Having worked in the hospitality industry taught me one certainty: change is constant. In the five years I worked at upscale business hotels in Sandton, South Africa, I witnessed a revolving door of senior leadership and frequent shifts in direction. Within two years at one hotel, we went through two general managers and two executive chefs, each bringing their own management style and new operational policies. These rapid changes often left frontline staff scrambling to adapt. Yet, despite the pace of change, there was little communication about why things were changing; we were simply told to implement the new procedures. My experience echoes a broader truth in hospitality: while the industry faces relentless change, it often struggles with managing that change in a way that engages and reassures its people.

High Turnover and Leadership Changes: The Norm in Hospitality

Frequent staff and leadership turnover is practically built into the DNA of hospitality organisations. Long hours, high pressure, and an unforgiving environment contribute to annual employee turnover rates as high as 74% in the hospitality and food service sector (Ramirez, 2023). Even at the executive level, stability is rare. One study found that hotel general managers tend to leave their properties after just 3.3 years on average, with hotels changing GMs roughly every 2.5 years (Birdir, 2002). The main causes include conflicts with owners and ambitious GMs moving on to new opportunities (Birdir, 2002). This churn in leadership trickles down to every department. Each new GM or executive chef I worked under had a mandate to “shake things up,” often overhauling standard operating procedures and service standards overnight. While fresh ideas can be positive, constant leadership changes without continuity or explanation can breed confusion and change fatigue among employees.

From a business perspective, such high turnover comes at a steep cost. Replacing experienced staff drains time and money that hotels can ill afford to waste in a competitive market. It’s estimated that losing and replacing a single hospitality employee can cost thousands of dollars in recruitment and training, adding up to millions per year for large hotels with perpetual vacancies (Ramirez, 2023). Beyond the financial impact, there’s an intangible cost to morale. For employees, repeatedly adjusting to a new boss’s expectations or a new company direction can be demoralising. I recall colleagues cynically joking, “wait six months, it’ll change again” whenever a new policy was rolled out. This attitude reflects a survival mechanism in high-turnover environments; staff learn not to get too attached to any one initiative or leadership vision, assuming it’s only temporary. The result is often disengagement: why invest your energy in the new program of the month when it may be gone by next quarter?

The Communication Gap and Its Consequences

A striking aspect of my hospitality tenure was the lack of communication surrounding changes. When a new general manager took over or introduced a new operational policy, there was rarely an attempt to explain the reasoning to employees. We would receive terse directives about what to do differently, but never a story about why the change was necessary or how it aligned with a larger strategy. This top-down, opaque approach left many of us feeling anxious and even resentful. It often seemed like change was done to us, not with us.

Research confirms that this communication gap can seriously undermine the success of change initiatives. Studies show that when internal communication is limited, unclear, or unsatisfactory, employees tend to feel isolated and unsupported by their organisation, especially during periods of change and uncertainty (Duarte and Silva, 2023). I certainly felt that isolation at times, being left to guess the motives behind a new procedure or the sudden departure of a beloved manager. Without accurate information, rumours filled that void, and trust in leadership suffered. Conversely, positive and transparent communication can dramatically improve how change is received. Employees’ satisfaction with internal communication is strongly linked to higher trust, perceived organisational support, and lower intention to leave (Duarte and Silva, 2023). In other words, people cope with change much better when they understand what’s happening and feel that their leaders are being honest and supportive throughout the process.

Unfortunately, the traditional culture in many hospitality businesses has been to keep staff on a “need-to-know” basis. In my experience, top managers in hotels often feared that sharing the reasons behind a change, be it a dip in financial performance, a rebranding, or a new corporate directive, would only invite debate or resistance. However, withholding the “why” had the opposite effect: it bred scepticism and resistance because staff didn’t understand the purpose. When leaders fail to communicate the vision behind a change, employees naturally fill in the blanks with their own interpretations, which are often worse than the truth.

Poor communication during constant change results in a workforce that feels like expendable cogs in a machine. I remember seasoned team members, some with decades of service, lamenting that decisions made “in the boardroom” showed little regard for the realities on the ground. They felt undervalued and voiceless. This sentiment is dangerous in an industry where guest experience depends on engaged, enthusiastic staff. Research in hotel settings has found that high-quality change communication can actually reduce employees’ negative responses and lower their intentions to quit, by maintaining their sense of well-being and commitment during transitions (Duarte and Silva, 2023). In contrast, when communication is poor, employees interpret changes more negatively and are more likely to withdraw or exit. Thus, the communication gap I observed is not just a human resources issue; it directly impacts service quality and business performance. A hotel cannot deliver exceptional guest experiences if its employees are in the dark, disengaged, or constantly leaving.

