A career in hospitality doesn’t have to be short-term: Q&A with Cairn Group

What were the key findings of the research conducted by Cairn Hotel Group regarding staff perceptions in the hospitality industry?

The findings from our new research are alarming and highlight the concerning feelings of many people towards our sector – something that has been an issue for many years. From finding that almost a third of staff wouldn’t plan to stay in a hospitality job longer than six months, to over half of adults believing that a job in hospitality is one without progression, it’s quite clear that there are many misconceptions that we as an industry must be committed to tackling. It’s essential that we listen to what people are telling us and take the steps to change minds and improve the experience for our people. Without this, we run the risk of alienating potential candidates who could have a real passion and a long, successful career within hospitality.

How does the perception of limited progression opportunities in the hospitality industry vary among different age groups, according to the research?

Our research finds that those aged 25-34 years old feel the strongest about there being little progression within the industry, followed closely by Gen Z. We know that younger candidates are more likely to view hospitality as a short-term choice while they study and decide their path, but it’s discouraging to see that many could be disqualifying a great career in the sector because of bad experiences or misinformation. This perception did seem to decrease as respondents got older, but there’s still a lot of room for improvement to change the image of the industry amongst all age groups.

Has the perception of a hospitality career as temporary always been an issue within the industry? Or do you find it has exacerbated in recent years post-Covid?

In my experience, I think it has. What we saw immediately after the pandemic was a rapid re-opening of the sector that caused operational challenges, labour turnover and inevitably, more recruitment challenges. A lot of people moved after short service, but we are seeing things stabilise. Labour turnover is now down to levels that we saw pre-pandemic and gradually, people are staying longer.

Why do 54% of respondents believe that hospitality roles lack progression opportunities? Are there certain perceptions or stereotypes that contribute to this belief?

I do think this is about perception – and us changing how people think. There are some people who see this as a short-term choice because it fits their circumstances. And that’s OK. In my experience of working in other sectors, I don’t think we’re alone in that some people have a perception of lack of progress. What we need to do is remind people that whatever their reason for joining us, whatever their circumstances, we can find a path for them. Some people want to work their way up the ladder, some want the stability of certain roles, and some want to try lots of roles or locations. We can offer all of these.

What are the common misconceptions about career progression in the hospitality industry? Can you provide examples of how career progression is possible within the sector?

I think people can sometimes assume it’s always anti-social hours with little stability. We’re an all-year-round business, so we can offer that stability. There might also be a perception that you can’t progress, both financially and professionally. That’s not the case. We have a great range of development and apprenticeship programmes and have lots of people who have benefited from these, gaining promotions as a result. In addition, I think people might not realise how much we focus on induction and getting people the training and welcome they need, to feel part of our team and be confident in their role. 

Why do 32% of hospitality staff not plan to stay in their jobs longer than six months? Are there specific challenges or factors driving this trend among hospitality employees?

The sector did see some chaotic times as we came out of the pandemic. There might also be some people who just need a short-term stint as they plan ahead for other things – and that’s ok. But if you want a long-term choice, we’re here for you and we want you to be part of the team.  

How do the attitudes of younger workers (25-34-year-olds) differ from those of retirees regarding career changes and skill development within the hospitality industry?

There is evidence to suggest that younger workers like to change roles more frequently, and we must respect that. What we want people to remember is that if you just want a short stint initially, come and give it a go, see what you can learn and then decide how long you want to stay. We have lots of fantastic people who came to hospitality as a short-term option, but then loved it and carved themselves a fantastic career! They’re now enjoying a sector that is commercially driven and relies on strong business acumen for certain roles in particular, yet also offers the opportunity to meet lots of people and build relationships. 

What regional differences were observed in the research findings, particularly regarding perceptions of career progression in hospitality roles?

The research finds some quite significant regional differences when it comes to perceptions of the industry. In particular, 58% of respondents in Yorkshire & Humber felt that there was little career progression within the sector, followed closely by 57% in the West Midlands. This compares to only 41% of working adults in London. While it’s not completely clear what has caused these divides in attitudes across the country, as an industry, it’s our job to make sure that everyone feels valued and has the same opportunities for progression. 

How can employers in the hospitality industry work to change mindsets and address these misconceptions about career advancement? What strategies or initiatives can be implemented to offer more attractive long-term career prospects to their employees?

First of all, we need to listen to our people. If we know our people value certain things and that makes them stay, we need to celebrate and shout about that, so people want to join us. We also need to listen when people say things could be better. If we can make a change that makes people feel better, stick around and do a great job, we need to do so.  

We also need to remember the DNA at our core. We’re a sector that thrives on fun and providing people with an experience. Whether you are guest-facing or in a support or office role, you’re involved in providing a human touch. Our venues welcome people from all over the world. It could be a holiday, meeting, conference, night out or a wedding – and we get to be part of that. Essentially, we’re involved in meeting people; providing an experience for guests and our people alike – that’s a brilliant environment in which to make a career. As a sector, we need to shout about this and remind people to come and look at giving it a go. Whatever the reason for coming to us and however far people want to take their career, we need to welcome them to come and take a look!   

How important is employee training and skill development in retaining talent in the hospitality sector? Should businesses spend more on training their staff?

It’s massive. I think there have been times when operators have recruited and trained in a rush – when the sector reopened after the lockdown for example. I think the recruitment challenges can have a very positive impact, making employers reflect on how they are training and looking after people. We need to focus on providing a fantastic experience. That needs to start with induction, we welcome our guests and look after them, so we must do the same with our people. At Cairn, we’re passionate about giving a quality induction that keeps people safe, but also incorporates role and site-specific training, and getting to meet new colleagues and being made to feel welcome. From there, we must continually train and support. That could be safety or service-related, or things that we know are important to people, like wellbeing or equality, diversity and inclusion. And of course, for those who want to progress to a new role or grow as a leader, we have programmes that deliver.

What broader implications do you think these research findings have for the hospitality sector as a whole, and how can the industry collectively address these issues?

I think it’s a very helpful reminder of the importance of looking after our people, providing a great experience from day one and putting programmes in place that help people grow. As a sector, we need to work collectively to change how people think, but also to work with education providers, community groups, charities and public bodies who can help us reach people and show them how great an experience we can offer – and that this can be a longer-term choice!