As the Indian hospitality sector undergoes rapid transformation, workforce dynamics have emerged as both a critical challenge and a strategic opportunity. We spoke with senior leaders from five leading hotel groups to understand how the industry is tackling talent gaps, retention, and training. Their insights offer a comprehensive look into the evolving strategies shaping hospitality’s human capital.
From ground-level hiring to long-term leadership development, hotel groups are recalibrating their workforce strategies to meet today’s operational and cultural demands. What emerges is a layered picture of the challenges they face and the innovative steps being taken to future-proof hospitality talent.
A Shrinking Talent Pool
The Indian hospitality industry is navigating a critical talent crisis, intensified by the lasting impact of the pandemic. As the sector rebounds and demand surges, hotels struggle to fill key roles with skilled professionals, exposing deep-rooted workforce challenges that require urgent attention. One of the foremost workforce challenges currently facing the Indian hotel industry is talent acquisition and retention.
Harpreet Vohra, Area General Manager – East India, Radisson Hotel Group, and General Manager, Radisson Blu Faridabad, affirmed that talent acquisition and retention remain pressing issues. He pointed out, “As the sector continues to grow rapidly, there is an increasing demand for skilled professionals, yet a visible gap exists in the availability of trained talent willing to commit to long-term careers in hospitality. Secondly, the evolving expectations of the new-generation workforce, who seek faster career progression, work-life balance, and purpose-driven roles, present a unique challenge in aligning traditional hospitality structures with modern employee aspirations.”
He added, “Continuous skill development remains a critical concern. With technology reshaping guest experiences and operational efficiency, there is a pressing need to upskill the workforce to stay relevant and competitive. Addressing these challenges requires a combination of strategic talent management, investment in training, and fostering a culture that values innovation, inclusivity, and growth.”
Mielle Batliwala, AVP – Human Resources, Sarovar Hotels, echoed similar concerns, “Attracting and retaining skilled employees is a significant challenge across all hotel segments due to high attrition, seasonal demand, and evolving guest expectations. She further noted, “Rising operational costs further strain profitability, pushing hotels to optimise workforce management and balance wages with sustainability. While India has numerous hotel management institutes, inconsistent training quality and outdated curricula leave graduates underprepared. Smaller and independent hotels often lack the resources for ongoing staff training and development.”
Despite a steady flow of hospitality graduates, there is an apparent mismatch between industry needs and available talent, worsened by the shift of skilled workers to better-paying sectors with improved work-life balance. Amit Kumar, General Manager, JW Marriott Pune, remarked, “Passion for hospitality is also waning, impacting service quality. Retention remains a major issue, driven by low pay, tough conditions, limited growth, and job insecurity, leading to high turnover, rising recruitment costs, and pressure on service standards.”
Sarbendra Sarkar, Founder and Managing Director, Cygnett Hotels & Resorts, added, “One of the biggest hurdles is the unavailability of a skilled workforce, especially in Tier 2 and Tier 3 cities. Post-COVID, many professionals migrated to other industries and have not returned, leaving a talent gap that is hard to fill.” He also highlighted high attrition rates and an inflated employee-to-room ratio in India, leading to long working hours and burnout.
Vikas Suri, Vice President – Operations and Development, Lords Hotels & Resorts, shared similar views. “It is no longer just about hiring; it’s about sustaining staff morale in high-pressure environments while managing 24/7 operations.”
Building Loyalty Through Purpose and Growth
With talent retention and attrition, a persistent challenge in India’s competitive hospitality sector, hotel brands are transforming workplaces into growth-driven, people-first environments. Through cultural alignment, local hiring, and holistic development strategies, they are prioritising employee well-being to build long-term loyalty and engagement.
Harpreet Vohra emphasised that at Radisson Blu Faridabad, talent retention starts with cultural alignment. He said, “We believe that creating a strong employer brand begins with fostering a culture of respect, recognition, and growth. Our approach is rooted in building a positive work environment that emphasises employee well-being, open communication, and meaningful career development opportunities.”
