By Wayne Topley, Managing Director, Cedar Court Hotels
Young people deserve more credit – and hospitality deserves more recognition.
There is an all too familiar narrative that surfaces whenever discussions turn to young people and the future of the workplace. We hear claims that younger generations lack commitment, expect too much, or are unwilling to put in the effort required to build successful careers.
The reality I see every day tells a very different story.
Across the UK, and particularly in regions such as the North where hospitality remains a major employer, thousands of young people are entering workplaces every day, balancing education, family commitments, and financial pressures while gaining valuable experience and developing essential life skills.
Hospitality is often where that journey begins. Many of those young people go on to build long and successful careers in the sector.
For generations, hotels, restaurants, bars and visitor attractions have provided young people with their first opportunity to earn a wage, build confidence and learn skills that will stay with them throughout their working lives. Long before employability became a policy buzzword, hospitality was helping young people develop communication, teamwork, resilience and leadership skills. Many of our own managers and senior leaders began their careers in entry-level roles.
Yet both young people and the hospitality industry are frequently underestimated.
The world is always changing, and it is correct for the expectations of our younger generations to also change about what work can and should mean to them. As leaders, we need to raise our game in how we attract, develop, and retain the next generation of talent.
Too often, hospitality is viewed as a temporary option rather than a sector offering meaningful and rewarding careers. At the same time, younger workers are associated with negative stereotypes that fail to recognise the value they bring.
In my experience, young people are ambitious, adaptable and eager to learn when given the right environment and support. They also have much to teach more experienced generations, particularly in areas such as technology, communication, and changing customer expectations.
The lessons learned in hospitality go far beyond the workplace. Young people develop confidence, problem-solving abilities, customer service skills and emotional intelligence – qualities that benefit communities, businesses, and the wider economy.
Throughout my career, and especially during the challenges of the pandemic, I have seen firsthand the difference that investing in people can make. When organisations create opportunities for development and progression, individuals thrive.
That is why businesses have a responsibility to nurture talent and make career opportunities visible. People need to see not just the first job, but the career that could follow.
Of course, changing perceptions will take time. It may take years to fully challenge the outdated idea that hospitality is “just a job” or that younger generations are somehow less capable than those who came before them. I have been trying for 30 years and counting.
But if we are serious about building stronger communities, supporting regional economies, and creating opportunities for future generations, we need to start telling a different story.
Young people are not a problem to solve, but a generation to invest in. And hospitality is one of the best places to start.
cedarcourthotels.co.uk