By Gustav Pieterse, General Manager, Saxon Hotel, Villas & Spa | Chairperson, FEDHASA Inland
Hospitality excels at welcoming guests. The bigger question focuses on how well the industry welcomes young people into long-term, meaningful careers.
South Africa faces a youth unemployment crisis. Hospitality has absolute power to change outcomes by providing first jobs, skills, confidence, and global exposure. Yet much of this potential remains unrealised. Skills shortages, rapid technological change, and post-pandemic pressures continue to reshape the sector. Without the same commitment to people as to property and product, the long-term impact will be severe.
Seeing the challenge from the inside
Across operations, senior management, and leadership roles, the pattern remains consistent. When young people receive mentoring, trust, and support, they grow. When businesses treat them as interchangeable labour, they disengage, leave, or stagnate.
Too often, hospitality positions itself as a short-term option rather than a serious career. Recruitment fills rosters for peak seasons or events, with little planning beyond immediate needs. On the ground, young staff experience inconsistent onboarding, limited feedback, fragmented training, and no clear view of how entry-level roles translate into leadership.
Shifting expectations of the next generation
Young professionals now seek more than employment. They want growth, purpose, and workplaces invested in their development: coaching, a strong culture, and meaningful contribution matter. When hospitality fails to offer this, other sectors step in.
Ignoring these expectations risks losing talent before it fully develops.
Bridging the education-to-employment gap
Graduates often arrive with theory but lack digital skills, critical thinking, resilience, and practical exposure. Employers then label them unprepared while offering few internships, mentorships, or progression pathways.
The system still functions, but it no longer reflects industry realities. Updating it requires shared responsibility from educators, employers, and industry leaders.
Moving beyond short-term milestones
Major events bring temporary investment in training and hiring. Once the event ends, momentum fades. The key question remains unanswered. What career pathways exist for the young people who supported these events?
A contract does not equal a career.
Proof that investment works
A more positive reality exists. Where businesses prioritise talent development, results follow. At the Saxon, entry-level staff have progressed into management roles through mentorship, clear career pathways, and a focus on responsibility. Similar successes appear across South Africa in organisations committed to people, not positions.
Practical steps for hospitality leaders
Real change starts with everyday actions:
• Treat onboarding as essential, not optional
• Provide mentors, not only supervisors
• Offer regular, honest feedback
• Embed learning into daily work
• Value emotional intelligence, empathy, and cultural awareness alongside technical skills
These shifts require intent, not large budgets.
The role of industry bodies
Industry platforms sit at the intersection of government, education, and business. FEDHASA, Hostex, and similar bodies can convene conversations, challenge outdated thinking, and connect stakeholders.
Hostex, for example, offers space not only for product showcases but also for skills development, visibility for emerging talent, and candid debate about what works and what does not.
Rethinking collaboration with education
Partnerships with tertiary institutions need depth and consistency. One practical approach is for each establishment to adopt a local hospitality or tourism programme. Contributions include input on curriculum, workplace exposure, bursary support where possible, and structured mentorship for graduates entering their first roles.
Sustained effort across the sector would reshape the skills landscape within years.
Choosing the industry we want to be
This conversation extends beyond staffing. An industry relying on short-term fixes and disposable labour struggles to achieve excellence and innovation. One that opens doors, supports potential, and builds careers attracts and retains stronger talent.
Hospitality prides itself on welcome. The actual test lies in extending that welcome to those building their futures within the sector. The doors already exist. The choice now determines whether they remain half-open or fully open for the next generation.