Change Management: The Missing Piece in Hospitality

Looking back, one thing stands out clearly: the hospitality industry tends to approach change in a reactive and ad-hoc way, rather than through a structured change management lens. Now, a decade later, I work in the change management consulting space. In the past ten years at and Change, we have trained scores of change managers and change leaders across various industries: finance, healthcare, technology, public service, you name it. Yet only a handful of those trainees have come from hospitality organisations. I could count on one hand the number of hotel companies that invested in dedicated change management training or roles. This is telling. It indicates that many hospitality businesses either don’t see the value of formal change management practices or assume they are not needed in the fast-paced world of hotels and restaurants.

Why might this be the case? Hospitality has traditionally emphasised operational excellence and customer service delivery above all else. The general manager of a hotel often rises through the ranks of food & beverage or rooms division, honing skills in operations and guest satisfaction. Formal change management, with its toolkits for stakeholder analysis, communication planning, and employee engagement, might be viewed as too theoretical or slow for an industry that runs 24/7 and must solve problems in real-time. There is also an element of old-school management culture at play: historically, hotels have been hierarchical. Owners and GMs have driven change in a top-down fashion; “command and control” rather than collaborative leadership. In such cultures, bringing in a change manager or adopting a structured change methodology may be perceived as unnecessary bureaucracy.

However, this attitude is increasingly at odds with the demands of the modern hospitality environment. The past few years have thrown enormous disruptions at hotels, from the COVID-19 pandemic and shifting travel patterns to technological innovations and evolving guest expectations. To adapt and survive, hotels have had to implement sweeping changes (sometimes overnight, as with new health protocols). Those who managed to do this successfully often applied core change management principles, whether they called it that or not. They communicated frequently with employees and guests, empowered local teams to solve problems, and demonstrated empathy with staff concerns. Yet these examples tend to be the exception rather than the rule. The scenario I experienced is far more common, where corporate dictates come down, and property-level staff are expected to “deal with it” without much guidance.

The low uptake of formal change management roles in hospitality could also be a missed opportunity. Other industries have learned that having skilled change agents on board makes a difference in implementing new technologies, restructuring, or cultural transformations. These professionals focus on the people side of change; preparing employees, addressing resistance, and ensuring that changes truly take root. In a hotel setting, that could mean the difference between a smooth rollout of a new property-management system versus months of staff frustration and guest service issues. It could mean successfully rebranding a hotel with staff who feel excited about the new brand, versus a sullen workforce who clings to “the way we used to do things.” Given the high stakes of employee engagement in hospitality, one could argue that the industry needs change management expertise more than many other sectors. Yet, as my experience shows, the concept is not widely embraced, at least not yet.

Why Communication and Engagement Matter: What the Research Shows

Both my personal reflections and academic research converge on a clear message: effective communication and employee engagement are critical when navigating change in hospitality. Change management isn’t a touchy-feely add-on; it has tangible impacts on business outcomes. Consider these research-backed insights:

• Communication is Key: Successful change implementation depends largely on how well leaders communicate throughout the process. Regular, transparent communication increases employees’ understanding and buy-in, enhancing the visibility and credibility of the change initiative (EHL Faculty, 2024). In fact, communicating early “wins” or benefits of a change can multiply their impact by building positive momentum (EHL Faculty, 2024). The takeaway is simple: if you want your team to rally behind a new initiative, keep them informed and involved. Silence or secrecy, by contrast, is a recipe for scepticism and rumour-mongering.
• Leadership and Trust: Change efforts rise or fall on leadership credibility. Employees look to management for cues on how to feel about a change. Research and industry insights emphasise that leaders must model the change they wish to see and establish trust through honesty and consistency (EHL Faculty, 2024). In practical terms, this means hotel leaders should be visible on the floor during transitions, listen to employee feedback, and follow through on what they promise. My own positive memories from hospitality are of a GM who, during a tough restructuring, held open forums with staff – candidly addressing our concerns. That openness earned him respect, and many of us went the extra mile to implement his directives because we trusted his intent.
• Employee Involvement: Employees who feel involved in change, even in small ways, tend to cope much better than those who feel targets of change. Studies have found that when staff have avenues to provide input or at least receive acknowledgement of their challenges, their commitment to the organisation remains higher (Duarte and Silva, 2023). In a hotel context, this could mean soliciting ideas from frontline employees before revamping a service procedure, or having a representative from each department on a “change task force” during a major initiative. In my experience, even a simple gesture like a department head asking “how is this new system working for you?” can make staff feel heard and part of the process, rather than helpless cogs.
• Organisational Support: Change can be stressful, so employees gauge whether their organisation “has their back” during transitions. High levels of perceived organisational support, fostered by actions like training, counselling, or just empathetic communication, correlate with lower turnover intentions during change (Duarte and Silva, 2023). I’ve seen this firsthand: when one hotel introduced a new reservation software, they assigned a trainer to work side-by-side with the front desk for a month. That support not only improved our competence; it signalled that management cared about our success. Compare that to another instance where a new reporting system was thrown at us with zero training, frustration soared, and two accounting team members quit soon after. The difference was not the change itself, but how the change was managed.

