New frontiers for training in the hospitality industry


It is estimated that by 2025, 10.5% of workplaces in the world will be in the hospitality and tourism industries. To this very significant number elaborated by Glion Education, it should be added that the forecast of the contribution of this industry to the world economy in terms of GDP will be 11.3 trillion dollars. Given these recent statistics, many important reflections have arisen – and must be made – in order to approach this hypothetical future in a healthy and ecological way, protecting first of all the people who choose and will choose to dedicate their professional life to this industry.


A crucial aspect that will make the difference between the companies that will achieve their goals and become a pole of attraction for talents and those that will advance very slowly, is and will certainly be training. 87% of millennials say that training is essential to stay in a job (Gallup) and those who feel they are in a good place are 25 times more likely to plan for a long-term future there than in others. In addition, 40% of employees who say they are not well trained, leave their position within the first year (GO2HR).


So, what can be a “good training”? What can a facility do to make its talents feel that they are growing and improving in a stimulating and rewarding environment?


The classic frontal and theoretical training programs with some sporadic simulations are leaving the space to others. There is a need for more concrete and realistic ways to perceive the effectiveness of the training process. The news and the answer can be found in some activities already known but often used incorrectly and by unskilled people: we are talking about coaching on the job.


What are the advantages of this type of training? The answer can be summarised in three key points:

  1. The staff stays operational: the staff continues its normal work activity, while the professional, or properly trained manager, identifies the areas of strength and improvement of the employees;
  2. We work on real and concrete cases and situations: during class simulations the staff cannot be often fluid and natural and for this reason it complains about the “fake situation”, which does not happen directly during real work activities;
  3. Feedback is provided immediately: after some significant observations with real guests, the employee is taken aside for a few minutes and receives real-time feedback, a practice and aspect essential for growth and improvement.


In conclusion, thanks to the statistics presented and the advantages identified for coaching on the job, it is clear how searching for new ways and paying attention to people are and will be the keys to success for many facilities. Consequently, these are two aspects that will lead to have more satisfied guests and more substantial earnings too.


Have a nice day at work,


Hospite’s Team