The COVID-19 pandemic was a major blow to the hospitality industry, a fact well-covered in media and academic studies. From the devastating closures of businesses to the layoffs and furloughs of workers, the industry’s struggles were front and center.
But amid all the chaos, not everyone gave up on hospitality. Some employees stayed put, while others returned to the industry, demonstrating adaptability and resilience. What made them stay, and how did the pandemic affect their professional identity?
This article dives into the stories of those hospitality employees who weathered the storm, showing that the pandemic wasn’t all bad for everyone. Instead of focusing on those who left the industry, we explore the traits that helped some workers thrive and how the crisis forged a stronger professional identity. We use grounded theory to highlight nine key themes that emerged from their experiences — ranging from adaptability to love for people. These insights provide valuable lessons on attracting and retaining the right talent in an industry that's still healing.
Why did they stay?
Many workers left the hospitality industry during the pandemic, yet others stayed or came back. But why? It turns out that some individuals felt a strong connection to their jobs, driven by key personal traits and values that kept them going. Let's break down the main factors:
1. Adaptability: Employees who stayed found ways to roll with the punches. In a field like hospitality, being adaptable is practically a survival skill, and those who thrived during the pandemic took this to a whole new level. One participant described it as an opportunity to grow, even amid uncertainty: “You can sulk, or you can learn something new,” said one hotel manager, showcasing the spirit of flexibility that became a necessity.
2. Belief in hospitality: Many who stuck it out did so because they believed in the long-term resilience of the industry. For these individuals, the hospitality world had been through crises before, and they trusted it would bounce back again. As one participant put it, “We're creative, we’re innovative. We find new ways to provide great service.” This deep-rooted belief in hospitality’s strength was a guiding light for many.
3. Positivity amid challenges: Some saw the pandemic as a chance to grow personally and professionally. While many were burnt out, others viewed the challenge as an opportunity. For example, one employee shared how they now felt better equipped to handle future crises, having gained new skills and confidence during the pandemic. This positive outlook was a common theme among those who remained.
4. Loyalty to the industry: Loyalty played a huge role in keeping employees engaged. They weren’t just loyal to their jobs — they were committed to their teams and the entire hospitality community. People felt connected to their co-workers, forming tighter bonds as they worked together to overcome the odds. As one employee said, “It’s a lot easier to fight when you’re not looking over your shoulder.”
Why did they come back?
For those who returned to hospitality after being furloughed or laid off, several motivators emerged.
1. Conviction: Those who came back had a strong conviction for hospitality. They weren’t just working for a paycheck; they truly enjoyed serving others and creating memorable guest experiences. This passion for people and service is what pulled them back into the fold.
2. Collaboration: Many returning employees emphasized the collaborative environment that defined hospitality during the pandemic. There was a sense of camaraderie in navigating the challenges together, which helped foster a supportive atmosphere. Returning to work was about being part of a team again.
3. Good mentors: Having a strong mentor helped many employees find their way back to hospitality. These mentors provided guidance and encouragement, helping employees regain confidence in their roles during uncertain times.
4. Love for people: A common theme among those who returned was their genuine love for interacting with people. Even amid health risks, many felt compelled to come back because they missed the human connections that are at the heart of hospitality. One participant described this as “the hook” that kept drawing them back.
5. Work variety: The fast-paced, ever-changing nature of hospitality also attracted employees. Some felt other jobs didn’t offer the same sense of variety and problem-solving excitement that the hospitality industry did, making it hard to leave for good.
The pandemic showed that certain professional identities in hospitality — adaptability, positivity and resilience — play a crucial role in keeping employees engaged. It also highlighted the importance of collective values such as teamwork and camaraderie. So, what does this mean for the future of the industry?
Practical implications
Recruitment and retention: When hiring, look beyond resumes. Seek individuals who exhibit resilience, adaptability and a positive outlook. These traits will help workers weather future challenges.
Team culture: Cultivate a sense of belonging within your organization. Encourage collaboration and teamwork to strengthen the collective identity that kept so many hospitality employees engaged during the pandemic.
Support structures: Invest in programs that support employees during tough times — whether it’s financial assistance, mental health resources or mentorship programs. Workers are more likely to stay loyal if they feel supported by their organization.
The pandemic may have shaken the hospitality industry to its core, but for many, it also served as a period of growth and identity formation. By embracing adaptability, loyalty and a passion for people, many hospitality employees not only survived but thrived. These traits can help the industry rebuild stronger, offering a road map for creating a more resilient workforce that’s ready to face whatever comes next.
Dr. Miranda Kitterlin-Lynch is an associate professor in the Chaplin School of Hospitality and Tourism Management at Florida International University. Sandra Sun-Ah Ponting, PhD. is an associate professor in the L. Robert Payne School of Hospitality and Tourism Management at San Diego State University.
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