In sum, research validates that the “soft” elements (communication, leadership engagement, employee support) have very hard impacts on metrics like staff retention, morale, and the ultimate success of the change. Hotels that ignore these factors do so at their peril. A change might look good on paper (e.g., a cost-saving initiative or a brand standard upgrade), but if it’s rolled out insensitively, the hotel could end up worse off due to lost talent and a poisoned work culture.

Embracing Proactive Change Leadership in Hospitality

Given the realities above, how can the hospitality industry better navigate the sea of change in which it swims? A pivotal shift needed is moving from reactive, top-down change to proactive, people-centered change leadership. Based on both personal experience and expert recommendations, a few key practices emerge as game-changers for hospitality leaders:

• Communicate the “Why”: Always explain the rationale behind changes, not just the what. This addresses employees’ natural curiosity and anxiety – after all, people resist what they don’t understand. Whether it’s a new guest service protocol or a management restructuring, sharing the reasons (in plain language) helps staff see the bigger picture and reduces resistance.
• Empower Employees: Change shouldn’t be a one-man show from the top. Equip your teams with the tools, training, and authority they need to implement change effectively. For example, if a hotel is rolling out a new property-management system, provide comprehensive training and identify “power users” on staff who can champion the system and support their peers. Empowerment also means inviting feedback and ideas from employees – it makes them stakeholders in the change rather than passive recipients.
• Stay Agile: The hospitality environment is unpredictable, so flexibility is key. Leaders should monitor progress and be ready to adjust strategies as needed. If a change initiative isn’t working as expected, acknowledge it and adapt. Perhaps that new room service process looked great in theory, but it is slowing down delivery times. Thus, willingness to tweak or even rethink the plan is important. Agility in leadership shows that you are committed to the outcome, not just blindly following a plan, and it builds credibility with your team.
• Lead by Example: Hotel staff take cues from their managers. Embracing change means leadership by example – demonstrating the mindset and behavior you expect from others. If cost-saving is the goal, leaders should show frugality and resourcefulness themselves. If improving guest interaction is the aim, managers should be out front, engaging with guests too. During one renovation project I experienced, the GM rolled up his sleeves and helped move furniture; it sounds simple, but that act spoke volumes and motivated all of us to pitch in. Leading by example creates a sense of “we’re all in this together,” which is invaluable during transitions.

Beyond these principles, hospitality companies might consider investing in formal change management capabilities. This doesn’t necessarily mean hiring a slew of change managers overnight. Still, it could involve training existing leaders in change leadership skills or consulting with change management experts on major projects. The goal is to bring more structure and intentionality to how change is executed. Even basic steps like developing a clear change communication plan, identifying potential “resistors” and “champions” among staff, and setting aside time for training and feedback can make a tremendous difference (EHL Faculty, 2024). The ethos of “prefer conviction over coercion” in change efforts resonates strongly (EHL Faculty, 2024). It means persuading and inspiring employees to get on board by using reason, benefits, and involvement, rather than simply using authority to mandate changes. Conviction builds long-term commitment; coercion only yields short-term compliance.

Conclusion

Reflecting on my journey from hotel operations to a change management consultancy, I am struck by how the human side of change is too often overlooked in hospitality, an industry literally built on human interaction. The fast-paced, high-turnover nature of hotels can make change seem like a force of nature that sweeps in relentlessly. But it doesn’t have to feel that way to those on the inside. With thoughtful communication, genuine leadership engagement, and a willingness to incorporate change management practices, hospitality organisations can transform constant change from a liability into an opportunity. Had I known what I know now as a young hotel employee, I would tell my past self and former bosses: Don’t just manage the hotel; manage the change. By doing so, we not only achieve better business outcomes but also foster a more resilient, trusting, and motivated workforce ready to create outstanding experiences for our guests even amid upheaval. In an industry where change is the only constant, mastering the art and science of change management may well be the key to sustainable success.

References:

Birdir, K. (2002) ‘General manager turnover and root causes’, International Journal of Contemporary Hospitality Management, 14 (1), pp. 43–47. doi: 10.1108/09596110210415123

Duarte, A. P. & Silva, V. H. (2023) ‘Satisfaction with internal communication and hospitality employees’ turnover intention: Exploring the mediating role of organizational support and job satisfaction’, Administrative Sciences, 13(10), 216. doi: 10.3390/admsci13100216

EHL Faculty (2024) ‘Leading change effectively – Insights from top hospitality leaders’. Hospitality Insights. Available at: https://hospitalityinsights.ehl.edu/change-effectively-insights-top-hospitality-leaders

Ramirez, D. (2023) 4 Employee Retention Strategies for the Hospitality Industry. ForUsAll Blog. Available at: https://www.forusall.com/401k-blog/employee-retention-strategies-hospitality-industry