He further explained that their hiring strategy focuses on attitude first and skill development later, “Our recruitment process goes beyond qualifications, it emphasises cultural fit to ensure new team members align with our core values, including the ‘Yes, I Can!’ service philosophy, integrity, and excellence. We are committed to continuous learning and career advancement to retain top talent. Recognition is a key pillar of our retention strategy, and we place great importance on listening to our team.”
Sarovar Hotels takes a multi-layered approach to talent acquisition and retention. Many of their properties are located in Tier 2, Tier 3, and even Tier 4 cities. In several of these markets, they enjoy the first-mover advantage and are the only branded hotel in the vicinity.
Mielle Batliwala explained, “A core part of our strategy is local hiring. We actively recruit from the communities we serve. This not only creates job opportunities locally but also ensures cultural alignment, pride, and better retention since employees are rooted in their home environment. Additionally, with a network of over 140 hotels across India and abroad, internal mobility is a powerful incentive. Team members are offered opportunities to grow within the system, be it across brands, departments, or geographies, including international assignments. This flexibility fosters long-term commitment and career progression.”
At JW Marriott Pune, they focus on creating a meaningful workplace experience to attract and retain talent. Amit Kumar shared, “We offer structured career development paths, robust training programmes, and cross-exposure opportunities within the Marriott network. Competitive benefits, a strong focus on wellness, and an inclusive work culture further differentiate us. By fostering an environment of recognition, continuous learning, and community involvement, we build deep associate engagement, helping to manage attrition effectively and nurture long-term careers.”
Sarbendra Sarkar shared Cygnett’s people-first commitment, “We are committed to creating a rewarding, enriching, and supportive workplace where every employee feels valued and empowered. We recognise potential and provide ample opportunities for growth, career progression, and personal development. Our competitive compensation is complemented by performance-based rewards that celebrate both effort and excellence. We champion work-life balance through employee wellness initiatives that promote physical and mental well-being. With continuous learning, skill-building, and leadership development at the core, we offer more than just jobs; we build careers. At Cygnett, our people are Cygnettians, and their success is our shared pride.”
Vikas Suri keeps it simple yet effective. “We position Lords Hotels and Resorts as a people-first workplace. Our focus is on offering competitive compensation, creating a positive and respectful work environment, and investing heavily in employee growth through training and development. We believe that when our team feels valued and empowered, loyalty and performance naturally follow,” he said.
Learning and Training to Lead
Training and upskilling are emerging as the backbone of workforce development across India’s hospitality sector, with top hotel brands prioritising learning as a strategic imperative.
At Radisson Blu Faridabad, training is seen as a necessity, not a value-add. Harpreet Vohra expressed, “Training and upskilling play a pivotal role in our employee development, forming the backbone of our commitment to nurturing a high-performance and future-ready workforce. In an industry as dynamic and service-driven as hospitality, continuous learning is not just a value-add; it is a necessity. Our strategy is centred around equipping our team members with both technical proficiency and behavioural competencies that align with evolving guest expectations and industry standards. Upskilling is not limited to operational training; it extends to areas like digital fluency, emotional intelligence, conflict resolution, and sustainability, which are increasingly vital in today’s hospitality landscape.” The effectiveness of training programmes is measured through a structured evaluation framework.
Training and upskilling are equally central to Sarovar Hotels’ people strategy. Mielle remarked, “We believe investing in employee growth yields long-term benefits in guest satisfaction, loyalty, and efficiency. Our programmes reflect Sarovar’s service values, focusing on grooming, safety, guest engagement, and operational excellence. Cross-training develops versatile professionals ready for internal advancement. To support our widespread network, we are expanding e-learning and digital training alongside on-site sessions, ensuring continuous development. Effectiveness is measured through performance data, guest feedback, audits, and promotion readiness. Regular feedback and reviews enable us to continuously refine our approach to meet evolving needs and maintain high service standards.”
