What have hiring trends looked like post-COVID, and what strategies actually work? Insights from a hospitality recruitment platform CEO.
"Hotels can't find workers. And the crisis is probably going to get worse."
On March 9, OTA Insight, HotelinNetwork, and ONDA co-hosted a webinar on 'How to Tackle the Hotel Industry's Labor Shortage.' The session brought together multiple perspectives on solving staffing problems.
Travel demand is bouncing back as we move into the endemic phase, but hotels face a new dilemma: too few people to serve too many guests. There are workarounds — kiosks and self-service tech can automate repetitive tasks, and startups have shown how lean teams can drive productivity with the right culture.
But hospitality still runs on people. Long-term service quality depends on well-trained staff. Which means hotels need to go out and find good talent.
Post-COVID, what's changed in hotel recruitment? And what strategies should you be thinking about now?
*This piece draws on Lee Jung-han, CEO of HotelinNetwork (a hospitality recruitment platform), presenting at the OTA Insight X HotelinNetwork X ONDA webinar 'How to Tackle the Hotel Industry's Labor Shortage.' Some sections have been reordered for clarity. Thank you to CEO Lee for allowing us to share these insights.
Post-COVID reality: Hotels can't find people
Look at hotel employment figures from 2020¹ — the year COVID hit. Hotel workers dropped roughly 19% compared to 2019². Many properties had no choice but to let staff go. And those who left haven't come back.
Why? The biggest factor is pay. Minimum wage keeps rising, but entry-level hotel salaries haven't kept pace — they're still hovering near the legal minimum.
Hotels also run 24/7, which means night shifts and irregular schedules. Other industries now offer better work-life balance, and former hotel workers are staying put.
It's not just ex-employees. Job seekers who watched the pandemic layoffs firsthand are steering clear of hospitality entirely.
So the staffing crisis stems from three things: 1) Workers left during COVID, 2) they're not returning, and 3) new talent isn't applying. It's not just wages. It's working conditions, social perception, and a mix of other factors piling up.
Hotels need to change. Now.
The U.S. isn't immune either. A '2021 U.S. Job Market Report' found that 60% of respondents had a negative view of working in hospitality. This is a global problem. And there's real concern it could become a permanent mega-trend.
But did COVID cause this staffing shortage? Or did it just accelerate something that was already brewing? Most likely the latter.
"COVID changed the world. But too many hotels are still using pre-COVID hiring methods, the same job conditions, the same environments. We need decisions driven by data, not just experience. That's how the industry adapts and moves forward."
Post-COVID hiring trends and core strategies
Here are a few approaches to ease the labor crunch — and help reframe how job seekers see the hotel industry.
1. From one-sided hiring to mutual matching
Traditionally, 'recruitment' meant candidates pitched their skills and companies picked the best résumé. Not anymore. Now, hiring managers should approach interviews as if they're being evaluated too — presenting the hotel's vision, culture, and working environment to find the right partner, not just fill a seat.
It's two-way communication. And hotels that emphasize company mission, team culture, and workplace vibe in their job postings see significantly more applications than those that don't.
HotelinNetwork ran a survey of hospitality students. Results? Working conditions (31.8%) outranked salary (30.6%) as the top priority when choosing a job. Pay still matters, but perks, work environment, and benefits are becoming just as important.
2. From 'right person, right place' to 'right role, right person'
Old model: hire someone, then figure out what they should do. New model: define the role first, then find the right person for it. Age and gender matter less. The question is: Does this candidate have the skills the job requires?
Jobkorea (a major Korean job board) surveyed millennial job seekers. Top consideration when job hunting? Role and function. Candidates care about what they'll actually be doing. Hotels need to catch up.
3. Build internship programs that work for both hotels and schools
Hotels typically bring in interns during peak seasons (summer, year-end) as short-term reinforcements. It's supposed to be win-win: students get hands-on experience, hotels get extra hands.
But when interns are thrown into the chaos of high season with minimal support, they often leave with a bad impression — and choose other careers.
Smarter approach: treat internships as another hiring channel. For example, run an 8-week program where 6 weeks are hands-on work and the final 2 weeks are mentorship and structured training with HR. Give students a real taste of the industry and a path to full-time employment.
If students see internships leading to actual jobs — not just grunt work — interest will grow. And hotels get a pipeline of people who already know the ropes.
4. Hire more skilled part-timers
Travel demand is recovering, but hotel revenues haven't fully bounced back. Meanwhile, labor costs keep climbing (thanks, minimum wage hikes). Full-time headcount is shrinking. Part-timers are filling the gap.
The concern? Lower service quality and productivity.
Solution: hire experienced part-timers. Former hoteliers, retirees, career returners — people who know the job. You get lower labor costs than full-time staff, but higher quality than typical part-timers.
"Hotels are still hesitant about professional part-timers (helperlancers). They prefer younger staff. But banquet halls and wedding venues — where productivity is critical — are already hiring them aggressively. I expect that mindset to shift across the industry soon."
5. Blend human service with technology
If you're struggling to hire and need to control costs, go hybrid. Mix people and tech.
COVID normalized contactless service. But many hotels still station multiple staff at the front desk 24/7 for check-in and check-out.
Focus human labor where it matters most. Automate the rest. Use kiosks for check-in/check-out. Let guests request towels or room service via in-room tablets instead of phone calls.
As the owner of Seoul's Dada Hotel told ONDA:
"After COVID, kiosks and contactless systems aren't 'weird' anymore — they're familiar. Some operators think guests will hate it. They won't. So don't be afraid. Just try it.
Use the savings from PMS, IoT, and kiosks to invest in better service and better bedding. That's what keeps a hotel sustainable."
Laying the groundwork for a new chapter
Some hotels are creating dedicated recruiting roles. Others are experimenting with 4-day or 3-day workweeks. Regulations have loosened too — hotels can now hire up to 5 foreign workers on E-7 professional visas (up from 2), and international students (D-2 visa) can work up to 30 hours a week (up from 20). Foreign hiring is back on the radar.
As always, the world moves fast. The hotel staffing crisis isn't just about COVID. And clinging to old playbooks won't save the industry from decline.
"K-culture has lifted Korea's global profile. Travel interest is surging. If the hotel and tourism sector can attract great talent, tackle the labor shortage head-on, and deliver world-class service — we won't miss this window. We could be looking at a second renaissance."
¹ Korea Hotel Association, 2020 Hotel Operation Status, 2021, accessed March 22, 2023
² Statistics Korea, Service Industry Survey, 2019, accessed March 22, 2023