South Africa’s tourism sector is recovering unevenly. Limited funding and a shortage of skilled workers continue to slow momentum.
Many young people interested in hospitality lack exposure to the range of careers available, while existing staff often receive little ongoing development.
This fuels high turnover, uneven service standards and a shortage of future managers and specialists.
For resorts outside major urban centres, which rely heavily on nearby communities, these pressures are more acute. Building a structured tourism skills pipeline is central to long-term recovery and sector resilience.
Hospitality as a platform for skills and community development
Hotels, resorts, and game reserves are well-positioned to train future hospitality professionals. Practical training in guest services, culinary operations, maintenance, guiding, environmental management, reservations and digital administration supports both business performance and local economic growth.
This approach is already in place across Dream Hotels and Resorts. Year to date, 86.57 percent of employees across the group, including permanent and temporary staff, have completed training. Programmes address property-level needs and focus on culinary skills, housekeeping, guest experience, and operational support. The aim is consistent service delivery and stronger guest satisfaction.
Aligning investment with sustainable outcomes
Global tourism leaders increasingly link growth to workforce development. Recent G20 discussions reinforced the view that tourism investment must prioritise people alongside infrastructure.
South Africa holds a strong pipeline of bankable tourism opportunities. Without deliberate investment in skills, however, funding risks short-term gains rather than durable impact. Workforce development ensures that capital investment delivers lasting returns for businesses and communities.
Dream Hotels and Resorts aligns training with operational demand and community priorities. Employees gain multi-functional exposure, while surrounding communities benefit from broader economic participation.
Preparing a future-ready workforce
Long-term sector stability depends on training beyond front-of-house roles. A future-ready workforce needs capability in environmental stewardship, maintenance, leisure management, operations and financial administration.
Resorts that develop multi-skilled teams reduce reliance on external recruitment and build internal succession. This strengthens resilience during economic shifts.
Dream Hotels and Resorts also support early career entry. In the 2025 to 2026 financial year, 48 interns are placed across the group. Of those completing work-integrated learning, 6 percent have already transitioned into full-time roles. This supports household income and creates a steady talent pipeline.
Skills development also deepens community connection. When hospitality assets combine accommodation, training and engagement, they become economic anchors rather than isolated destinations.
Expanding access through partnerships
Partnerships underpin sustainable skills pipelines. Dream Hotels and Resorts secured a discretionary grant from CATHSSETA to support 30 interns and 14 unemployed learners. The group also participates in the Touching Dreams initiative with Boundless and YES4YOUTH, supporting a further 20 learners.
These partnerships expand access to training and create consistency across properties.
A sector built on people
Human capital remains as critical as infrastructure in building a resilient tourism economy. The work across Dream Hotels and Resorts shows how hospitality supports skills development, community upliftment and long-term sector strength. Investing in people underpins a more inclusive and sustainable tourism industry.
