Opening doors: Investing in people is hospitality’s greatest opportunity

Opening doors: Investing in people is hospitality’s greatest opportunity

Investing in people is a core focus of many successful organisations.
By Gustav Pieterse, General Manager, Saxon Hotel, Villas & Spa | Chairperson, FEDHASA Inland

Hospitality has always been good at welcoming guests. The question is whether we are as good at welcoming young people into lasting, meaningful careers.

South Africa’s youth unemployment crisis is well documented, and hospitality should be one of the sectors helping to change that story. We can offer first jobs, skills, confidence and exposure to the world. Yet we are not doing enough to turn that potential into real opportunity. A widening skills gap, rapid technological change and the aftershocks of the pandemic are all reshaping the industry. If we do not invest in people with the same determination we invest in product and property, we will feel the impact for years to come.

I have seen this from multiple angles: on the operations floor, in senior management and now as General Manager of the Saxon Hotel, Villas and Spa, as well as through my role as Chairperson of FEDHASA Inland and my work with academic advisory boards. The pattern is clear. Where young people are mentored, supported and trusted, they thrive. Where they are treated as interchangeable labour, they leave – or stay stuck, disengaged and underutilised.

Too often, we still see hospitality as a convenient stopgap for young people rather than as a serious career path. We recruit to fill rosters for peak periods or major events, then fail to plan for what happens next. We talk about “the youth” and “the future” in panel discussions and strategy documents, but the day-to-day experience on the ground often tells a different story: inconsistent onboarding, limited feedback, ad hoc training and very little clarity about how a commis, receptionist or waiter can realistically grow into leadership.

We also underestimate how much the expectations of the next generation have shifted. Many young professionals I meet are not only looking for a job; they are looking for growth, a sense of purpose and a workplace that takes their development seriously. They value coaching, a healthy culture and opportunities to contribute, not just comply. If we ignore that, we should not be surprised when they move on to other sectors that seem more willing to invest in people.

The education-to-employment pathway reflects the same disconnect. In many forums and advisory meetings, I hear the same concerns repeated: graduates arrive with theoretical knowledge but lack the digital fluency, critical thinking, resilience and practical exposure that modern hospitality demands. At the same time, employers complain about “unprepared” graduates while offering very few structured internships, mentorships or clear progression routes. The system is not completely broken, but it is outdated, and we are all responsible for updating it.

We also tend to organise ourselves around short-term milestones instead of legacy. Large events – from the Soccer World Cup to international summits – bring a flurry of training, hiring and investment, but once the spotlight moves on, the momentum often fades. The question we should be asking is: what remains for the young people who staffed those events? Did we set them up for a career, or just a contract?

There is another side to this story, and it is a hopeful one. When businesses treat talent development as a core part of their strategy, the results are marked. At the Saxon, I have seen people grow from entry-level positions into management roles because someone took the time to mentor them, give them real responsibility and map out a pathway. The same is happening in pockets across the country, in properties and groups that have made a deliberate choice to invest in people, not just positions.

Employers who want to shape the next generation of leaders can start with a few practical shifts: take onboarding seriously; give young staff access to mentors rather than only supervisors; provide regular, honest feedback; and make learning part of everyday work, not just something that happens in a training room once a year. Just as importantly, we need to recognise the value of emotional intelligence, empathy and cultural awareness alongside technical skills, and create room for young professionals to develop and use those strengths.

Industry bodies and platforms have a crucial role to play as well. FEDHASA, Hostex and other associations sit in a unique position between government, education providers and business. We can convene, challenge and connect. At Hostex, for example, we have an opportunity not only to showcase products and trends, but also to highlight skills initiatives, give visibility to emerging talent and host uncomfortable but necessary conversations about what is and is not working in our current approach.

If we are serious about building a sustainable workforce, collaboration with tertiary institutions cannot be a tick-box exercise. It needs to be intentional and ongoing. One simple but powerful idea is for every establishment to “adopt” a local tourism or hospitality programme: contribute to curriculum discussions, host learners for workplace exposure, support bursaries where possible and, importantly, provide structured mentorship for graduates entering their first roles. If enough businesses did this consistently, we would see a very different skills landscape in a few years’ time.

Ultimately, this is about more than staffing. It is about the kind of industry we want to be known for. A sector that relies on short-term fixes and treats young people as disposable will struggle to build a reputation for excellence, innovation and genuine hospitality. A sector that opens doors, backs potential and builds careers will not only attract better talent, it will retain it.

Hospitality has always prided itself on creating a sense of welcome. The real test now is whether we can extend that same spirit to the people who choose to build their futures with us. The doors are there. It is up to us to decide whether they stay half-open, or whether we open them fully for the next generation.

Gustav Pieterse is a seasoned hospitality leader with 15 years of experience in both local and international markets. A graduate of the Central University of Technology and an alumnus of Cornell University’s General Managers Programme, he currently serves as General Manager of the Saxon Hotel, Villas and Spa, overseeing operations at Shambala Private Game Reserve and several key hospitality ventures within Steyn City.

Gustav’s career includes international recognition at the Hay-Adams Hotel in Washington D.C., and progressive leadership roles at the Saxon. He is Chairperson of the FEDHASA Inland Board, serves on multiple academic advisory panels, and is a committed advocate for youth development and transformation in the sector.

As a Hostex ambassador, Gustav continues to champion innovation, talent development, and inclusive growth across the hospitality industry.

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ABOUT HOSTEX

Since its inception in 1986, HOSTEX has become a leading expo for food, drink, and hospitality professionals across Africa. The show provides an unmatched platform for industry leaders, innovators, and decision-makers to gather, share insights, and do business. For more information, please visit www.hostex.co.za.

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