirations. EHMA’s education committee has well understood this, leading us in putting together a multifaceted approach to implement. Such activities include engaging school outreach programmes, including interactive presentations


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Educational collaborations and coaching Our commitment to continuous learning is exemplified by our collaborations with prestigious institutions. These partnerships facilitate cutting- edge research and educational opportunities for our members, ensuring they remain at the forefront of industry developments.


Furthermore, the ‘Mentor Me’ programme, presented by Ivan Artolli and carried out by the EHMA Italian Chapter, has now reached its fifth edition and continues to achieve great success. One of the mentees shared their experience: “The Mentor Me programme was an incredible opportunity for me to meet gurus in the hospitality industry, especially my mentor, who pushed me towards professional, but also personal, growth. This path has made me gain more understanding about team management and made me realise the importance of constant commitment in performing the role of a leader.” Our member Marco Truffelli, a hotelier and psychologist, together with clinical psychologist Dr Jan Ferris, have developed the RESILIRE Psychological Growth Programme in collaboration with EHMA, aimed at helping individuals lead and live better. Coaching combines the rigour of science with the nuance of practice. Their unique approach enhances psychological flexibility through emotional connection. This initiative focuses on psychological safety and self-awareness, supporting our members’ well-being and leadership skills that are crucial for navigating the pressures of high-level management roles. As EHMA steps into its next half-century, we are driven by a renewed commitment to leadership, innovation and service excellence. Our ongoing initiatives and plans are not just about adaptation, they are also about setting new standards and leading by example. We will continue to foster a spirit of camaraderie among our members while pushing the boundaries of what is possible in the hospitality industry.


Our journey over the past 50 years has been outstanding, but the road ahead is even more promising. With a solid foundation and a clear vision, our association is set to redefine European luxury hospitality, ensuring that it remains as dynamic and vibrant as the regions we represent. ●


Hotel Management International / www.hmi-online.com


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