Training is also a cornerstone of JW Marriott Pune’s employee development efforts. Rather than relying solely on theoretical sessions in meeting rooms, managers lead by example, demonstrating desired behaviours and working alongside staff during busy periods. “We offer structured onboarding, continuous learning, and cross-training to build flexibility. Partnerships with hospitality institutes ensure a steady talent pipeline, while ongoing assessments help refine our programmes based on performance and guest feedback,” added Amit Kumar.
Elaborating on the topic, Sarbendra Sarkar shared, “Through the Cygnett Leadership Development Program (CLDP), we identify and nurture future leaders, while the AI-powered Cygnett Learning Academy offers personalised learning journeys for all employees. These initiatives enhance service quality, foster engagement, and support career growth. We assess effectiveness through career progression, internal mobility, retention data, and pre- and post-training evaluations. This ensures our team remains skilled, motivated, and guest-centric.”
He added, “At Cygnett, continuous learning is not just encouraged; it is essential to delivering exceptional hospitality and building a strong, future-ready workforce. Our investment in learning and development is a long-term commitment to our people, our service quality, and our brand promise.”
Vikas Suri reinforces the practical benefits of a structured training ecosystem. “Training and upskilling are central to our employee development efforts. We provide a mix of online modules and hands-on learning covering technical knowledge and soft skills. We rely on post-training assessments, guest feedback scores, and direct input from our team to measure effectiveness. These insights help us continuously improve and adapt our programmes,” opines Vikas.
Innovative Incentives Redefining the Workplace
Across the Indian hospitality sector, hotels are increasingly investing in tailored employee engagement and incentive strategies to combat high attrition and foster long-term loyalty.
Employee engagement is deeply embedded in the workplace culture at Radisson Blu Faridabad. A standout initiative is the ‘Extra Pay for Extra Work’ policy, which compensates staff for additional responsibilities during peak periods. Performance-based incentives linked to guest appreciation and upselling are standard, motivating both service quality and revenue generation. Non-monetary initiatives include celebration weeks, festive gatherings, skip-level feedback sessions, and structured recognition programmes, all designed to foster a culture of inclusivity and appreciation.
At Sarovar, they understand that engagement and recognition are key to fostering belonging and motivation. Some of their initiatives include monthly townhalls for open dialogue, recognition awards for outstanding performance, high-tea or breakfast sessions with the General Manager, encouraging informal, cross-level communication, employee referral programmes to tap into trusted networks, and the introduction of a Pan-Sarovar Employee Discount Programme on stays and F&B across all their hotels, including their international properties.
JW Marriott Pune drives associate engagement through a strong Reward & Recognition programme, interactive Luxury Immersion Workshops, and inclusive team-building activities. Wellness initiatives like yoga, health check-ups, and mental health workshops support holistic care. Open forums and anonymous surveys ensure feedback is heard. CSR efforts, including grocery donations, recycling, and promotion of natural products, foster community connection and a shared sense of purpose.
Cygnett Hotels & Resorts has implemented a comprehensive suite of engagement initiatives focused on recognition, performance, wellness, and communication. Monthly and quarterly awards recognise excellence in service, innovation, and collaboration. Departmental KPIs are tied to incentive structures to reinforce accountability and performance. The company also celebrates personal milestones and encourages active feedback through town halls. Team outings, wellness activities, and cross-training programmes further build camaraderie and support continuous development.
Lords Hotels & Resorts blends formal and informal recognition. In addition to the traditional ‘Star of the Month’ awards, the group highlights behind-the-scenes departments and guest-nominated champions. The Lords Career Fast-Track programme mentors promising talent for leadership roles, while a unique staff loyalty programme allows employees to earn points redeemable for vouchers, stays, and additional leave. Creative touches, such as digital cafeteria boards, wellness sessions, and cultural food days, contribute to workplace morale and a sense of community.
As India’s hospitality industry accelerates toward a future defined by digital transformation, heightened guest expectations, and global competitiveness, the role of human capital has never been more crucial. Talent is not just a resource, it is the heart of hospitality.
